Management within organization Unit :6

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 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 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 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 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 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 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 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