chapter 2 theories of managing people. objectives describe seven theories of management and their...
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Objectives
Describe seven theories of management and their “ideal” manager
Explain the competing values framework and what constitutes a master manager
Explain why it’s important to identify your personal theories about management and organizational behavior
2 -1Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
…Objectives
Describe your personal theory of management
Identify the managerial skills you need in today’s global business environment
2 -2Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Scientific Management
2 -3
Small standardized jobs
Matched to the capabilities of trained workers who received wage incentives
Efficient division of labor
Taylor
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Administrative Theory
2 -4
Plan
Control
Organize
Command
Basic Functions of Managers
Fayol
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Administrative Theory
Bureaucracy as a solution to nepotism, favoritism and unprofessional behavior
Weber
2 -5Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Human Relations School
2 -6
Acknowledged the effect of the informal social system with its norms and individual attitudes and feelings on organizational functioning
Underlined the importance of employee morale and participation
Hawthorne Studies
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Assumptions about Human Nature
2 -7
Theory X
Inherently lazyDislike responsibility
Prefer to be led
Theory Y
ResponsibleMotivated to work hard
Capable of self-direction
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Decision-Making School Described organizations as social systems
based on individual decisions
Contributed the idea of bounded rationality
Managers could control employee behavior by controlling the premises of decision making
2 -8
March & Simon
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Contingency Approach
There is no one best way to manage in every situation
Managers must find the appropriate method to match a given situation
2 -9
“It depends”
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Successful Organizations
2 -10
SharedValues
SystemsStructure
Style
Skills Staff
Strategy
FIT
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Open Systems Theory
Organizations and all subdivisions take in and transform resources into a service / product which is purchased / utilized by a larger system
All parts are interdependent (including the larger environment in which the organization is embedded)
2 -11Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Competing Values Framework
Master managers balance the competing values of four different models based on the situation
Too much emphasis on any one model will lead to failure
2 -12
Human RelationsModel
Open Systems Model
Internal ProcessModel
Rational Goal Model
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
…Competing Values Framework
2 -13Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Rational Goal
Internal Process
Human Relations
Open Systems
Criteria of effectiveness
Productivity, profit
Stability, continuity
Commitment, cohesion, morale
Adaptability, external support
Means – end theory
Clear direction leads to productive outcomes
Routinization leads to stability
Involvement results in commitment
Continual adaptation, lead to innovation acquiring, maintaining external resources
Emphasis Goal clarification, rational analysis, action taking
Defining responsibility, measurement, documentation
Participation, conflict resolution, consensus building
Political adaptation, creative problem solving, innovation
Climate Rational economic
Hierarchical Team oriented Innovative, flexible
Role of manager
Director and producer
Monitor and coordinator
Mentor and facilitator
Innovator and broker
Mental Maps
The first step in managing the paradoxes of organizational effectiveness is understanding one’s own theories of management
Our theories or mental maps
determine what we see when
we look at situations and
determine the roles we perform
2 -15Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
What Do Great Managers Do?
Select for talent Not just for experience, intelligence and
determination
Define outcomes when setting expectations Not the steps to get to the goals
2 -16
Buckingham & Coffman
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
…What Do Great Managers Do?
Focus on strengths when motivatingNot on fixing weaknesses
Find the right job that fits the individual Not just the next rung on the
promotion ladder
2 -17Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
What Do Managers Do?
2 -18
Networking:
Socializing, dealing with outsiders, hand- ling organizational politics
Traditional Management:
Planning, budgeting, decision making
Human Resource Development:
Motivating, reinforcing, training, developing employees
Communication:
Paperwork, passing on information
Luthans et al.
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
What Constitutes an Effective Manager?
Depends on the measure of effectiveness
used and the outcomes to be achieved
2 -19
Networking
Traditional Management
Human Resource Development
Communication
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Effectiveness Criteria: Most Rapidly and Most Often
PromotedHow Do They Spend Their Time?
2 -20
Networking
Traditional Management
Human Resource Development
Communication
28% 13%
11% 48%
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Effectiveness Criteria: Highest Performers (Results and Satisfied, Committed Employees)How Do They Spend Their Time?
2 -21
Networking
Traditional Management
Human Resource Development
Communication
45% 15%
27% 12%
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Criteria of Effectiveness: Both Promotions and
PerformanceHow Do They Spend Their Time?
2 -22
Networking
Traditional Management
Human Resource Development
Communication
Balanced useof time
Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner
Lessons for Today’s Managers
Learn to analyze complex situations using a variety of models or theories because no one theory is sufficient
Develop a broad repertoire of behaviors and knowledge about when to use them
Develop the self-control and self-discipline to go beyond your natural style and adapt to a rapidly changing environment
2 -23Organizational Behavior: An Experiential Approach 8/EJoyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner