Question

five diferent consepts and theories about the case the norton company versus 3M

Answer 1

According to “The Norton Company Versus 3M” case study, the success of both companies had to do with their management styles. The Norton Company had originally built a tall bureaucratic structure as their style of management. Bureaucracies are rational organizations that are based on the control of knowledge. This style of management caused Norton to be inflexible and was very top heavy. All top and middle managers were in charge of making small decisions for the company. During the 1940s, many companies beginning adapting the quantitative management theory. Quantitative management (school) is where companies emphasize the use of mathematics to approach management problems. By adapting the quantitative management style, the Norton Company expanded their existing product lines by creating computer modeling and acquire several companies in its related industry. After reading the case study and the different levels of management thought, I have concluded that Classical and Behavioral Management Theory, and Quantitative Management Theory (with an emphasis on operations management), are most present in this case study. I found that 3M, in its later years were more accepting of listening to their employees and recognizing market trends. Therefore, they expanded by purchasing existing companies that, essentially, already did the leg work, and implemented their own effective management style. Norton relied more heavily on case studies and consultants to determine their next method of business. I interpreted Norton as a company that played it very safe. And rather than take on the headaches that would be associated with acquiring another company, they preferred to build within. By playing it safe, Norton missed some prime investment opportunities. As mentioned before, Norton relied heavily on studies and consultants prior to making a decision.