After reviewing the Chapter Three Case Study of Marshalls Processing Plant, it is clear that they instituted a team management system with two goals; first was enhancing productivity and second was improving worker morale. With these two goals in mind, the Marshall’s plant would comport more with the philosophy of human resource management (which focuses on the contributions of all employees in reaching organizational goals) rather than the human relations approach (which focuses on the importance of human needs in the workplace).
The four theorists discussed in this chapter, Maslow, McGregor, Likert and Blake and Mouton, would all have varying views on the Marshall Processing Plant. Abraham Maslow (human relations theorist who developed the Hierarchy of Needs theory), would have agreed that the lower order needs of the employees were being met, which includes physiological needs, safety needs and affiliation needs. On the other hand, the higher order needs, esteem and need for self-actualization are not fully being met (I would say borderline at best) but would more likely be viewed as “under par.”
Douglas McGregor (human relations theorist who developed Theory X and Theory Y), would have found that the Marshall Processing Plant management held the managerial assumptions of Theory Y (adheres to precepts of the human relations movement) rather than Theory X (representative of a manager influenced by the most negative aspects of classical management theories).
Robert Blake and Jane Mouton (human resource theorists who developed the Managerial/Leadership grid) could have characterized the management in various ways depending on interpretation but I feel they would have been in between the “middle of the road management” and the “team management” areas. The only area that was lacking would be the level of concern for people. I say this because even though the management included many people from various work teams to the Marshall team,...