Management Theories

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Management Theories

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

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