Chapter 2 Theories of Managing People. Objectives Describe seven theories of management and their “ideal” manager Explain the competing values framework

Chapter 2

Theories of

Managing People

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


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


Administrative Theory

Bureaucracy as a solution to nepotism, favoritism and unprofessional behavior

Weber


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


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


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


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”


Successful Organizations

2 -10

SharedValues

SystemsStructure

Style

Skills Staff

Strategy

FIT


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)


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


…Competing Values Framework


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

The Positive and Negative Zones

Human Relations

Internal Process

Internal Process

Open Systems

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


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


…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


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.


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


Effectiveness Criteria: Most Rapidly and Most Often

PromotedHow Do They Spend Their Time?

2 -20

Networking



Communication

28% 13%

11% 48%


Effectiveness Criteria: Highest Performers (Results and Satisfied, Committed Employees)How Do They Spend Their Time?

2 -21

Networking



Communication

45% 15%

27% 12%


Criteria of Effectiveness: Both Promotions and

PerformanceHow Do They Spend Their Time?

2 -22

Networking



Communication

Balanced useof time


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


Documents

Chapter 2 Theories of Managing People. Objectives Describe seven theories of management and their “ideal” manager Explain the competing values framework