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Theories

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Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner ... Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner. What Do Great ... – PowerPoint PPT presentation

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Title: Theories


1
Chapter 2 Theories of Managing People
2
Objectives
  • Describe seven theories of management and their
    ideal manager
  • Explain the competing values framework and what
    constitutes a master manager
  • Explain why its important to identify your
    personal theories about management and
    organizational behavior

2 -1
Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
3
Objectives
  • Describe your personal theory of management
  • Identify the managerial skills you need in
    todays global business environment

2 -2
Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
4
Scientific Management
Taylor
Efficient division of labor
Small standardized jobs
Matched to the capabilities of trained workers
who received wage incentives
2 -3
Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
5
Administrative Theory
Basic Functions of Managers
Fayol
Plan
Control
Organize
Command
2 -4
Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
6
Administrative Theory
  • Bureaucracy as a solution to nepotism,
    favoritism and unprofessional behavior

Weber
2 -5
Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
7
Human Relations School
  • 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
2 -6
Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
8
Assumptions about Human Nature
Theory X Inherently lazy Dislike
responsibility Prefer to be led
Theory Y Responsible Motivated to work
hard Capable of self-direction
2 -7
Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
9
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

March Simon
2 -8
Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
10
Contingency Approach
  • There is no one best way to manage in every
    situation
  • Managers must find the appropriate method to
    match a given situation

It depends
2 -9
Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
11
Successful Organizations
Systems
Strategy
Structure
Skills
Staff
FIT
Shared Values
Style
2 -10
Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
12
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 -11
Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
13
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

Human Relations Model
Open Systems Model
Internal Process Model
Rational Goal Model
2 -12
Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
14
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
2 -13
Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
15
The Positive and Negative Zones
16
Mental Maps
  • The first step in managing the paradoxes of
    organizational effectiveness is understanding
    ones 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 -15
Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
17
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

Buckingham Coffman
2 -16
Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
18
What Do Great Managers Do?
  • Focus on strengths when motivating
  • Not on fixing weaknesses
  • Find the right job that fits the individual
  • Not just the next rung on the promotion ladder

2 -17
Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
19
What Do Managers Do?
Luthans et al.
Traditional Management Planning, budgeting,
decision making
Communication Paperwork, passing on information
Networking Socializing, dealing with outsiders,
hand- ling organizational politics
Human Resource Development Motivating,
reinforcing, training, developing employees
2 -18
Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
20
What Constitutes an Effective Manager?
Depends on the measure of effectiveness used and
the outcomes to be achieved
Traditional Management
Communication
Human Resource Development
Networking
2 -19
Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
21
Effectiveness Criteria Most Rapidly and Most
Often PromotedHow Do They Spend Their Time?
Traditional Management
Communication
28
13
Human Resource Development
Networking
11
48
2 -20
Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
22
Effectiveness Criteria Highest Performers
(Results and Satisfied, Committed Employees)How
Do They Spend Their Time?
Traditional Management
Communication
45
15
Human Resource Development
Networking
27
12
2 -21
Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
23
Criteria of Effectiveness Both Promotions and
PerformanceHow Do They Spend Their Time?
Traditional Management
Communication
Balanced use of time
Human Resource Development
Networking
2 -22
Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
24
Lessons for Todays 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 -23
Organizational Behavior An Experiential Approach
8/E Joyce S. Osland, David A. Kolb, Irwin M.
Rubin and Marlene E. Turner
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