Case Study: Teamwork At Marshall's Processing Plant

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Chapter 3: Case Study Teamwork at Marshall’s Processing Plant 1. Do the original goals of the team management system used at Marshall’s align more with the philosophy of human relations or humans resources management? How would the theorist discussed in this chapter (Maslow, McGregor, Likert and Blake and Mouton) analyze the current situation at Marshall’s? Early classical management theories -- introduced by Fayol, Weber and Taylor -- concluded that organizations should be modeled after machines and search for ways to increase efficiency and productivity through systems of power, structure, compensation and attitude. What they missed was addressing the individual needs of employees and the prevalence of social interaction in the workplace.…show more content…
This human resources philosophy is the organizational communication style used at Marshall’s. Blake and Mouton developed what is commonly referred to as the Leadership Grid. The assumption is company leaders are most effective when they have a high concern for both the employee and production, which is characterized by a 9,9 management style. Furthermore, Likert, takes human resources a step further by identifying forms an organization can take and these forms are labeled System I though System IV. He advocates the company that exhibits a higher level system, enhances participation of individuals and thus, the performance of the organization. 2. Employees identified three reasons for not participating in the program at Marshall’s. How would you deal with each of these problems? Is it possible (or desirable) to satisfy all groups of employees and achieve full participation? Would human relations and human resources theorists have different ideas about the importance of these various reasons for not participating in the team management…show more content…
The human resources principles emphasize team management and the importance of employee involvement. However, being able to communicate these principles and the ensuing results is critical to the overall functioning of the organization. The ideal approach would be content that addresses the task, as well as social aspects of the company. Additionally, effective communication should occur vertically, horizontally, face-to-face and in writing. The style of communication would vary between formal and informal, depending on what any given situation would dictate. References Miller, R.W. and Prichard, F.N. (1997). An Examination of the Individual's Decision to Participate in an Employee Involvement Program. Group & Organization Management, Issue 22: 117-143 Ugboro, I.O and Obeng, K. (2000). Top management leadership, employee empowerment, job satisfaction, and customer satisfaction in TQM organizations: an empirical study. Journal of Quality Management, Volume 5, Issue 2: 247-272. Golembiewski, R.T., Billingsley, K. and Yeager, S. (1976). Measuring Change and Persistence in Human Affairs: Types

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