Case Summary

Suzanne the Pass at Motown Productions Demonstrates the end result from the manager s
leadership style on corporate culture direction and performance the concept of fit between
leadership style as well as the needs of situations through which managers finish up and the
requirement of managers to evolve their styles as situational needs change. More particularly it
provides a chance to look at a couple of from the special issues with: like a black lady manager
the benefits and drawbacks connected getting a family corporate culture and controlling inside of
a creative business. Does not substantially change from the case nevertheless it does stress more
strongly Suzanne de Pass s success.
Gaining recognition for her skills as a television producer and for her success at reestablishing
the reputation of MP represented quite an achievement for the pass. She realized that all of the
kudos merely set the stage for a critical year of transactions. For MP to become a significant
force in independent production de pass would have to lead her company through a period of
rapid growth and deliver on a number of crucial production commitments. When de pass
became MPs president in 1980, Moton was at low position in that time. In next five years she
moved to resurrect the company.
In 1968 when de pass joined Motown, Motown was the dominant force in the popular music
world. Motown was founded by Berry Gorgy in 1959.Gordys firm control over distribution,
coupled with his creative instincts, allowed Motown industries to grow quickly and became the
largest black- owned company in US.
Berry Gordy has personally appointed Suzanne de pass as his creative assistant. De pass
aggressive sprit impressed Gordy. De pass describe the management style she evolved at
Motown as participatory, friendly and inspirational. Gordy gave many opportunities to gain
experience in every aspect of this male dominant business. Gordy interest was turned from the
record business to movie and television. Gordy was determining to expend into the production of
first run film as well. Gordy turned to de pass to take over Motowns ailing production interests
in 1980s. De pass was made president, continuing her direct reporting relationship with Gordy.
De pass could have looked outside the company to bring in name producers to give the new MP
a flying start with her large development budget. She looking first to previous staff instead of
builds her staff solely. The pass felt that the female composition of her staff aided in creating a
distinctive atmosphere at MP. MP staff shared responsibilities, filling in for each other at
meetings and jointly reviewing the progress of various projects. De pass encourage
communications and frank exchange of opinion.
According to MPs executives, de pass worked hard to ease any tensions that cropped up in
their working relationship. Her wide ranging interests. Expensive personality and strong opinions
often made it difficult to get her to focus on a single project at a time. As compare to other
companies de pass tenure as a president is different. Executives develop project portfolios in
other companies but in MP executives share responsibilities on projects and consulting with each
other so number of executives might be working on one project at a same time.
BY the start of de Pass tenure as president at Motor Production development process improved
significantly as compared to other companies. At other companies development process is made
by the executives but in MP responsibilities are shared on projects and ,often meting are
conducted and different executives are working on the projects.
Weekly staff meeting are conducted which are very important towards the accomplishment of
development process that what de Pass ,Meetings brought together executives and subordinates
in a discussion on the agenda of the meeting and not only executives but subordinates as well
brainstorm and give out there artistic suggestions on the agenda. Like if the meeting member are
of the view that a particular project is not feasible than a combined consensus to forgo the certain
project is made. The projects which were discussed in the previous meetings were also reviewed
for further fact that discussion are sensitive but executives said that they are not afraid and are
confident enough to raise their voice and give their own point of view and opinion in the
discussion . Decisions are also not made individually and bit controversial issues are tabled for
more attention and research.
For the five years the productions is not very fast they show only one in these five years and de
pass knew that one show needs a lot of technical expertise so he focus doing one in a better
way he change the orientation of work that MP executives are not involved with the details of a
single MP production.
Since all the executives have different supervisory roles so they learn different thing and become
multi-dimensional, de pass had also given them the freedom to her employees is increased and
they work with more passion commitment and creativity and innovation. people feel proud to
work with the company, de pass was also aware of the fact that you did not only leave all the
creative decisions to the executive who sit behind the desk and make decision you need to take
part by yourself in the process and communicate with your executive to get the things done . She
was of the view that the most important thing is balanced so the balance must be present in the
decisions which leads to the accomplishment of company ultimate objectives.

Q.1) Give an overview of the case and explain how did Suzzane de Passe managed
to build the company?

i. Explain the industry in which Motown Productions was operating?
Motown Productions was operating in entertainment industry. Motown Productions' original
focus was on the production of television specials for its star recording artists. These included
TCB (1968) and G.I.T. on Broadway (1969), starring Diana Ross & the Supremes with The
Temptations, The Temptations Show (also 1969). When Suzanne de Pass joined Motown in
1968, much of her work involved the production of these television specials. Motown's first
television series was The Jackson 5ive (1971 - 1973), a Saturday morning cartoon by
Rankin/Bass starring characters based upon Motown's popular teen act. The company's first
feature film was Lady Sings the Blues (1972), a Billie Holiday biographical film starring Diana
Ross as Holliday and Billy Dee Williams as her husband Louis McKay.
ii. Explain the company (Motown Productions) in terms of its mission and the
strategy/task Suzzane de Passe has adopted for the company up till now?
Motown Productions is an entertainment content provider led by industry veterans Suzanne de
Passe and Madison Jones that sources, develops, acquires, and produces a variety of high quality
television, motion picture, theater, new media, and print content.
Suzanne and Madison have vast experience, a track record of success, strong industry
relationships and a clear unique vision that has enabled the company to address a critical need in
the market for entertainment content. Together, they are responsible for projects that have
generated over one billion dollars in entertainment revenue.
Suzzane de Passe created a friendly, co-operative environment as most of her subordinates said
that we worked like a family in Motown Productions and we enjoyed allot to do work there. She
was good in politics too and was very aware to handle conflicts and resolve them. Moreover she
was very selective to hire employees in Motown she preferred the ones who love to do work in
their specific field.
iii. Identify, explain and critically evaluate the organizational structure of
Motown Productions?
After hiring Suzzane de Passe into MP, Democratic Structure was easy to find out in Motown
Productions as she felt that the female composition of her staff aided in creating a distinctive
atmosphere at MP. Unlike executives at other entertainment companies, MPs small staff shared
responsibilities, filling in for each other at meetings and jointly reviewing the progress of various
projects. De Passe kept the lines of communication open and encouraged frank exchanges of
opinion. She once said We have share of problems, but they get straightened out. And they are
nowhere near the problems our buyers or rivals have.
She believes to get her subordinates opinions one of her employee commented
Suzanne allows you to try anything you want. She is good at getting you to stretch your abilities
and grow.
This Democratic structure helped allot in promotion of MP. All she did was to be selective in
hiring her employees then she use to leave them with their ideas to bring new creativity in MP it
enhances its success pretty much.
iv. What types of people Suzzane de Passe hired at Motown Productions?
Explain in terms of their demographic characteristics, abilities and
experience? How much workforce diversity is prevailing in Motown
Productions?
Suzanne de Passe hired those people who were more specialized, skilled, experienced and
interested to bring contacts, creativity and MPs credibility in new market segments on the basis
of how good is in vacuum as well as related to the nucleus. She also hired outside production
personnel as needed. She hired Coston as creative assistant to vice president of music related
project, Chris Clerk as collaborator to vice president of internal development and convinced
Carol Caruso to be promoted as vice president of external development from production
executive, and that they all are encouraged to keep doing what they believe in, because these
female composition create the distinctive atmosphere at MP.
At Motown production most executives would have multiple supervisory responsibilities in order
to learn to let go the reins on each project like for Nightlife de Passe hired a line producer with
strong creative credentials to oversee the daily activities, accompanying freedom to hire his own
subordinate to develop the programs concept.
v. How would you describe the organizational culture of Motown
Productions? Identify the values and norms prevailing at Motown
Productions.
At Motown production, democratic organization culture evolved by Suzanne de Passe, as the
management style is participatory, friendly, caring, openness emphasis and inspirational. Its a
family unit as like consensus on controversial topics and important policy decisions were
frequently considered by committees of artists and staff from various part of the company and
you are allowed to do whatever you are successful at. There was direct involvement in artistic
process. Gordy a well as de Passe built trust and gave their subordinates a free hand to straighten
out the Motown production interests. De passe kept the lines of communication open and
encouraged frank exchange of opinion and their concerns. There is lack of petty gamesmanship
or internal friction among staff members like many executives said that:
At MP there are no hidden agendas on anybodys mind.
I like the atmosphere here. There is a respect for the person and an understanding that people
have lives outside of work.
Suzanne allows you to try anything you want. She is good at getting you to stretch your abilities
and grow.
Q.2) According to the University of IOWA Leadership studies identify and justify
whether Suzanne de Pass has an Autocratic or Democratic leadership style?
Suzanne de pass is a democratic leader as she has participative, inspirational and friendly
management style.
She encourages open communication to minimize frustration and frank exchanges of
opinions.
Group members are encouraged to share ideas and opinions, even though the leader
retains the final say over decisions.
Members of the group feel more engaged in the process.
Creativity is encouraged and rewarded.
An executive said that;
Suzanne allows you to try anything you want. She is good at getting you to stretch your abilities
and grow.
A further remarked;
MP is a young, growing company where you can do whatever you are successful at
Q.3) Using the University of Michigan, Ohio Sate Studies and Leadership Grid
model identify, critically analyze and justify Suzzane de Passes Leadership Style?
Also identify the potential advantages and disadvantages of her Leadership style?
University of Michigan:
Under the studies of Michigan university leadership behavior of Suzanne de pass is more
employee oriented. She concentrated not only on the task but also on the relationship with
Motowns executives, artists and managers. She was more considerate, helpful and supportive of
subordinates, including resolving career and personal conflicts.
An executive had this to say;
I like the atmosphere here. There is respect for the person and an understanding that people
have lives outside of work.
She set goals and provided guidelines, and gave their subordinates plenty of flexibility as to how
the goals would be achieved.
Ohio Sate Studies:
These studies explore the determinants of successful leadership behaviors. These researchers
studied two major factors,
(a) Initiating structure: the degree to which the leader is concerned with the
organizational structure, job definition, performance appraisal etc.
(b) Consideration behavior: the concern of the leader for mutual trust with the subordinates,
employee support, informal communication, etc.



High in Consideration
She work hard in developing
her subordinates.
Developed sense of trust and
confidence on one an other.
Discussion centered on
brainstroming on new
projects.
Weekly staff meetings with
detail discussion on projects.
low in Structure
MP does not have strong
functional orientation.
No training for staff
she gave freedom to
producer to hire his own
subordinates.
No specific executive for
specific project cause high
investment of time and
money.

Leadership Grid Model:

In leadership grid model Suzanne is a team leader
because she considers the needs of her executives
and artists and their career development therefore
employees feel commitment and trust. She also
emphasizes the quality production of Motown in
production. This quality and loyalty motivate the
Motowns staff to produce creative projects.
An executive said;
Suzanne allows you to try anything you want. She
is good at getting you to stretch your abilities and
grow.
One of the new executive commented;
There is lot of double-talk, but she is not like that.
Suzanne is straightforward and honest.

Advantages of Her leadership Style:

Eliminate politics and resolve conflicts.
Staff can advocate their point of views.
People cant play favorites or let anybody feel inferior.
Make staff comfortable and happy and minimize moral problems.

Disadvantages of Her leadership Style:

Democratic leaders depend on the knowledge of their followers. If the workforce is
inexperienced, this style is not very effective. And same was the case with Motown that
lack of Hollywood track record De Pass and her executives development efforts
proceeded unsuccessful. (pg.4)
No specific executive for specific project cause high investment of time and money.
Communications to people outside the company were often slow.
Some executives were unhappy with her style as they gave their objections that she tore
their arguments apart.
Her wide range of interest and strong opinions often made it difficult to focus on a single
project at a time.
Q.4) Identify the challenges facing Suzzane de Pass and Motown Productions in
the future?
Suzzane is facing some challenges like:
Increased cost on executive salaries.
Dependence on her direct involvement for staffs project to see importance.
Motown Productions facing a financial burden on developing cost.
Also;
Motown Productions present operational structure is not conducive to its rapid growth and the
fresh opportunities that the changing industry environment was providing. It identifies the
companys need for changes e.g. changes in operational structure by dividing production
commitments among the executives to maintain a wide range of production commitments
simultaneously and develop new project.
By having more persons self-managed would require less involvement from the executives. Also,
under a free reign management teams will become gain a sense of independence. They will
become less dependent on De Pass for them to feel their project is valuable.
The business opportunities such as cable television, program syndication, and home video
production made it imperative for MP to look at its companys structure to take advantage of
these business opportunities, remain competitive, and continue to meet the needs of its
customers. Obviously, Suzanne and her team of executives would be most affected by the
challenge facing the company.