Consolidated Products Case Study

1373 Words 6 Pages
As plant managers at Consolidated Products, Ben and Phil had very different

approaches to their managerial styles. Ben has worked at the plant for 15 years and has

developed many relationships with the employees at the plant. Ben has a relationship

oriented managerial style. A people-oriented management style tends to energize

employees because it makes them feel appreciated for the work they do (Friedman

2013). Ben shows concern for the employees and socializes with them on a daily basis.

Ben believes that building personal relationship with the employees will increase their

loyalty to the company. Ben tries to provide a positive environment and goes out of his

way to be personable with the employees. Ben thinks that if he
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He consistently communicated with them and found ways to avoid layoffs when

production slowed down. Ben believed that if you treat people right, they will do a good

job for you without close supervision or prodding (Yukl 1989). Ben used this approach

with his supervisors as well. He didn’t set goals or require the supervisors to follow a set

of standards. Consequently, the plant had wasn’t operated in a production maximizing

manner. The costs the plant incurred were very high and production was very low, but

with Ben as the manager, the employee turnover was the lowest out of all five of the

plants.

Ben’s approach of maintaining relationships with employees identifies with

specific managerial practices proposed by Yukl. Motivating, supporting and mentoring,

networking, and team building and managing conflict are all related to the relationship

oriented management style. Ben tried to be motivating to his employees to do a good

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Running head: Consolidated Products

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In order for this plant to be the most efficient, the plant manager should have

both characteristics of both task oriented and relationship oriented management styles.

The key is to take the best parts of each management style and combine them to create

your own approach, one that gets tasks done while also cultivating positive working

relationships (Friedman 2013). To achieve high employee satisfaction and performance,

there needs to be a balance between employee relationships and plant objectives. The

employees need to feel supported and have their basic needs met so they can perform

well. Building good relationships with the employees and reward those who perform well

would help the overall moral and production output at the plant. This plant has seen

managers that took completely different approaches when it came to leading their

employees and running the plant. This was detrimental to the factory and created

conflicts that could have been avoided had the right manager been

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