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• Organization (A group of people) with (formally assigned roles) who
(work together) to achieve the stated goals of the group. What about the informal roles in the organization? Often times, these can be the most powerful
relationships… How should mangers approach these
Characteristics: Common purpose/goals Organizational structure SIT
Leads– Influencing morale, culture, conflict, and communication
Controls– Benchmarks, feedback, rewards, and corrective action
These are seen as the four main functions of any complete manager. Consider whether these function are all inclusive… What else would you consider important to good
Innovation in the management process?• The Entrepreneurial Process
Getting employees to think of themselves as entrepreneurs. What kind of organization does this create? Is it what you want in organizations today? Where would you rather be?
• The Competence-Building Process Working hard to create an environment that lets employees
really take charge. Competence Set of Knowledge, Skills, and Abilities
• The Renewal Process Guarding against complacency by:
Encouraging employees to question why they do things as they do
Moved management beyond controlling the behavior solely. Introduced the link between behavior and individual attitudes Found that it was the social situations of the workers, not just
the working conditions, that influenced behavior at work. The Human Relations Movement
Emphasized that workers were not just “givens” in the system
Workers have needs and desires that organizations have to accommodate.
Brought the “human” in the organization to the forefront
Douglas McGregor: Theory X and Theory Y• Can heavily influence the management approach taken
Theory X Most people dislike work and responsibility and prefer to be
directed. They are motivated not by the desire to do a good job, but
simply by financial incentives. Most people must be closely supervised, controlled, and
coerced into achieving organizational objectives. Theory Y
People wanted to work hard. People could enjoy work. People could exercise substantial self-control. Managers could trust employees if managers treated them
The Foundations Of Modern Management• The Behavioral School
Likert and the Employee-Centered Organization Job-centered ( less desirable)
– Less emphasis on the individual– Akin to the scientific method bent on efficiency– No concern for the well-being of the worker– Performance based
Employee centered (modern approaches)– Employee satisfaction– Social and interpersonal links to productivity– Participation– High involvement in the life of the employee– P J and P O Fit
A range of orders that a worker will willingly accept without consciously questioning their legitimacy. Managers have to provide sufficient inducements to
make each employee’s zone of indifference wider. This assumes you want the worker to just follow orders This can be counterproductive
• Managerial InfluenceUse the classicists’ command and control approach.
Foster employee self-control by providing better training, encouraging participative leadership, and developing commitment and loyalty.
Basic Management Features Today• Smaller, More Entrepreneurial Organizational Units
Moving the power down to the actual “hands-on” workers Decentralization
• Team-Based and Boundaryless Organizations Identity and loyalty to the team above the organization SIT More visible and immediate feedback
• Empowered Decision-Making Removing the Bureaucracy Allowing for quicker decision-making
• Flatter Organizational Structures, Knowledge-Based Management By removing the “red tape” and “chain-of-command” mentality You allow the specific knowledge of the unique functions to succeed “Knowledge” does not exist only at the higher levels