Second, the case title
Saturn computer company, like many high-tech companies in Silicon Valley, USA, is developing at a rocket-like speed, but it is also facing fierce competition from large companies on the East Coast. When the company first opened, everything was like a joke. Top managers wear T-shirts and jeans to work, and no one can see the difference between them and ordinary employees. However, when the company was in financial trouble, the situation changed a lot. Although the original liberal chairman of the board stayed, the company hired a new CEO, Jones. Jones comes from an old-fashioned company. He follows the rules and is very traditional, which is far from Saturn's style. The company manager's attitude towards him is: see how long this guy can stay? ! It seems that conflict is inevitable.
The first internal crisis occurred when the new CEO held the first senior management meeting. The meeting was scheduled to start at 8: 30 in the morning, but a man barged in at 9 o'clock. Jones, in a suit and tie, stared at the people who were late and said to everyone, "I repeat, all the daily affairs of this company should start on time." If any of you can't do it, submit your resignation report to me before 5 o'clock this afternoon. " From now on to the day when I know you better, I will take care of all your doubts. You should forget the past. From now on, I will work with you. "By 5pm, only two of the 10 senior managers had resigned.
In the next month, some major changes have taken place in the company. Jones issued several mandatory policies to change the existing working procedures. From the beginning, he repeatedly warned William, the deputy general manager of the company, that all major issues must be approved by him before they can be conveyed downwards. He complained about the lack of cooperation between the following research, design, production and sales departments. Saturn has not been able to form a unified strategy in these key areas facing challenges.
Jones also ordered a comprehensive review of the company's welfare treatment system, and then cut the salary of all senior managers by 15%, which led some senior managers of the company to resign from him. The director of the research department thinks like this: "I don't like everything here, but I don't want to leave right away." Developing a computer to beat iBm is too challenging for me. " The manager of the production department is also a person who is dissatisfied with Jones's practice, but his words are quite surprising: "I can't say that I like Jones very much, but at least I can achieve the goals he set for my department." Jones was the first person to thank us for our excellent work when we successfully completed the task. "
On the other hand, the purchasing manager is full of complaints. He said: "Jones asked me to cut the cost of raw materials by 15%. He lured me with carrots and said that if I could do it, I would get a generous year-end bonus. But it is impossible to do this job. From now on, I will find another way out. "
But Jones' attitude towards Hopkins is puzzling. Hopkins is the assistant manager in charge of sales and is called "the crying child". In the past, he went to the CEO's office every day to complain and blame other departments. The way Jones takes is to let him wait outside the door, let him calm down, ignore his complaints when he meets him and talk directly about the company's sales problems. Before long, Hopkins began to run more grass-roots than Jones's office.
As time went on, Saturn came back to life under the leadership of Jones. Company managers generally admit that Jones knows the computer field like the back of his hand and has made impeccable decisions in various businesses. Jones also gradually relaxed his control and began to let the design and research departments do things more freely. However, for the production and purchasing departments, he still tightened the rope. Saturn company no longer heard rumors about Jones' future, and people commented on him: Jones is not the kind of person who knows the situation here very well, but he did lead us to the track.
Multiple choice questions (* *12):
1. The leadership style adopted by Jones when he entered Saturn Company and the leadership style of the remaining chairman: (? )
A. Both are democratic.
B.they are democratic and laissez-faire.
C. They are * * * and laissez-faire.
D. They are * * * and democracy.
Reference answer: C.
2. How did the major decisions approved by Jones in Saturn Company pass? ( ? )
A. Descending ditch
B. upward communication
C. Horizontal communication
D. tilt communication
Reference answer: b
3. What does the director's words reflect his needs now? ( ? )
A. Security needs
B. Respect for needs
C. Self-fulfilling needs
D. Social needs
Reference answer: a
Jones affirmed the excellent work of the production department. What kind of incentives are needed? ( ? )
A. Social needs
B. The need for power
C. Achievement needs
D. Physiological needs
Reference answer: a
The manager of the production department wants to stay with Jones, but the manager of the purchasing department wants to leave. Which is the correct cause analysis? ( ? )
A. The purchasing manager doesn't value the material rewards promised by Jones, while the production manager only values the spiritual rewards provided.
B. The purchasing manager distrusts Jones' promise and thinks that Jones will not cash the bonus even if the cost is reduced.
C according to swan's theory, the incentive offered by the purchasing manager and the production manager to Jones has very different prices.
D. Purchasing managers and production managers have different expectations for satisfactory worksheets.
Reference answer: C.
6. What incentives did Jones take to Hopkins, the sales manager? ( ? )
A. Positive reinforcement
B. Punishment
C. Natural regression
D. negative reinforcement
Reference answer: C.
7. Jones won the respect of the employees of the company because of his impeccable decision-making in various businesses. What is the influence of this? ( ? )
A. Statutory powers
B. Incentive and coercive power
C. personal influence
D. Expert power
Reference answer: C.
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