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The case study delves into the contrasting performance management strategies of two managers, Manager X, and Manager Y, within an automotive company aiming to enhance production output and customer satisfaction. Manager X focused on measuring individual productivity by tracking parts installed, leading to a decrease in vehicle quality due to a lack of alignment with organizational goals. In contrast, Manager Y implemented a strategy emphasizing teamwork, transparency, and incentives, resulting in a significant increase in vehicle quality and operational efficiency. The outcomes highlight the importance of aligning performance management practices with organizational goals and fostering a culture of collaboration for success in the automotive industry.