Although Ms. Bowers has experience works in the business, her attention style is quite different from her Dad. Mr. Bowers was a theory y manager who placed a great value on human relations. Employees were accustomed to being treat like family, being paid prevailing wages and were allowed to communicate their opinions, ideas and complaints. Interviewing plant employees revealed that once Ms. Bowers took control of the plant she immediately enforced new policies and practices. Her justification for the changes was to meet the challenges of the Bower Machine Parts international competitors. Present market trends posed a flagellum to existing production levels to compete with the Japanese who recently make aggressive moves into the machine parts business.
Ms. Bowers approach to increase productivity was to immediately increase production quotas by 20 percent, she eliminated employee unjustifiable time, and she took away employee recreation. Additionally, Ms.
Bowers changed the employee compensation packages by phasing out the profit-sharing plan as well as plans to cut pay increases.
Although Ms. Bowers took an operations management approach through her focus on production levels and delivering products more effectively, she lacked in the area of behavioral management.
Rather than taking a psychological approach to look at current positions, fall upon conditions that might improve productivity and ways to motivate employees, she chose a classical management style which implemented a unlikeable management system that began alienating employees. No longer were employee views main(prenominal) to management and company perks that encouraged morale were taken away....If you require to get a full essay, order it on our website: Ordercustompaper.com
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