Chapter 02 theories of managing people

• Describe six 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

Chapter 2

• Describe six 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 ob

• Describe your personal theory of

management

• Identify the managerial skills you need in

today’s environment

• Distinguish between Theory X and Theory

Y managers

Assumptions about Human

Nature

Find various satisfactions in work

Work for money and

status rewards Want direction Responsible

Incapable of growth Enjoy growth and learning

Lazy Enjoy striving

Resist change Enjoy new experiences

Need close supervision

Capable of self-direction

Theory Y Theory X

Our theories determine what

we see and how we act

Major Theories of

Management

• Scientific Management

• Administrative Theory

• Human Relations School

• Decision-Making School

• Contingency Approach

• Open Systems Theory

Competing Values Framework

of Leadership

_ _

Characteristics of Four Management Models

Rational Goal Internal Process Human Relations Open Systems

Criteria of

effectiveness

Productivity, profit Stability, continuity Commitment,

cohesion, morale

Adaptability, external support

Means-ends

theory

Clear direction leads

to productivity

Routinization leads

to stability

Involvement results

in commitment

Continual adaptation and innovation lead to acquiring and maintaining external resources

Emphasis Goal clarification,

rational analysis, and action taking

Defining responsibility, measurement, documentation

Participation, conflict resolution, and consensus building

Political adaptation, creative problem solving, innovation, change

management,

Climate Rational Economic:

“the bottom line”

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

Competing Values Model

• Greatest strength can be transformed into

the greatest weakness

• Master managers analyze the situation and

balance the competing values of different

theories

Competing Values Framework

Roles

Open-Systems Model

Cooperative, Team-Oriented Style

Decision Making School

Decision to join

Decision to participate

Rational analysis of situation

and potential rewards

Leaders exert control by manipulating

decision premises

Contingency Approach

• No “one best way” to manage

• Effectiveness varies depending on the

particular situation

It depends!

MANAGERIAL WORK:

FOLKLORE AND FACTS

Folklore

– Managers are reflective, systematic

planners.

Fact

– Their fast-paced activities are brief, varied,

and discontinuous.

MANAGERIAL WORK:

FOLKLORE AND FACTS

Folklore

– Effective managers have no regular duties

to perform.

Fact

– They perform regular duties in addition to

MANAGERIAL WORK:

FOLKLORE AND FACTS

Folklore

– Senior managers need aggregated MIS

information

Fact

– Managers favor verbal media—phone calls and meetings.

MANAGERIAL WORK:

FOLKLORE AND FACTS

Folklore

– Management is becoming a science and

profession.

Fact

– Managers’ programs are locked in their