final edit of case analysis

Although MacGregor’s unique management style is unconventional, he was able

to efficiently and effectively manage one of the largest refineries in the country.

MacGregor was able to define his role and his subordinates’ role very clearly,

integrating his values of self-development and independence. MacGregor spent time

planning out what the key responsibilities of the executive in charge of a large operating

facility should be. One of his primary strategies that makes his planning method so

different is that MacGregor never makes any decisions for his subordinates. He enabled

his subordinates to grow in terms of their ability to make decisions even under

conditions of uncertainty. This opportunity allows them to have the complete freedom to

make and act on decisions without interference. Instead of solving their problems, he

offers to listen to their decisions, appraise their technical and managerial skills, and

encourages them to collaborate with others for help and support. MacGregor’s

subordinates are motivated by their jobs themselves. His leadership style essentially

empowers his subordinates to become problem solvers and prepare them for future

positions. Each problem, MacGregor deemed, was a self-teaching opportunity. This

strategic plan grants his subordinates great responsibility, giving them incentives to

actively engage analytic and teamwork skills to come up with solutions. MacGregor was

easily accessible to individuals inside and outside the corporation.

At first glance, this system seems like it can be easily abused. However, his

subordinates are motivated and highly committed to their job objectives. MacGregor

clearly expresses his expectations for his team to be able to address issues and create

solutions themselves. And although he does not make a solution for them, MacGregor

does advise whether or not his subordinates’ plans should be proceeded or

reconsidered. However, subordinates should already have ideas for a solution before

discussing with MacGregor. Although some might view this as a leader being too

“hands off”, he still practices control over his team by holding meetings every Thursday

so he is informed on everyone’s statuses and decisions. MacGregor developed a

reputation for having strong subordinates who deserved promotions, especially those

who were MacGregor’s “Thursday Man”. This position is the person who often replaces

MacGregor on Thursday meetings because he or she is the one who other subordinates

sought advice and solutions from. Not only does this encourage working with other

subordinates, but this also creates a competitive environment that further incentives

them to meet MacGregor’s expectations and demands.

Overall, by not being directly involved in decisions of operations, MacGregor is

reducing the amount of his own work and time and optimizes his and others time to

focus on other parts of the company. MacGregor was able to use the time he saved to

play golf and deal with community relations. Furthermore to the success from this

specific type of management, MacGregor’s approach enriched the work experience

because he allows his subordinates to make mistakes. MacGregor knew that his

refinery was the most efficient producing unit, so MacGregor had already considered

space for mistakes to be made. In fact, MacGregor allowed mistakes to happen even

though he could anticipate them because he understood that it would be “a tremendous

learning experience” and would do more good than harm for his workers. MacGregor is

a very smart man who came up with a way to help his subordinates grow and at the

same time give himself more “free” time at work.

MacGregor was able to create accurate manning and equipment charts for

increasing production by certain percentages over certain time periods, which was the

job he was hired to do correctly. He believed that his higher role was to make

irreversible decisions about the future of the company, so he focused heavily on

planning decisions and figuring out the answer, not the solution.

To conclude, MacGregor has created a great work environment and learning

platform for young managers who want to grow and learn. MacGregor teaches his

employees how to be independent. MacGregor worked constantly on improving his unit,

to adapt it to changing environmental conditions, and to allocate present and potential

organizational resources for optimal present and future effectiveness. Since no

technique is absolutely perfect but this one is far superior to the average and creates a

great stress-free office atmosphere. McGregor is someone all managers should look to,

if not for complete techniques, understanding his thinking and organizational skills in

small increments would undoubtedly benefit.

The efficiency of his operations speaks for itself. MacGregor’s team is the highest

producing of the company and his skills as a manager is very apparent as it is clear that

he knows his worth as noted in the case study. All his subordinates have top notched

skills that gives them the edge to be highly qualified candidates for career

advancement.