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Manufacturing Roles

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D. Role Interactions—Results

1. It should be obvious by now that the Equalitar-ian—Critic interaction will be the most success­ful in accomplishing objectives. However, that is not to say that the other role interactions will not be successful. If an individual recognizes the characteristics of an interaction, then it is pos­sible to focus more attention and energy on the goal and spend less time dealing with the interac­tion. It should be noted that as the role players concentrate on the goal, they will display more of the positive characteristics and fewer of the negative ones.
2. It has been shown through studies that the subordinate's response style will affect the superordinate's style. Additionally, the super-or dinate's style can play a major role in determining the subordinate's style.
3. It should also be pointed out that managers who display flexibility in role assumption will be more successful in dealing with their subordinates than they would be if they "locked" themselves into a singular role.
4. The two disastrous combinations are the Authori­tarian/Rebel and the Permissive/Ingratiator. In both of these instances, it is difficult to develop a constructive interaction and the likely result will be termination of the subordinate.
5. It is possible to operate successfully as an Equali-tarian or Critic with any of the other roles. The key here is that the Equalitarian must give equal parts of POWER and OBLIGATION while the Critic must be careful to only accept equal parts of POWER and OBLIGATION.
Multilevel Role Interactions

A. Figure 2 depicts a multi-level interaction model based on a typical organizational chart. The model allows us to recognize the superordinate and subordinate roles of each individual in the chain of command. The example in Figure 2 identifies successful downward communication based on complementary roles inter­acting.

B. By recognizing the preferred or required superordinate/ subordinate roles in the chain of command, it is pos­sible to predict the dynamics of communication and when there will be problems.

C. The requirement placed on us as professionals is to recognize styles and communication patterns that interact with us and then manage them, as well as our style, in order to accomplish maximum results.

Job success is dependent on our ability to interact with our leaders and our followers. It is also critical that we follow as well as we lead. With the information presented, each of you should be able to determine your preferred operating styles (superordinate and subordinate) and recognize the matches and mismatches that will and do occur in your organization. Also recognize that while you have a preferred style, it is sometimes necessary to adopt another style in response to a boss's style or a follower's style. Developingyour ability to adapt to changing interactions is essential in order to reach the "point of objectivity." Keep in mind that knowl­edge is power and you now have the knowledge.

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


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