1. The following Fayol’s 14 universal principles of management is evident in the C.F. Martin case
a. Unity of command – each worker receives direction from the boss (one superior).
b. Equity – employees were given out $15 million in profit sharing
c. Stability and tenure of personnel – employees were given formal training to teach them to involve each other.
d. Order – Chris Martin and his father acquire other companies like the company that produces string, in order to keep supplies close.
e. Remuneration and Esprit de corps – employees seems to work with each other harmoniously as evident in Bethlehem Steel proclaims to Martin “people work really hard here.” (Kreitner & Cassidy, 2012)
2. Mary Parker Follett would be proud of Chris Martin’s management style. Follett “believed that managers had to recognize the individual's motivating desires to get employees to work harder.” (Kreitner & Cassidy, 2012) Money and shares within the company motivate Martin’s employees. Martin insured his company’s success by creating profit sharing and involving the workers more in the company. By making their hard work a company and employee success.
3. Chris Martin is a Theory Y manager. He is self-motivated and committed to the organization’s success. Martin thinks outside the box and hires key personnel to help organize and promote teamwork. Martin accepts responsibilities for past decision making mistakes, and looks toward the future.
4. Chris Martin seems to be a closed-system. He looks to change processes internally. By involving the employees in the company’s success, he provided them with “the nature of the task, rewards, and job and life satisfaction, collectively account for variations in productivity.” (Kreitner & Cassidy, 2012)
5. I would chose High Output Management, Andrew S. Grove, 1983 Respected CEO of Intel Corp. urges managers to be output-oriented, teambuilders, and motivators of individual peak performance. C.F Martin is employee-oriented...