Management Theories
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Management Theories Presentation Transcript

  • 1. Management Theories HuP 292
  • 2. Foundations of Management
    • Power - the Potential to Influence
      • Position power: role played in organization
      • Personal power: potential to influence others
      • Conterpower - potential to influence superior
  • 3. Authority
    • Power granted to groups or individuals legitimizing right to make decisions
      • Legitimacy: check on the scope of authority
      • Zone of Indifference: Boundary where request of orders met with compliance or refusal
      • Honeymoon Effect: period if time directly after hiring given more authority
  • 4. Leadership
    • Subset of power involving influence over the behaviors and attitudes of others
      • Transactional leadership: Exchange between leaders and followers
      • Transformational leadership: Leadership that uses both change and conflict to evaluate the standards of the social system
  • 5. Management Roles
    • Interpersonal role: relationship forming
    • Figurehead: usually public, authority to represent group
    • Liaison: Leader interfaces with others (group, subordinates, superiors)
  • 6. Informational Roles
    • Collection, use and dissemination of information
      • Monitor: observation of changes
      • Disseminator: communication with members of group
      • Spokesperson: communicate with group and public
      • Influences: decision makers
  • 7. Decision Roles
    • Authority to make decisions
      • Entrepreneur role: initiates designs controls change within organization
      • Disturbance Handler role: Leader manages conflict
  • 8. The Key!
    • You must determine what role you have and what roles others are in:
      • Regardless of title
      • Regardless of sex, age, etc.
      • Never try and change other, accommodate
  • 9. Conflict resolution
    • Cooperation by edict - “my way or highway” - poor
    • Negotiation - use with caution, a precedent changer
    • Leadership replacement - end up with lack history and culture in organization
    • Personnel Rotation - usually temporary creates lack of trust
  • 10. Conflict resolution cont.
    • Organizational Structure changes: same as above
    • Liaison persons - may slow communication
    • Flexible reporting (to various staff members not head): may cause isolation
    • Mediation and Arbitration: feel a lack of ownership
  • 11. Conflict resolution cont.
    • Competition: imposition on position power
    • Accommodation: conceding to another loose authority/power
    • Avoidance: usually resolves nothing
    • Collaboration: good method to meet needs of everyone
    • Compromise: good - determine how organizational assets will be deployed
  • 12. Employee/Peer Commitment
    • Be courteous and respectful
    • Radiate confidence
    • Use simple language
    • Make reasonable requests
    • Provide rational
  • 13. Employee/Peer Commitment
    • Use the chain of command
    • Use authority regularly
    • Exercise authority to confirm task accomplishment
    • Be OPEN MINDED