slide1 l.
Download
Skip this Video
Loading SlideShow in 5 Seconds..
Chapter 2 Theories of Managing People PowerPoint Presentation
Download Presentation
Chapter 2 Theories of Managing People

Loading in 2 Seconds...

play fullscreen
1 / 24

Chapter 2 Theories of Managing People - PowerPoint PPT Presentation


  • 415 Views
  • Uploaded on

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

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'Chapter 2 Theories of Managing People' - zeal


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
slide1

Chapter 2

Theories

of

Managing

People

slide2

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 -1

Organizational Behavior: An Experiential Approach 8/E

Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

slide3

…Objectives

  • Describe your personal theory of management
  • Identify the managerial skills you need in today’s 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

slide4

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

administrative theory
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

administrative theory6
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

slide7

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

assumptions about human nature
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

slide9

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

contingency approach
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

successful organizations
Successful Organizations

Systems

Strategy

Structure

Skills

FIT

Staff

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

slide12

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

slide13

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

competing values framework
…Competing Values Framework

2 -13

Organizational Behavior: An Experiential Approach 8/E

Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

the positive and negative zones

Open Systems

Human Relations

Internal Process

Internal Process

The Positive and Negative Zones
slide16

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 -15

Organizational Behavior: An Experiential Approach 8/E

Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner

what do great managers do
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

slide18

…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

slide19

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

slide20

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

slide21

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

slide22

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

slide23

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

slide24

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 -23

Organizational Behavior: An Experiential Approach 8/E

Joyce S. Osland, David A. Kolb, Irwin M. Rubin and Marlene E. Turner