Introduction This paper is a case study of the overarching management styles of the shipping manager for Recycled Furnishings, a division of Thor Enterprises. First is Robert, the current manager, who has been with the company since its inception thirty years ago. Part one of this study will encompass his early managerial style, which school of thought it came from, and the theorist that is most identified with it. However, in the 1980’s his managerial style shifted in response to the business climate at that time. This shift and the new inspiration behind it will also be discussed. Part two will focus on Robert passing the reigns to the next manager, and comparative contrasts between the two styles, what implications all the changes will mean for Thor Enterprise and how the new approach will change the shipping division of this international company.
Part One When Robert became a part of the Recycled Furnishings’ business he had already proven himself a capable manager at his previous company, and was eager to help his new company succeed. His management style would be described as coming from the human resource theory school of thought. This is evident by his ability to match needs of the company with the skills of the employees at his disposal, which is a primary objective of the human resource theory (Bradley, n.d.). Being a baby boomer, Robert would have certain traits that are typical of ‘Boomer’ workers/manager that are of particular importance. Attaining personal growth in the work place, involvement in the decision making process, a good work ethic, and more of a team, rather than individual, work environment are typical traits (Tanner, n.d.). Robert in particular had a keen sense of how to train his workers to perform in the best single way possible. The theorists that understood this best were Frank and Lillian Gilbreth. Frank and