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Question: JOHNSON PHARMACEUTICALS Johnson Pharmaceuticals is a large manufacturer that was highly motivated…

by | Nov 30, 2023 | Posted Questions



JOHNSON PHARMACEUTICALS

Johnson Pharmaceuticals is a large manufacturer that was highly
motivated to meet quality challenges. It implemented an ISO 9000 –
compatible quality system to ensure not only FDA compliance
requirements, but also customer satisfaction. As the manufacturing
plants of the organization were audited by the internal audit
division, it became apparent that some plants were meeting the
challenge, while others continued to struggle in both the quality
and the regulatory aspects of production. This fact was evident in
the reports of internal findings and in FDA inspection reports.

For the most part, the manufacturing plants share consistent
resources and face similar environments. All were issued the
responsibility of meeting the expectations of the quality system
through the same mechanism. All understood the consequence of not
conforming, that is, of jeopardizing their manufacturing license as
bound by the consent decree. The issue then became why some plants
could successfully design and implement the requirements of the
quality system, whereas others could not and still cannot.

Although the plants are similar in many ways, they differ in
terms of leadership, as each plant has its own CEO. The CEO, as the
leader of his or her plant, has the responsibility of ensuring the
successful implementation of a quality system. The plants also
differ in their organizational members, those who are to be led by
the CEO. The relationship between the leader and the organizational
members is critical to a plant’s ability to implement an effective
quality system, with effectiveness being a measure of how
successfully a plant can comply with FDA regulations and internal
quality standards.

Both plants have a similar culture that can be best described as
conserving, reflecting a level of rigidity in response to the
external environment, but demonstrating organizational commitment.
The strategy used by the leader in Plant A was a combination of
moderate to high amounts of structuring actions, with high to
moderate amounts of inspiring actions, whereas the strategy used by
Plant B ’ s CEO was a combination of moderate to low amounts of
structuring actions, with moderate to high amounts of inspiring
actions.

Discussion Questions

1. What type of situational leadership style did the CEO of each
plant demonstrate?

2. Which of these styles was more appropriate in view of the
Situational Leadership model? Why?

3. Would it be surprising to find out that Plant A was more
successful in achieving the goals of the quality system?

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