Teamwork at Marshall Processing Plant case study

Under such situations, the human resource department ensures that specific strategies are put forward to see to it that an employee’s task performance is improved. Management goals stipulated by team management department at Marshall are similar to the objectives of human resource management policy. Deeper scrutiny of team management goals at Marshall indicates that a program is a form of maintenance communication. Even though the team management goals comport with goals held by human relations management, the intentions of the management display a variance with those held by the human resource department. The noted discrepancy is brought about by the fact that the human resource management does not put in consideration the ideas of the workers. The mentioned theories exert emphasis on employee’s personality by demonstrating that an employee needs attention, pleasant interactions with other employees and realization of achievements.

An additional theory that can be used to explain the situation at Marshall is Blake and Mouton’s managerial gird theory. Blake’s theory deals with the application of leadership or management gird as used as a tool of management. According to the arguments, leaders at Marshall Plant should be provided with effective training that will, in turn, bring efficiency and effectiveness to the organization through boosting workers creativity. Moreover, the theories assert that once embraced; the training will ensure workers satisfaction in the workplace a notion that will enhance productivity. The overall impact of the observed activity is that employees will be encouraged to perform their tasks wholeheartedly thus improving their efficiency. The last reason why workers at Marshall resented the new program is that they thought their input would not be listened (Miller, 59).