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Unit :6
Management within organization
 Management is the deployment of resource both human and physical I
a manner designed to achieve a defined objective
 There are three management main theories
 Classical or scientific management
 Main proponents of the theory were Henri fayor and Frederick taylor
 These theories dissect the role of management into component in an attempt to
understand each component better to make the overall management of the
organization more effecient
 Human relations management
 Main proponent of this theory was Elton Mayo.
 Theory discuss that excessive micro management of individuals did not encourage
workers to maximize their productivity and that build sound professional
relationship with them achieve better result
 Functional management
 Main proponent of this theory were Henry Mintzbeg and Peter Durcker.
 Describe that management styles in situational setting each style is appropriate to
situation.
scientific management theory
 Frederick Taylor is the publisher of the principle of scientific
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management.
Taylorism is another name for scientific management.
This approach to organizing work that had tremendous effect on
manufacturing management .
The idea was that workers would carry out highly specialized and
narrowly focused tasks for which they would be paid piece work rate.
This system gives management a very high level of control of workers.
This approach emphasized efficiency at all cost and poorly regarded
trust between the coporation and its workers which is a vital in
organization life.
This approach believe of a rational man, were people will respond to
logic of efficient scientific production
Classical management theory
 Henri Fayol had develop the classical or systematic theory.
 Fayol try to codify what makes a successful manager.
 Fayol consider that management has five function
 Planning
 Implies examining the future, forecasting and drawing up plans of action
 Organizing
 Implies building up the structure, material and human resources of the
organization
 Commanding
 Includes maintaining the required activities amongst the personnel
 Coordinating
 Includes brining together unifying and harmonizing activity and effort
 Controlling
 Implies seeing that everything occurs in accordance with policy and practice
Human relation management
 Elton Mayo has undertake serious of experiments such as the
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Hawthorne experiment.
He has divided the workers into two groups
Control group where the light level were controlled
Experimental group where the light ere varied in intensity level.
He found out that both group have improved in performance.
He believes that the improvement was due to someone taking
interest in the worker.
This improvement was result that group of workers feeling sense
of involvement in their work.
This has led for the concept of social man, efficiency can be
achieved through motivation
Management function
 Henry Mintzberg has obsereved that chief executives do not
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spend much time on throughtful analysis. He identified six
characteristics common to management
All suffered from large workloads ad tight time pressure
Spent only a short time on each activity in a fragmented way
Chose action over workpaper
Prefer meeting rather reading report
Concentrated relationship development on subordinante and
outsider
Intiated dession while having limited involvement in
executions
Management function
 Mintzberg had identified ten key roles required by managers which was grouped into
three blocks
 Interpersonal authority: derved from the formal position within the organizational
structure
 The figurehead
 The leader
 The liaison
 Informational authority: derived from access to contacts within and outside of the
organization
 The monitor
 The disseminator
 The spokesperson
 Decisional authority : were interpersonal and informational authority combine to
empower managers to take decision
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The entrepreneur
The disturbance handler
The resources allocator
The negotiator
 Peter ducker has took another approach rather that observing
what manager do he has suggested what they should do.
 Managing business
 Managing the managers
 Managing workers and work
 He also listed five objective that maagers need to do well
 Set objectives
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Organize
Motivate and communicate
Measure the result
Develop people
Function of leadership
 John Kotter he argued that management and leadership are
different functions and that managers do not undertake
leadership function.
 He argued instead that managers are responsible for ensuring
order and efficiency in the organization while leaders are
responsible for having a vision of the future and the forcing
the organization to adapt to that vision, they cope with
change.
Leaders qualities
 Warren Bennis states that while managers look at the near term issues, maintaining
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systems and ensuring that they do thing right (efficiency) .
leaders are focused in people by nature, meaning that they are more interested in people
personal relationships than in tasks.
They are more interested in making the right thing (effectiveness).
Warren bennis believe that leadership role is a shared one and managers adopt it when
the situation required it.
Bennis had identified four leader quality
 Attention
 Leaders need to provide focus torwards a strong vision, in order to gain the attention of their followers
 Meaning
 Leaders communication needs to be infectious, imparting meaning and enthusiasm
 Trust
 Leaders have integrity and consistency in the application of the core value of the organization
 Self
 They are aware of their own strength and weakness
Behavioral style leadership
 Blake and mouton believes that there are two key behavioral
dimension
 A concern from people
 A concern from production
 Fred Fiedler developed contingency theory which revered that the
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effectiveness of a particular strategy, structure or management
style for example depends on the presence or absence of certain
factors.
He developed the leased preferred co-worker theory.
Is suggest that different managers have different style, and
different managers fare better in different situation.
He concluded that there is no leadership style idle for all
situations.
Fiedler identified two extremes of leadership style:
 Psychological distant managers
 Psychological close managers
John Adiar
Humans needs as Motivation
Frederick Herzberg
Theory X and Y
Expectancy model - vrooms
Expectancy model enhancements by
porter and lawler
 One major problem is that the rewards provided for effort
but performance.
 They argued that performance is a factor of the following
 Effort
 Skills and ability
 Role
 Resource
Intrinsic rewards
 Tend to arise from performance of the work itself and so are
psychological rather than money based. Such rewards
therefore related to job satisfaction
Extrinsic rewards
 Differ from intrinsic rewards in that they are dependent in
that they are dependent on decisions made by other people.
Example of rewards include pay and other work related
benefits.
The psychological contract
(unwritten contract)
 It is the expectation of the employer and employee.
 Expectation related to the way in which employees expect
the organization to treat them and the way in which the
organization expect the employee to behave in return.
 Implication of psychological contract
 Most people belong to more than one organization or group
and they will therefore have more than one psychological
contract
 It not be viewed in the same way by both sides and this can lead
to problem
 people as well as organization change over time and the
psychological contract will change to.
What is a group?
 Is any collection of people who perceive themselves to be
group
 Group characteristic
 A clear sense of identity
 Common goals
 Group norms
 Companies may have informal group within them which may
have different goals than the organization.
 Management should recognize that these group exists and
manage them as much they manage individual
Group formation
 According to Tuckmans evolution of groups
 Forming
 The group is getting to know each other
 Storming
 Group members test each other and themselves to sort out roles
 Norming
 The members settle down to their roles set groups norms and objectives
 Performing
 Group start performing
Group cohesion
 Six factors affect cohesion:
 The work flow
 A shared outside threats
 Similarities in education and background
 Strongly desired goals
 Interaction with group members
Roles in group according to belbin
 Chairperson
 Shaper
 Innovator
 Monitor/ evaluator
 Team work
 Recourse investigator
 Company worker
 Finisher