Consolidated Products Case Analysis
This brief paper's objective should be to analyze the managerial behavior of two managers, Bill Samuels and Phil Jones, who worked well for Consolidated Products herb. The research will pay attention to how these individuals displayed their very own specific relation-driven behaviors, and specific task-oriented behavior, as well as the subsequent bureaucratic grid style. In addition , this paper is going to describe and compare to what extent every single manager utilized participative or perhaps inspirational command, and their influence on staff attitudes and performance. Finally, personal recommendations on the right way to achieve worker satisfaction, business high performance, and leadership efficiency will be dealt with in the hypothetical case I used to be designated to deal with Consolidated Items plant.
Consolidated Products Case Analysis
The Consolidated Products case is without doubt directly related to a " managerial gridвЂќ model circumstance. What is the managerial main grid model? In respect to Newborough (1999) it was first revealed by Frank Blake and Jane Mouton in their book The Bureaucratic Grid published in 1964. The known model was not only designed to explain individual behavior, but was also considered as a powerful instrument created to increase manager and leadership effectiveness. Furthermore, this provided a basis to get comparison of controlling styles in terms of concern pertaining to production and concern for individuals. Concern for production is a amount of stress that is certainly placed with a manager in achieving creation, getting effects and earnings; while matter for people may be the amount or worry the manager has to get his/her subordinates and co-workers as people (Newborough, 1999). Both issues, according to Newborough (1999), will definitely lead to management success and are required to be a powerful leader. In other approach to the[desktop], Liccione (2005) explains that early Kansas State leadership studies demonstrated that successful leaders shown repeated use of task-oriented and person-oriented behaviors. According to Liccione (2005), a task-oriented behavior can lead to better comprehension of role responsibilities, a competent usage of resources and personnel, when encouraging a much better coordination among subordinates. However, the person-oriented behavior approach results in higher job fulfillment, teamwork, and organizational commitment. Therefore , Yulk (2006) thinks that both types of behaviors are essential for the complete performance of any job organization, and necessary effective leadership. Regarding the specific situation described inside the Consolidated Goods plant case, the discussion is based on the bureaucratic behavior of two managers, Ben Samuels and Phil Jones. Definitely both managers show distinct managerial actions. Ben is definitely the perfect sort of a person-oriented, concern for individuals, and relations-oriented manager. This individual, according to case features, was popular by the personnel and presumed that by treating them properly might generate a sense of loyalty towards the business. Moreover, Ben usually tried to allow for and help his employees, and steer clear of any layoffs by transferring the staff to other work related positions. This type of romantic relationship that Bill developed with his employees and subordinates can be specific of the supportive driven managerial tendencies. According to Yulk (2006) this type of habit shows thought, acceptance, and concern for the requires and emotions of other folks. A perfect example of supportive tendencies displayed by Ben is the fact he realized most of the workers by name, and taken care of dynamic sociable relationships with his subordinates (always visited employees and mentioned their families). In addition , Ben showed quite a lot of supportive leadership if we take into account that he assumed that in case you treat employees correctly, then a better work would be performed without close supervision. Ben's behavior certainly improved...
Referrals: Liccione, Watts. J. (2005). Balanced Supervision: A Key Component of Managerial Performance
Performance Improvement, 44 (2), 32-39
Newborough, G. (1999). People vs . Production. The British Log of Management
Management, 13(2), 2
Yukl, G. (2006). Leadership in Organizations (6th ed. ). New Jersey: Pearson, Prentice Hall.