Guitar Maker
Case Study 1 Guitar Maker
1) Of the Fayol’s 14 universal principles of management, I believe that the following principles are evident in C. F. Martin case:
• Division of work – It is evident that specialization existed otherwise when the workers were shifted to fix the acquisitions, it would not have been a distraction to the company. Instead it would have worked out.
• Unity of command – There was “top-down, traditional” way of giving instructions. Only the boss gave the workers instructions and they then carried them out.
• Unity of direction – Chris Martin ensured that the workers got training but he re-iterated that the team’s focus was in one direction that is, “trying to make the perfect guitar”.
• Remuneration – Chris Martin paid the employees well and they also received a portion of “$15 million in profit sharing.”
• Esprit de corps – Upon his return from the “Outward Bound course” Chris Martin learned the value of teamwork and eagerly involved his employees in the company’s training etcetera which he claims can lead to the company’s success.
2) Mary Parker Follett believed that “managers had to recognize the individual’s motivating desires to get employees to work harder.” She emphasized that managers should “motivate performance” and should also encourage “a spirit of unity.” She would be extremely pleased with Chris Martin’s management style because it reflects her beliefs. He encourages teamwork and also rewards his staff for hard work.
3) I believe that Chris Martin is a Theory Y manager. His management style includes training his employees, rewarding them and involving them in the way forward for the company. Clearly he is committed to both company and the employees.
4) C.F. Martin is an open system. According to our text, “an open system depends on the surrounding environment for survival” which is true of C.F. Martin. The guitars need humans to play them.
5) I believe that having the managers read the best seller “Good to Great:Why
1) Of the Fayol’s 14 universal principles of management, I believe that the following principles are evident in C. F. Martin case:
• Division of work – It is evident that specialization existed otherwise when the workers were shifted to fix the acquisitions, it would not have been a distraction to the company. Instead it would have worked out.
• Unity of command – There was “top-down, traditional” way of giving instructions. Only the boss gave the workers instructions and they then carried them out.
• Unity of direction – Chris Martin ensured that the workers got training but he re-iterated that the team’s focus was in one direction that is, “trying to make the perfect guitar”.
• Remuneration – Chris Martin paid the employees well and they also received a portion of “$15 million in profit sharing.”
• Esprit de corps – Upon his return from the “Outward Bound course” Chris Martin learned the value of teamwork and eagerly involved his employees in the company’s training etcetera which he claims can lead to the company’s success.
2) Mary Parker Follett believed that “managers had to recognize the individual’s motivating desires to get employees to work harder.” She emphasized that managers should “motivate performance” and should also encourage “a spirit of unity.” She would be extremely pleased with Chris Martin’s management style because it reflects her beliefs. He encourages teamwork and also rewards his staff for hard work.
3) I believe that Chris Martin is a Theory Y manager. His management style includes training his employees, rewarding them and involving them in the way forward for the company. Clearly he is committed to both company and the employees.
4) C.F. Martin is an open system. According to our text, “an open system depends on the surrounding environment for survival” which is true of C.F. Martin. The guitars need humans to play them.
5) I believe that having the managers read the best seller “Good to Great:Why