Tyrone Manufacturing Company. Management Survey

1. Tyrone Manufacturing Company. Management Survey Tom Mitchell & Aron Thune

2. Overview • Respondents • Survey • Results of Survey • Summary of Findings

3. Respondents • Total 70 of 83 Managers (85 %) • New Jersey 34 • Elkton 33 • Other locations 3

4. Managers’ Tenure

5. Survey (total 99 items) • Communication with • Other Managers (25) • Associates (25) • Organizational Frustration (23) • Role Ambiguity (5) • Role Conflict (6) • Job Related Tension (15)

6. Comments Offered • 55 comments from 27 respondents • 5 content categories • Communication • Silo Mentality • Leadership • Recommendations • Work

7. Survey Findings from: • Communication with • Other Managers • Associates

8. Who initiates with other mgrs? 70% equally

9. One on one…who listens most? 72% About same

10. Other mgrs understand my viewpoint? 70% usually/always

11. Provide relevant information to other mgrs 40% a lot 46% some “There isn't a consistent mechanism for middle managers to receive information. I think these things are discussed at upper levels but don't get communicated down.”

12. Others mgrs consult with me before making a commitment… • 60 % Most or all the time • 20% Almost never

13. Associates used as intermediaries to deal with conflict • 40 % Occasionally / frequently • 60 % Rarely / Never !!

14. …feel put in middle of conflict between two other mgrs • 45 % Occasionally / frequently • 50% Almost never

15. After being denied…go over my head • 8% frequently • 40% occasionally • 52% rarely / never

16. Other mgrs …work with me in an open and honest way • 60% frequently • 9% rarely

17. Prompt return of phone calls 80% few hours / same day

18. Quality of Interactions • Hostile………………..Friendly • Adversarial………….. Cooperative • Guarded (closed)….….Frank (open) • One way………….…..Two way • Unproductive……..…..Productive • Blaming ………………Problem solving • Ambiguous……………Clear • Silo……………………Team mentality

19. Communication with other mgrs

20. Manager Interactions84 % (4 &5)

21. Manager Interactions50 % (4 &5) “TMC has given way to a partisan mentality of ‘My Business Unit at all costs – I can’t be concerned with yours’.”

22. Asked: Why mgrs don’t involve other mgrs with problems they have • Have enough expertise themselves • Mgrs are overly confident in their abilities • Don’t know capabilities of others • Don’t respect the capabilities of others • Bosses discourage them seeking help • Don’t feel comfortable asking for help

24. Why they don’t involve other mgrs because… • Don’t know their capability • 50% Agreed • Don’t respect their capability • 41% Agreed • Don’t feel comfortable asking them for help • 45% Agreed

25. Summary of Mgr to Mgr Communication… • Positive findings: • Initiate communication equally • Listen well to one another • Responsive to each other • Understand one another • Friendly and get along well • Open and honest with each other

26. Summary of Mgr to Mgr Communication…(cont) • Need improvement in… • Confronting others directly • Avoid end runs and using intermediaries • Consult and share information more • Move more from silo to team approach • Seek other’s input and opinions before deciding • Learn more about others’ capabilities

27. Recommend • Establish structured mechanisms for: • sharing information and • seeking others’ input • Develop more of a cross-functional team approach • Learn to confront each other amicably • Using problem solving strategy / not emotional response • Learn to ask for input • Even when certain / explore other options • Learn to feel comfortable disclosing uncertainty

28. Survey Findings from: • Communication with • Other Managers • Associates

29. CommunicationManagers v. Associates • Similar on all questions but: • …Having viewpoint understood • …Working in open and honest way • …Involvement of others in problems • …Quality of interactions

30. “…viewpoint understood by…” “… usually, always” …Other Managers 70% …Associates 91%

31. “…work in open and honest way” “…frequently ” • Among managers 60% • With associates 86 % • “The associates at TMC try to work together to achieve what are perceived to be the most important goals.”

32. “… Less likely to involve other managers as opposed to associates” • Because they… • Don’t know their capabilities • Don’t respect their capabilities • Don’t feel comfortable asking them for help

33. Quality of interactions… with other TMC mgrs v. Associates • No difference on • Hostile…………………Friendly • Associates viewed more favorably on: • Adversarial…………….Cooperative • Guarded (closed)………Frank (open) • One way……………….Two way • Unproductive…………..Productive • Blaming ……………….Problem solving • Ambiguous…………….Clear • Silo…………………….Team mentality

34. Summary: Other Managers v. Associates on Communication • Equally friendly to both mgrs and associates • Less likely to involve other managers than their associates • Less confident in capabilities of other managers compared to confidence in associates • Less comfortable involving other managers than their associates

35. TMC Work Environment Scales • Organizational Frustration (23) • (Spector, ‘75) • Role Ambiguity (5) • (Rizzo, House, Lirtzman, ‘70) • Role Conflict (6) • (Rizzo, House, Lirtzman, ‘70) • Job Related Tension (15) • (Kahn, Wolfe, Quinn & Snoek, ’64)

36. Org Frustration

37. Highest frustration • Some are incompetent • 52% Agree/Strongly Agree • Run ragged… • 55% Agree/Strongly Agree • Too much work… • 47% Agree/Strongly Agree

38. Lowest Frustration • Supervisor trusts me • 88% Agree/Strongly Agree • Job is not boring • 92% Agree/Strongly Agree • Work is worthwhile • 92% Agree/Strongly Agree • “Overall, I am very satisfied with the type of work I do.”

39. Role Ambiguity Percent unclear on… 24% “Authority I have” 19% “Goals and objectives for my job” 16% “What’s expected of me” 10% “How to divide my time” 8% “My responsibilities”

40. Role Conflict • Percent agree/agree strongly that… • 40% Do something accepted by one but not others • “…projects get slowed down because one department feels it should be done differently, but never gives input until the final review.” • 30% Receive assignments • without adequate manpower and resources • 27% Receive incompatible requests

41. Role Conflict Most is probably due to lack of close communication among managers • Mgr interactions and • Mgr involvement

42. Job Tension Is…a person’s Adverse physical or emotional reactions caused by work related factors Such as… • Role conflict / Role ambiguity • Work overload • Interpersonal conflict • Perceived control over decisions (autonomy/participative)

43. Salient Tension Items • Percent …often/nearly all the time • 34 % …job interferes with family life • 20 % …not knowing promo/advancement opportunities • 13 % …not enough authority to carry out responsibilities

44. Causes for Tension • Largest contributor: • Organizational frustration • Some are incompetent • Run ragged… • Too much work… • Other factors that contribute: • Role Conflict (indirectly) • Role Ambiguity (indirectly) • Mgr w/ Mgr and Mgr w/ Assoc interactions

45. Causal path Mgr Interaction Mgr Involvement Role Conflict Frustration Job Tension

46. Conclusions • Common climate for NJ & Elkton • Communication (among managers) • Generally quite favorable • Mgrs communicate well, understand one another • Open and honest, and friendly • Improvements needed • Use positive confrontation more often • Sharing / asking for others’ input • (as they do with associates)

47. Conclusions (cont’) Job Tension …Moderate level stemming from… • Frustration • Perceived incompetence of some others • High work demand • Role Conflict • Lack of coordination and sharing

48. Recommendations • Develop action plans to • Increase meaningful interaction among managers on job related issues • Encourage mgrs to solicit fellow managers’ input and share ideas • Assist mgrs in how to better communicate to higher management their • Resource needs and • Constraints on meeting objectives