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Presentation on
Company Profile
Name Chairman President & CEO : Carrington Laboratories Inc. : George DeMott. : Dr. Carlton E. Turner. : Robert W. Schnitzius : 2001 Walnut Hill Lane, Irving, Texas : (972) 518-1300. : www.carringtonlabs.com.
Company Strategy
The strategy is to continue to grow as a research-based biopharmaceutical company focused on offering quality products to customers and potential partners. Key aspects of the strategy are to: 1. Increase revenues by offering innovative new products, growing existing product lines and continuing to offer exceptional customer service; 2. increase profitability by continuing to improve operational efficiency, working capital management and modernization of equipment; 3. enlarge and diversify customer base to reduce dependence on a limited number of significant customers; 4. develop and market the proprietary GelSite polymer technology for delivery of vaccines and therapeutics; 5. enter into strategic partnerships and collaboration arrangements related to the GelSite technology; and 6. continue to develop the knowledge of polymers and their relationship to vaccines and bioactive protein and peptide therapeutics.
1. Has the Patterson operation been successful? To the degree that it can be judged a success, what factors have contributed to it? 2. Identify the leadership styles of Fred Hammond and May Allison. Apply several of the leadership models to the case, such as Fiedlers contingency model and the Hersey-Blenchard situational model. 3. Comment on the informal organization at Patterson. In what ways did the employees create their own company?
4. Review Herzbergs two-factor model. Why didnt the change in physical working conditions (a deterioration of a hygiene factor) have a negative effect on productivity? What did cause the workers to be productive?
Question-1: Has the Patterson operation been successful? To the degree that it can be judged a success, what factors have contributed to it?
From the study, we have learnt that due to low productivity, low employee morale and high unit costs, the Section 10 was turned to The Patterson Operation.
But though the building house of the Patterson Operation was an old brick structure, dark, poorly ventilated, not airconditioned, inadequately heated without cafeteria, rest rooms, but it was able to bring out some positive output
Question-3: Comment on the informal organization at Patterson. In what ways did the employees create their own company?
We think, the Patterson operation exceeded its limit in case of informalization. It was more informal that It needed. Playing of radios in production areas at high volume may hamper the concentration of the employees. There was no definite uniform so that the security might be at risk. The behavior of employees at Patterson represents poor discipline. They hardly follow the rules of the management. Sometimes they made decisions by themselves and acted independently, without reference to overall company personnel policy.
But these deficiencies were overlooked by low grievance rate, high level of worker morale, better productivity and effective direction. Otherwise it might turn to the worse situation than Section 10.
A feeling of mutual cooperation became prevalent as evidenced by the willingness of individual workers to assist others when possible.
Question-4: Review Herzbergs two-factor model. Why didnt the change in physical working conditions (a deterioration of a hygiene factor) have a negative effect on productivity? What did cause the workers to be productive?
We know that
Motivators Hygiene factors
Satisfaction
No satisfaction
Dissatisfaction No dissatisfaction
The change in physical working conditions didnt have a negative effective on productivity because the employees got the following advantages or motivators:
Getting bonuses Opportunities of personal
We know if hygiene factors are absent then dissatisfaction will be raise, if present there will be no dissatisfaction. Again for the mentioned motivated factors the workers became productive too.
Goodbye