The Patterson

Operation
Case Study

Problems at Section 10
Excellent working condition.
Produces and distributes
pharmaceuticals, drugs and cosmetics.
Chance to earn extra pay lost by workers.
High costs and low output per labour
hour.
Morale and discipline was low.
Considered unpopular work assignment.
Different kind of packages.
Halsey 50-50 incentive plan.

Background
A New Operation & Severe Space
Problem.
Move large part of the assembly to
a warehouse.
Became known as the "Patterson
Operation.
Work space and conditions terrible
when compared to Section 10.

At Patterson Operation
Fred Hammond African American
first line supervisor.
Hammond made some drastic
changes in the assembly operation.
Specialized workers.
Allowed employees to influence
decisions.
Acceptable to have radios.
No dress codes.

At Patterson Operation
Employees view Patterson as their
own company.
Mutual Cooperation
32.8% increase in productivity over
Section 10 (Working conditions
were outstanding )
Fred Hammond was promoted.
Replaced by May Allison.

At Patterson Operation
Liberal attitude of management
May Allison.
Results enabled workers to
develop speed.
Facilitated their earning bonuses.
Shift in workers attitudes.

At Patterson Operation
Great relationship with the workforce.
Earn the respect and admiration of
the employees.
Employees participate in decision
making.
Own softball team. Carrington, Inc., is
a Global Company.

Q1 Patterson Operation
successful?
Yes, It may be concluded that the
Patterson Operation has been
successful but at the cost of the
organisation.

Q2 Leadership Styles of F
Hammond & M Allison?

Leadership - An attempt to use

influence to motivate individuals
to achieve some goals.

Fiedlers Contingency
Model
A behavioural theory based on their views that
there is no one best way to lead an
organisation, organise a cooperation or to
make a decision.
Also known as its all depends theory.
The effectiveness of a leader in achieving high
group performance depends on the leaders
motivational system and the degree to which
the leader controls and influences the
situation.

Situation that favoured Fiedlers

Contingency Model
Leader-Member Relations
- Level of trust and confidence that a team
has in a leader.
Task Structure
- The type of task a team is doing clear and
structured.
Leaders Position Power
- The amount of power a leader has to direct
the group and provide reward/punishment.

HerseyBlanchard Situational
4 Leadership Styles
Telling -The leader defines the roles needed
to do the job and tells followers what, where,
how, and when to do the tasks.
Selling-The leader provides followers with
supportive instructions, but is also
supportive.
Participating - The leader and followers share
in decisions about how best to complete a
high-quality job.
Delegating- The leader provides little specific,
close direction or personal support to
followers.

Q3 Informal Organisation,
Creation of their own Company?

Creation of Patterson WarriorsSoftball team.

Independent decision against
company policy.
Absenteeism, tardiness and turnover
not better than the plant overall
slightly worse.

Q4 Herzbergs two factor model,

What did cause the workers to be
productive?
Motivators (e.g. challenging work,
recognition, responsibility) that
give positive satisfaction, arising
from intrinsic conditions of the job
itself, such as recognition,
achievement, or personal growth.

Q4 Herzbergs two factor model,

What did cause the workers to be productive?

Hygiene factors (e.g. status, job

security, salary, fringe benefits,
work conditions) that do not give
positive satisfaction or lead to
higher motivation, though
dissatisfaction results from their
absence. The term "hygiene" is
used in the sense that these are
maintenance factors. These are

Thank You