Consolidated Products

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Consolidated Products Case Analysis

Abstract
This brief paper’s objective is to analyze the managerial behavior of two managers, Ben Samuels and Phil Jones, who worked for Consolidated Products plant. The analysis will concentrate on how these individuals displayed their specific relation-driven behaviors, and specific task-oriented behavior, and the subsequent managerial grid model. In addition, this paper will describe and compare to what extent each manager used participative or inspirational leadership, and their influence on employee attitudes and performance. Finally, personal recommendations on how to achieve employee satisfaction, business high performance, and leadership effectiveness will be addressed in the hypothetical case I was designated to manage Consolidated Products plant.

Consolidated Products Case Analysis
The Consolidated Products case is without doubt directly related to a “managerial grid” model case. What is the managerial grid model? According to Newborough (1999) this model was first exposed by Bob Blake and Jane Mouton in their book The Managerial Grid published in 1964. The referred model was not only created to explain human behavior, but was also considered as a powerful tool created to improve manager and leadership effectiveness. Furthermore, it provided a basis for comparison of managing styles in terms of concern for production and concern for people. Concern for production is the amount of stress that is placed by a manager on achieving production, getting results and profits; while concern for people is the amount of concern the manager has for his/her subordinates and colleagues as individuals (Newborough, 1999). Both concerns, according to Newborough (1999), will definitely lead to management effectiveness and are necessary to be an effective leader. In other approach to this model, Liccione (2005) explains that early Ohio State leadership studies showed that effective leaders displayed repeated use of task-oriented and person-oriented behaviors. According to Liccione (2005), a task-oriented behavior can result in better understanding of role obligations, a competent use of resources and personnel, while encouraging a better coordination between subordinates. On the other hand, the person-oriented behavior approach results in higher job satisfaction, teamwork, and organizational commitment. Therefore, Yulk (2006) considers that both types of behaviors are important for the overall performance of any work organization, and necessary effective leadership. Concerning the specific situation described in the Consolidated Products plant case, the discussion is based on the managerial behavior of two managers, Ben Samuels and Phil Jones. Unquestionably both managers show different managerial behaviors. Ben is the perfect example of a person-oriented, concern for people, and relations-oriented manager. This individual, according to case highlights, was well liked by the employees and believed that by treating them properly would generate a sense of loyalty to the business. Moreover, Ben always tried to accommodate and help his employees, and avoid any layoffs by relocating the staff to other work related positions. This type of relationship that Ben developed with his employees and subordinates is specific of a supportive driven managerial behavior. According to Yulk (2006) this type of behavior shows consideration, acceptance, and concern for the needs and feelings of other people. A perfect example of supportive behavior displayed by Ben is that he knew most of the workers by name, and maintained dynamic interpersonal relationships with his subordinates (always visited the employees and asked about their families). In addition, Ben showed a great deal of supportive leadership if we take into account that he believed that if you treat employees correctly, then a better job would be performed without close supervision. Ben’s behavior certainly improved...
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