Guitar Maker Case

CASE STUDY 1 : GUITAR MAKER

1. Which of Fayol’s 14 universal principals of management in Table 2.1 are evident in C.F. Martin case? Explain your reasoning for each principle selected.

In the C.F. Martin & Company case study several of Fayol’s universal principles of management are present as a result of Chris’ attendance in a week long course entitled “Outward Bound”. The first principle that is evident is that of “Division of Work” realizing that the redirection of certain employees from the core business to assist failing acquisitions was causing a distraction. Secondly, is “Unity of Command” citing a traditional top-down hierarchical chain of command whereby the employee receives his work orders from his boss. Next, is “ Stability and Tenure of Personnel” as every worker was given formal training which resulted in the “Initiative” of employee profit sharing. Lastly, but certainly not less importantly, is the principle of “Esprit de Corps” that proved most successful with Chris realizing that value of teamwork.

2. What would Mary Parker Follett probably say about Chris Martin’s management style? Explain. I believe that Mary Parker Follett would applaud Chris Martin’s managerial style as he came to embrace “ each employee as a complex collection of emotions, beliefs, attitudes and habits” (Kreitner & Cassidy, 2012) and as a result Chris was able to motivate his staff’s performance through cooperation and a spirit of unity.

3. Is Chris Martin a Theory X or Theory Y manager? Explain.

Chris Martin was definitely a Theory “Y” manager as he quickly learnt “people are capable of self-direction and self-control if they are committed to the objectives” and “people will become committed to organizational objectives if they are rewarded for doing so” (Kreitner & Cassidy, 2012). His commitment to both