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448 PART 5: THE LEADER AS SOCIAL ARCHITECT
of female workers). During lunch or break, groups of workers routinely brag about their
“close calls” and share stories about parents or grandparents’ dangerous encounters with
saw blades or lumber chutes.
It is clear to Benavides that worker attitudes are part of the problem, but she
suspects that management attitudes may play a role as well. Production managers
emphasize the importance of keeping the line moving, getting the product out no mat-
ter what. Rather than finding a supervisor and asking that the production line be shut
down, most line employees take chances on sticking their hands into moving equipment
whenever there is a minor problem. As Benavides talks with workers, she learns that
most of them believe managers care more about productivity and profits than they do
about the well-being of people in the plant. In fact, most Forest employees don’t feel
that they’re valued at all by the company. One saw operator told Benavides that he has
made several suggestions for improving productivity and safety on his line, but has been
routinely ignored by management. “They never listen to us; they just expect us to do
what we’re told,” he said. This same employee was one of the most vocal in opposing
some recent safety-oriented changes requiring that all workers wear safety gear any-
time they’re on the production floor, not just when they are on the line. “They don’t
really care about our safety,” he boomed. “They just want another way to push us
around.” Many of the other workers also oppose the new rules, saying that “managers
walk around the production floor all the time without goggles and ear plugs, so why
shouldn’t we?”
Sources: Based in part on information in Anne Fisher, “Danger Zone,” Fortune (September 8, 1997), pp. 165–167;
and Robert Galford, “Why Doesn’t This HR Department Get Any Respect?” Harvard Business Review (March–
April 1998), pp. 24–26.

QUESTIONS
1. How would you describe the culture of Forest International as it relates to internal
integration and external adaptation?
2. Would you expect that changing the culture at Forest would be easily accomplished
now that a new CEO is committed to change? Why or why not?
3. If you were Lisa Benavides, what suggestions would you make to Forest’s new CEO?

Acme and Omega
Acme Electronics and Omega Electronics both manufacture integrated circuits and other
electronic parts as subcontractors for large manufacturers. Both Acme and Omega are
located in Ohio and often bid on contracts as competitors. As subcontractors, both firms
benefited from the electronics boom of the 1980s, and both looked forward to growth and
expansion. Acme has annual sales of about $100 million and employs 950 people. Omega
has annual sales of $80 million and employs about 800 people. Acme typically reports
greater net profits than Omega.
The president of Acme, John Tyler, believed that Acme was the far superior company.
Tyler credited his firm’s greater effectiveness to his managers’ ability to run a “tight ship.”
Acme had detailed organization charts and job descriptions. Tyler believed that everyone
should have clear responsibilities and narrowly defined jobs, which generates efficient
performance and high company profits. Employees were generally satisfied with their jobs
at Acme, although some managers wished for more empowerment opportunities.
Omega’s president, Jim Rawls, did not believe in organization charts. He believed
organization charts just put artificial barriers between specialists who should be working
together. He encouraged people to communicate face-to-face rather than with written
memos. The head of mechanical engineering said, “Jim spends too much time making
sure everyone understands what we’re doing and listening to suggestions.” Rawls was
concerned with employee satisfaction and wanted everyone to feel part of the organiza-
tion. Employees were often rotated among departments so they would be familiar with
activities throughout the organization. Although Omega wasn’t as profitable as Acme,