SECTION 02 - NOTION
New Concepts & Learning Experiences
1. The Influence of Structural Factors in Managerial Work
Hales (2002) criticized the literature about post-bureaucratic organizing for underestimating the fact that managers are unwilling to dispose traditional supervision in favor of control based on trust and dialogue. This reluctance is, according to Hales, due to the fact that individual managers are held responsible for what subordinates are doing and that they therefore want to reduce ambiguity by exercising close control. This in turn makes it less likely that radical post-bureaucratic form of organizing will be popular. It can also be added that organizational size influences the likelihood that post-bureaucratic managerial work
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What required is the development of research tools which can depict the material, cognitive and moral foundation of management. To succeed with this mission, empirical research about managerial work will be invaluable. Detailed observational studies of managerial work that use open coding techniques and that thereafter make theoretically informed elucidation on the basis of interesting research questions are highly recommended. Decision making and leadership are far most two research areas that can benefit greatly from structured observation studies of managerial …show more content…
He also neglects the relationship between managerial behavior and organizational effectiveness. Furthermore, he takes a 'neutral' position on the managerial role omitting influences such as ownership and power. Identified contingency factors explain differences in the make-up of managerial work. The empirical study is based on five organizations in action. The small sample size means that the results should not be applied to all industry, organizations or management positions. In his 1973 study, Mintzberg declared that the manager's position is always the starting point in organizational analysis. He also argued that managerial roles are sequential - a manager first makes interpersonal contact through his formal status which in turn allows information processing and leads to decision making. Mintzberg later rejected this relationship based on new empirical
Graeter’s departmentalise their organisation by product and location because they manufacture a number of products including ice cream sold in 6,200 shops spread over 43 states in the U.S (Pride, Hughes and Kapoor 2015 p. 188). The organisational structure used by Graeter’s is the matrix structure featuring combined vertical and horizontal lines of authority caused by superimposed departmentalisation on a functionally departmentalised organisation. Consequently, employees report to more than one leader at a time as authority flows both up and down across the structure depending on their department (Pride, Hughes and Kapoor 2015 p. 195). Graeter’s are a decentralised organisation with the most important decisions retained by top level management,
6. What are the primary strengths and weaknesses of the book? The primary strength of this book is how much organizational theory has largely sanitized the notion of evil, also creating more inherent characteristics of modern organizations that allows evil to be administratively sanitized, accepted as rational and proper in terms of efficiency and the masking may be inadvertent. The weakness of this book is that precision on when the virtues of modern administrative practices will be realized without encouraging administrative evil.
As much as company managers face a lot of burden in their works, it is better to get along with some of the issues that we might face along that might hinder the success capability. First, precise decision making which via voting to ascertain on matters pertaining the company, this is much better as an individual is not the one that makes decision on behalf of the whole organization, he voting are acquired after shares are divided such that each share is a one count vote. Secondly, there is unbiased structure as CEO’s and managers cannot make decision for their own self-gain but for the company, (Michael &Andrew, 2001). This means that the top level managers and the executives are not basically the owners as they are differentiated from those who own the company’s daily operation from stock
Apparent reasons lie in the authority and differentiation dimensions displayed in Table 1. According to Rothschild-Whitt, bureaucratic organizations have a hierarchical organization of offices, while the authority of a collectivist organization “resides in the collectivity as a whole” (Rothschild-Whitt, 24). In addition, within bureaucratic organizations with segmental roles, the jobs are specialized, whereas collectivist organizations have general jobs with holistic roles (Rothschild-Whitt,
THE TANNENBAUM AND SCHMIDTH LEADERSHIP CONTINUUM The Tannenbaum and Schmidth Leadership Continuum leadership theory was developed by Robert Tannenbaum and Warren H Schmidth. This theory was developed in 1958 to fill the vacuum created for managers to exhibit flexibility to their teams. Tannenbaum and Schmidth Leadership Continuum theory shows the association between level of freedom between the Managers and his team.
3.0 Dispersed Leadership Theory in Teams and organizational structures The proponents of the Concept of shared leadership like Day, Gronn, & Salas (2006), argue that leadership should not be conceptualized as a centralized downward vertical influence on subordinates and they should not be an appointed leader but leadership tasks and functions should be divided among sets of individuals who are acting as leaders. Secondly, with the prevalence and significance of team work in today’s work environment, Kozlowski & Ilgen (2006) argue that team members and team processes will to a greater extent affect the attitudes, motivation and behaviours of individuals. Kozlowski, Gully, Salas, & Cannon Bowers, (1996) and Manz & Sims (1993) developed concepts
These exercises are able to capture what managers do in their jobs and represent actual management well (Brief et al., 1995). The participants were to make hiring recommendations. The independent variables were pro-white vs pro-black vs none (control) and observability (high or low). Thus some participants were told by a superior to consider specific races when making the hiring decision. In order to manipulate actor observability, subjects in the high observability group were given more pressure in their decision making and told to sign their name on their decision while those in the low observability group did not have as much pressure and did not have to sign their forms (Brief et al.,
1) Introduction Management and leadership practices are helpful and useful to individual's prosperity and that of our organization. Leadership and management theories concentrate on what qualities recognize and distinguish between leaders and followers in an organisation. Leadership can be characterized as a procedure by which an individual impacts others to accomplish a target and coordinates the organization in a way that makes it more coherent and cohesive. On the off chance that you have the longing and willpower, you can turn into an effective leader. Great leaders are creating and developing through a ceaseless procedure of self-study, experience, training and education.
An organization that has a team or horizontal style of work structure and management is called as contemporary organization. Instead of a strict hierarchy, the power is spread out to the whole team in the contemporary organization. It is a more responsive and flexible. Traditional organization is changed to the contemporary organization of business. The traditional organization style concentrated on a pyramid order, with supervisors and managers controlling all components of the representatives beneath them, including interpersonal connections, ventures and disciplinary activities.
In this instance, however, it is a management technique that contributes to the implementation of other theories such as social-constructivism and cognitivism, discussed further
The top level of management for the Blackberry Limited Company is responsible for monitoring and supervising other management levels of the company. The top management levels make major decisions concerning policies and also allow the lower management levels to make their own decision concerning day to day affairs. Implications of centralization: 1. It is easier to maintain secrecy.
However, both of these conditions are quite difficult to achieve in the workplace. The implications of this research in the real world are evident and plenty. This research provides a general framework for how businesses and groups should operate. Instituting a hierarchy is an essential step to an organized and efficient firm. Based on the results and conclusion of this article, the researchers took the initiative of supplying more advice on effective business managing that had been extrapolated from their data.
McGregor argued, “Management is responsible for organizing the elements of productive enterprise-money, materials, equipment, people-in the interest of economic ends” (p.154). The author begins its
The use of communication and unity are the key characteristics for a well- run organization. This reenterates the statement made by O’Toole and _____ involvement from managers enforces subordinates to move forward in a more suitable manner. Consequently organizational structure is necessary for a well implemented
According to Mary Parker Follet (1941), management is the process of “getting things done through people”. (Khan A. Imaad,2008). Over the course of the years many theories and perspectives have been created as a conclusive result of many research studies. Two such approaches are the theory of ‘Scientific Management’ and the ‘Human Relations’ approach. Frederick Taylor’s Scientific Management is popularly known as the first theory in management history (Stoner, Edward, Gilbert, 2003).