Solution 3
Feedbacks from the previous director (Legris) to Barfuss in order to give incorporate the “Patron” model of french business
Truly a Great Disappointment
Solution 2
Long Term
- Negotiate: cultural level: incorporating french management to his culture
- Absorbing the culture of the company (USA/French) take time and not direct impact
- More communications – if the Sacha hadn’t sent the letter Barfuss wouldn't know about what was going on inside the company
Solution 1
Dina, Daniela, Mehdi, Duarte
Short Term!!!!
- Become a boss (leader)
- Descend to the employees: Go directly to individual employees to workstation and apply DAC model + motivational skills + feedback
->right direction/wrong
- Keep meeting short (stand up) No more unproductive group meeting (time management:57 hours-> 2hours/month)
Hofstede
- France High Power distance - People understand their place in the system
- Communication flows downward
- Respect upward
- Legris dictator - problem & solutions
- Barfuss - Yes Vision No Mission - The mission for employees
- UA - Employees work well in a structured environment, strict laws
Applied with Legris and company
Not applied with Barfuss but applied with company
Employees confused
- LTO - Workforce over 45 years
- Low employee turnover - Legris
- Increase with Barfuss management style
US
- Flat organization
- Freedom of expression
French Business Culture
- Big difference between boss and employees - subordinates
- Hierarchical - management style – top to bottom
- Direction, Alignment & Commitment (DAC)
- French assume that the boss knows everything
- Directive -> Employees - expecting to be told what to do
- Direction - what should be done and by when
Theories of Motivation
Link of 2 theories
Herzberg - 2 Factor Theory
- Relationship between supervisor and employee - Disatisfaction rather than satisfaction
- Barfuss - high employee turnover (3 people leaving)
- Legris - Low employee turnover (employees were satisfied)
- Performance is not delivered - not expected - Blame Barfuss
Reinforcement - Operative Conditioning
Hygiene factors :
-High quality supervision - Legris
Comparison with Barfuss
-No interpersonal relation (only meetings) - Barfuss
-No Feelings of job security (people leaving)
Motivator factors:
-employees had more responsibilities-> not accepted
-no stimulation ("well done")
Comparing to Barfuss
- Legris used continuous reinforcement schedule
- Each time the correct behavior is performed when the employees performed the task
- He would change his persona and become more social which would indicate to the employees that they were moving in the right direction which works in the French circumstance.
- Use of negative reinforcement when things went wrong.
Expectancy
- Employees motivated by outcome
- Selected behavior - desirability of outcome
- Peer - approval
- Job satisfaction - Legris feedback
- Employees - direction
- No social skills
- No Leadership DAC model
- 1/3 of the time spent on meeting - no solution, no direction (57 out of 140 working hours -> disturb in working routine)
Production Director
Differences
Mr Legris
- Not managing in a way french employees expected to
- French value working experience
- Conflict with his own culture
- Not implement into culture effectively
- Hours of meeting - A lot but no productive
- Doesn't have Austrian mentality and French mentality
- French employees don't give feedback to the Boss
- They just take directions
Herr Dr Barfuss
- High education qualification
- International Culture - USA
- Management not Native or French
- Not managing how french expected
- Austrian - Problem 1
Not acting as an Austrian or a French
- French workforce expectation different to Barfuss
- Culture - French
- Patron model - Norm for French business life
- Applies DAC
- Social and direct
Similarities
Differences
- Workforce looked up to him for direction
- Analysis problem, solution and direction
- Cultural hierarchical titles & ranks
- Same management cultural style - gentle but still directive approach