1) Remove the motors from the production line to prevent potential issues 2) Appreciate Mr. Asghar's innovation spirit but make clear that changes require sign-off 3) Assign him to the research lab to further develop his ideas through proper channels This addresses both the productivity and quality concerns in a balanced manner.

1. Kohinoor Spinning Mills Ltd.
The em ployees in your departm ent appear to have
serious problem s getting the job done. Their
perform ance has been going downhill rapidly. They
have not responded to your efforts to be friendly or to
your expressions of concern for their welfare:
WHICH STYLE WOULD YOU PICK? Why?
a Talk with your em ployees and then set perform ance goal
b Be sure that staff m em bers know you are available for
discussion, but do not press them .
c Re-establish the need for following program procedure
and m eeting the expectation for task accom plishm ent
d Wait and see what happens

2. Kohinoor Spinning Mills Ltd.
The employees in your department appear to have
serious problems getting the job done. Their
performance has been going downhill rapidly. They
have not responded to your efforts to be friendly or to
your expressions of concern for their welfare:
WHICH STYLE WOULD YOU PICK? Why?
a Talk with your employees and then set performance goal
b Be sure that staff members know you are available for
discussion, but do not press them.
c Re-establish the need for following program procedure
and meeting the expectation for task accomplishment
d Wait and see what happens
SITUATION: When employees are neither willing nor able to do
job. TELLING STYLE

3. Lakson Chemical Ltd.
During the past few months, the quality done by the
staff has been increasing. Record keeping is accurate
and up to date. You have been careful to make sure
that the staff members are aware of your performance
expectations.
WHICH STYLE WOULD YOU PICK? Why?
a Stay uninvolved
b Continue to emphasize the importance of completing
tasks and meeting deadlines.
c Be supportive and provide clear feedback. Continue
to make sure that staff members are aware of performance
expectations.
d Make every effort to let staff member feel important
and involved in decision making.

4. Lakson Chemical Ltd.
During the past few months, the quality done by the
staff has been increasing. Record keeping is accurate
and up to date. You have been careful to make sure
that the staff members are aware of your performance
expectations.
WHICH STYLE WOULD YOU PICK? Why?
a Stay uninvolved
b Continue to emphasize the importance of completing
tasks and meeting deadlines.
c Be supportive and provide clear feedback. Continue
to make sure that staff members are aware of performance
expectations.
d Make every effort to let staff member feel important
and involved in decision making.
DELEGATING
When employees are willing to do the job and know
know how to go about

5. • Nafees Legler Ltd.
Performance and interpersonal relations among your
staff have been good. You have normally left them
alone. However, a new situation has developed, and
it appears that staff members are unable to solve the
problem themselves.
Which style would you pick? What would you do?
1. Bring the group together and work as a team to solve
the problem.
2. Continue to leave them alone to work it out.
3. Act quickly and firmly to identify the problem and
establish procedures to correct it
4. Encourage the staff to work on the problem, letting
them know you are available as a resource and for
discussion if they need you.

6. • Nafees Legler Ltd.
Performance and interpersonal relations among your staff have
been good. You have normally left them alone. However, a
new situation has developed, and it appears that staff
members are unable to solve the problem themselves.
Which style would you pick? What would you do?
1. Bring the group together and work as a team to solve the problem.
2. Continue to leave them alone to work it out.
3. Act quickly and firmly to identify the problem and establish procedures
to correct it
4. Encourage the staff to work on the problem, letting them know you are
available as a resource and for discussion if they need you.
SELLING When employees are willing to do the job but do not
know how to do it.

7. Karim Marble Ltd.
You are considering a major change in your program. Your
staff has a fine record of accomplishment and a strong
commitment to excellence. They are supportive of the
need for change and have been involved in the
planning.
Which style would you pick? What would you do?
1. Continue to involve the staff in the planning, but
direct the change.
2. Announce the changes and then implement them
with close supervision.
3. Allow the group to be involved in developing the
change, but don’t push the process.
4. Let the staff manage the change process.

8. Karim Marble Ltd.
You are considering a major change in your program. Your
staff has a fine record of accomplishment and a strong
commitment to excellence. They are supportive of the need
for change and have been involved in the planning.
Which style would you pick? What would you do?
1. Continue to involve the staff in the planning, but direct
the change.
2. Announce the changes and then implement them with
close supervision.
3. Allow the group to be involved in developing the change,
but don’t push the process.
4. Let the staff manage the change process.
PARTICIPATIVE:
When employees have the ability to do the job but need
support.

9. An engineering company, at Faisalabad, had a reputation for being a "good place to
work". Employees were not unionized. They were rewarded for any new ideas
to improve quality or cost reduction. They were also provided opportunities to
conduct their own research in a specially designed workshop.
Mr. Asghar was a supervisor in the Electric Motor Department. He was successful in
making some improvement in the electric motor to make it energy saver. Before
submitting his suggestion, he decided to try out his idea. He asked the workers to
carry out the electric motor production according to the modified version. After
testing about 50 motors and finding them satisfactory, he moved them to
assembly area, where they would eventually become parts of automatic looms
costing about Rs.1,000,000 each.
His idea was appreciated and found thoroughly sound. A sum of Rs.10,000 was
recommended as suggestion award. In the meanwhile, an inspector had noticed
a change in the design of motor which he did not like. He was also not on good
terms with Asghar whom he termed as "swollen head" and recommended for his
immediate dismissal.
As a chief executive, both recommendations are at your table? Which one you would
accept.

10. • They were rewarded for any useful ideas.
• They were provided a specially designed workshop.
• Mr. Asghar was a supervisor in the Electric Motor
Department.
• He was successful in improving the electric motor for
energy saving.
• Before submitting his suggestion, he decided to try out his
idea.
• He asked the workers to make the electric motor as per
modified version.
• After testing 50 motors and finding them satisfactory, he
moved them to assembly area, where they would
eventually become parts of automatic looms costing
about Rs.1,000,000 each.
Should he be rewarded Rs.10,000 or fired as suggested by
an As a chief executive, both recommendations are at
your table? Which one you would accept.

11. • They were rewarded for any useful ideas.
• They were provided a specially designed workshop.
• Mr. Asghar was a supervisor in the Electric Motor Department.
• He was successful in improving the electric motor for energy saving.
• Before submitting his suggestion, he decided to try out his idea.
• He asked the workers to make the electric motor as per modified version.
• After testing 50 motors and finding them satisfactory, he moved them to
assembly area, where they would eventually become parts of automatic looms
costing about Rs.1,000,000 each.
Should he be rewarded Rs.10,000 or fired as suggested by an As a chief executive,
both recommendations are at your table? Which one you would accept.
BEST CASE SCENARIO: Sales of automatic loom would
improve for energy savings for some time (later it
would copied by others)
WORST CASE:
Potential destruction of looms valuing 50 x
1,000,000= 50 million, through short circuiting,
since the change was made by a supervisor and was
not approved.

12. solution
• Fire as recommended by the quality control
manager.
or
• Remove from the production line and placed
in the laboratory for research and
development