Models of Management

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MTL: The Professional Development Programme
Models of Management
MODELS OF
MANAGEMENT
The changing faces of management

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Attribution: All images are from sources where a Creative Commons license exists for commercial use. All icons are on subscription
from thenounproject. All clipart is from free sources. The MTL Professional Development Programme is copyright of Manage Train
Learn.
Models of
Management
Introduction: If we look at the last 100 years, we can see how various models
became important in the way managers managed their businesses. These largely
reflected the social and economic societies in which they developed. Over this
period, different models became dominant and were replaced in their turn with new
ones. In this topic, we’ll show you 7 of those models.

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Models of
Management
The past hundred years provide us with a number of management theories which
at various times have been popular. These form models which are still relevant
today.
The belief that
people are a resource
that can be analysed,
measured, and
controlled.
1. Scientific
Management
The belief that each
function of the
organisation is part
of a system that can
deliver objectives.
2. Systems
Management
The belief that the
key to organisational
success lies in how
people are helped to
perform.
3. People
Management
The belief that how
you manage depends
on the needs and
dynamics of each
situation.
4. Contingency
Management
The belief that
people are managed
best when they are
able to manage
themselves.
5. Manager-less
Management

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1. SCIENTIFIC
MANAGEMENT
Scientific management was the earliest theory of
management. It was devised in the early 1900's
when mass manufacturing was the most
successful forms of production. The basis of
scientific management was that all work could be
measured including the work of people. The
manager's role was to harness, marshall, and
control the means of production. The greatest
advocates of this model were Henri Fayol, F W
Taylor, and Henry Ford.
Measure everything
Flickr attribution: /smanography/2753604544/

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Scientific Management
Scientific management was the earliest theory of management to be written down in the 1900's. Its basis is that
all activities, including those which people perform, are observable, measurable and countable.
Characteristics: The use of time, motion and work study to plan work; close
supervision; accurately-measured results; control.
Environment: Predictable environments where processes do not change.
Manager’s
role:
Machine fixer
Pros: In the early years of mass industrialisation, scientific
management produced spectacular advances in technology.
Cons: Scientific management risks losing sight of the need to
manage individuals especially when enterprises grow too
big, too complex and too rigid.
Key figures: Henri Fayol; Frederick Winslow Taylor; the Ford Motor
company
Relevance
today:
Scientific management and its associated features are
completely out of fashion today. However, the idea of
measuring, counting, and maintaining resources is still at the
heart of management, whether old or new.

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2. SYSTEMS
MANAGEMENT
As work became more complicated in the 20th
century, there arose a new model of
management, systems management. Systems
management aimed to co-ordinate the diverse
activities of the complex workplace, including
functions such as purchasing, storage,
maintaining, accounting, finance, people
management, and administration.
Compartmentalise everything so it’s manageable
Flickr attribution: /librarianavengers/413762956/

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Systems Management
A system is "an assemblage of people, things, information and other attributes grouped together according to a
particular system objective." Systematic management seeks to co-ordinate diverse activities so that they work
together.
Characteristics: Policies; rules; systems and procedures; standards and
targets; order; co-ordination
Environment: A belief that for every situation in the environment a system
can be devised to handle it.
Manager’s
role:
To create procedures and surround others with rules,
discipline and cultural models.
Pros: Many of our large organisations operate on systematic lines
as a way of unifying, binding and co-ordinating what people
do.
Cons: Systematic management can deteriorate into bureaucracy
where rules are obeyed "because they're the rules" and
innovation is stifled.
Key figures: Lyndall Urwick; Mary Parker Follett
What it’s like: The skeletal system is an example of how different functions
contribute to the organisation of the whole.

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The Body as a System
The model for the systematic approach to
management is the human body. The body
contains numerous different systems such as the
respiratory, muscular, cardio-vascular, digestive,
circulatory and nervous systems, all needing to
work together in an unnoticed but co-ordinated
way and serving the healthy life and
development of the person.
1. An organisation can be seen like the human
body
2. The organisation structure can be likened to
the skeleton
3. The jobs that get the work done can be
likened to the muscles
4. The people that provide the energy can be
likened to blood and guts
5. The products by which the organisation is
known can be likened to the flesh.

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The Need for Function, Co-ordination, and Balance
Lyndall Urwick could have been describing the human body when he described his principles of systematic
management some 80 years ago. These include the following...
1. Every separate part
of the organism should
serve the whole
2. Each part should
specialise in one
particular function.
3. All the parts
need to be co-
ordinated.
7. The aim of
the whole
organism is its
continuity.
6. There should
be overall
balance.
4. Each part
should be inter-
dependent with
others.
5. The more important part
should be responsible for the
less important part.

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3. PEOPLE
MANAGEMENT
Towards the middle of the 20th century, it
became clear that the early models of
management had largely failed to deliver
prosperity. As a result, a new model of
management developed, based on the work of
psychologists such as Herzberg and Maslow. This
model put the focus of management on
managing people, in particular on how to
motivate them to work better for their own and
the organisation's good.
Motivation: the holy grail of management
Flickr attribution: /onigiri_chang/4610850605/

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The Management of People as Individuals in the Team
Human resource management focuses on the abilities and potential of individuals and the team. It seeks to
release latent skills and develop them.
Characteristics: Motivation; team spirit; co-operation; healthy competition;
morale; team-building; leadership.
Environment: Flourishes where people need to work together, in changing
environments where innovation and growth are needed.
Manager’s
role:
The manager adds the skills of team leader to other skills.
Pros: Leadership adds an extra dimension to management and is
of particular value when the team faces challenge and
difficulties.
Cons: Developing teams and individuals takes time and learning.
Organisations in crisis and without leadership skills may not
have time to effect the needed changes.
Key figures: Abraham Maslow; Elton Mayo; Douglas Mcgregor; Frederick
Herzberg
Relevance
today:
The relationship between employee and employer is still at
the heart of management but it is rare to find advanced
business organisations relying on motivation theory today as
they did in the past.

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4. TEAM
MANAGEMENT
Following the Second World War, a new form of
people management developed when companies
such as car-maker, Volvo, changed the
production line model of manufacturing to one
based on teams. These teams could be either
autonomous or semi-autonomous and made
many of their own decisions themselves. The
role of the manager had now shifted to team
leader, a role that could range from "first among
equals" to "figurehead" and "co-ordinator".
1 + 1 = more than 2
Flickr attribution: /cernicalo-e/5406165140/

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1. THE FIGUREHEAD
The leader acts as
spokesperson for the
team.
2. THE CO-ORDINATOR
The leader is the symbolic
hub of the team
3. THE PIONEER
The leader shows the way
ahead.
4. FIRST AMONG
EQUALS
The leader is in the team
but apart from it.
10. VISIONARY
The leader sees what the
team can do and become
5. PROBLEM-SOLVER
The leader solves
problems the team can’t
handle
9. SUPPORTER
The leader champions the
team to others.
8. LISTENER
The leader finds out what
is bothering the team
7. CONNECTOR
The leader links the team
to others outside the
team.
6. COACH
The leader feeds back to
the team on how they're
doing.
Leadership Models
A manager acting as leader can adopt a variety of leader positions in relation to the team. Here are 10.
LEADERSHIP
MODELS

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5.
CONTINGENCY
MANAGEMENT
In the latter part of the 20th century, there was
an explosion of interest in management theories.
It became clear that the best model of
management in any organisation depended on
factors unique to that organisation such as its
market, its ownership, its workforce, its
technology, and its culture. This was the
beginning of contingency management, the idea
that management is best when it adapts to the
situation it finds itself in.
Maybe we should just wait and see
Flickr attribution: /ohrenflimmern/8122354320/

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Managing as the Situation Demands
Contingency management is management that adapts and adjusts itself to each situation.
Characteristics: Flexible, dependent on circumstances; responsive;
developmental.
Environment: The nature of contingency management is that it is not
dependent on only one situation but can adapt to any kind
of situation. It is a management style relevant to times of
change.
Manager’s
role:
Skilled and confident, the manager is able to manage in
whatever way suits the needs of the situation.
Pros: Contingency management puts the objectives of the team -
which include the needs of the customer - ahead of all other
needs.
Cons: Managers who lack versatility may simply not be able to
make the choices necessary in contingency management.
Key figures: Fred Fiedler; Ken Blanchard
Relevance
today:
In contingency management, one of the key roles of
management is to be a problem-solver.

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6.
MANAGERLESS
MANAGEMENT
As the Information Age gradually replaced the
Industrial Age, in the last decades of the 20th
century, a new model of management emerged,
in which the manager's role of controlling, co-
ordinating, planning, and evaluating, was handed
over to the team. In many organisations, where
information was in the hands of the many and
not the few, it made sense to create self-
managing teams. The manager's role was then to
support, motivate, guide, and trust.
Why can’t we manage ourselves like we do outside work?
Flickr attribution: /donkeyhotey/5521102662/

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Individuals and Teams are Self-Managing
"Manager-less" management sounds like a contradiction in terms but it is not. Manager-less management means
supporting and helping the team without the usual interference of management. It means leaving the team to
make its own decisions, do its own planning and organising, and achieve its own success.
Characteristics: Facilitation; development; trust in the team; self-managing;
self-motivation; self-discipline.
Environment: Needs the presence of high levels of trust and experience of
self-management in the team.
Manager’s role: Support; help and guide.
Pros: This kind of management can only flourish in highly
committed and motivated teams.
Cons: Teams need to develop into manager-less management from
other styles of management. It should only be used when a
team is mature enough for it.
Key figures: Robert Webb; Milton Friedman; W Edwards Deming
Relevance
today:
In manager-less management, the manager is a hands-off
supporter of the team, keeping an eye on them, but not
interfering and not doing it for them.

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7. A NEW KIND
OF MANAGER
In the early years of the 21st century, the old
models of management have largely
disappeared. Today, few businesses believe their
only aim is to make money. The new models of
management are much more complex than in
the past. If in the past, the manager was a
powerful figure who was hard, powerful, and
profit-oriented, today they have to be soft,
paradoxical, and people-oriented. This new kind
of manager is a form of leader.
The new manager is also a leader
Flickr attribution: /academicwork/15533595965/

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Flexible andAdaptable
The new models of leadership which focus
on the human side of enterprise are models
of flexibility and adaptability.
Rosabeth Moss Kanter describes them in
one way in the title of her book "When
Elephants Learn to Dance". They have the
power of elephants and the nimbleness of
dancers. Another metaphor Kanter uses is
that of the business athlete: nimble, fit,
agile, strong, alert, well-trained.
English psychologist, Mark Brown, uses yet
another metaphor when he describes the
change in management models as one from
dinosaurs to dolphins. Dolphins are free-
spirited, sleek, elegant, at ease with
themselves and happy, as opposed to
dinosaurs which were too big, too slow, too
cumbersome, and too powerful to adapt to
change.

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This has been a Slide Topic from Manage Train Learn
AFinal
Word
Whereas the old models of management emerged from the administration function of the
business and focused more on the control of assets than on the contribution of people, the new
models of management are quite different. They focus on the human side of the enterprise. They
are models of flexibility and adaptability to change and they require a high level of leadership
skills.

Models of Management

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