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Manufacturing Roles

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B. Role Interactions—Non-Complementary

1. Permissive—Ingratiator. This relationship is char­acterized by constant acquiescence to tasks. Since obligation is the focus, all responses are positive with no questions being asked. The participants in this interaction are both subjective which tends to create high levels of emotion.
The leader in this relationship has a low level of trust for the subordinate. When the only news one hears is good, we begin to get suspicious. Also present is a high level of tension and not much activity. The subordinate will likely end up as a scapegoat.
2. Authoritarian—Rebel. Everything in this rela­tionship is power/status related. Subjectivity is the rule with frequent clashes over responsibility. When the Revel is "put down" he will likely become passive aggressive and do damage "underground."
Both participants in this interaction view success as zero sum. That is, one must lose for the other to win. The Rebel constantly faces a high probability of termination.

C. Role Interactions—Negotiating

1. Equalitarian—Ingratiator. The subordinate's re­sponse is always positive and this can cause cred­ibility problems. The Equalitarian must be selec­tive in task delegation or the subordinate will accept anything assigned. There tends to be a high degree of tension as the Ingratiator supports his facade.

The objectiveness of the Equalitarian is distorted by the follower's subjectiveness. Likewise, the leader must be aware that blind obedience on the part of Ingratiator transfers accountability back to the leader. One must also note that Ingratiators are recognized as passive Rebels.

2. Equalitarian—Rebel. The Equalitarian must be careful in this interaction. There can be no oppo­sition with authority or appeasement with per­missiveness if success is to be realized. The Rebel must be shown that rewards only come with the acceptance of obligation.

Both parties will exhibit little trust and the Equalitarian will be reluctant to propose solutions because no accountability transfer will take place. The way to the Rebel is to appeal to his sense of rationality.

3. Authoritarian—Critic. This interaction places the Critic in a high stakes gamble since the leader's style is to assign. The Critic must iden­tify pitfalls and needs, and convince the Authori­tarian that these must be dealt with. There will be a major issue of accountability in this relation­ship.

The attitude of "I may not always be right, but I'm the boss" will prevail. In most instances, failure of the Critic will result in a lose/lose situation, which the Authoritar­ian seldom recognizes.

4. Permissive—Critic. The Critic in this situation will be offered the opportunity to make decisions for the boss. This can be very dangerous as Permissive leaders can quickly change to Authoritarians. It is necessary for the Critic to push the decision making back to the boss.

The Critic will not lose in the short term, but over the long term, the Permissive may abdicate and leave the Critic holding the bag. This can be fatal.

To be Continued

For balance of this article, click on the below link:
Lean Manufacturing Articles and go to Series 02



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