1e.
Chapter 3
Management and
Leadership
Copyright © 2005 South-Western. All rights reserved.
PowerPoint Presentation by Charlie Cook
Chapter Objectives
After completing this chapter, you should be able to:
 Explain the competing perspectives on managerial
behavior—the science, political, control, and
practice perspectives.
 Discuss the variations in managerial work due to
organizational strategy, structure, and environment.
 Understand the significance of managerial work in
the leadership process.
 Explain the practical implications of managerial
behavior research for managers.
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3–2
Analyzing the Management Process
• If management is instrumental to organizational
performance, what do managers do?
 Planning, organizing, directing, and controlling.
• If managerial behavior is contingent, what
affects what managers do?
 Business strategy, organization, and external context
• If what managers do is processual, how do
managers do what they do?
 Position, tasks, and power relations
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3–3
Reflective Question ▼
• Based on your own work experience:
 Which image of the manager do you think more
frequently represents reality—the professional
“technocrat,” engaged in strategic planning and
implementation, or the “reactive practitioner”
forced to “jump” to satisfy workplace
imperatives?
 Explain your answer.
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3–4
Managerial Theory
• Management (as a social group)
 Individuals at a certain level in the hierarchy
responsible for bringing together and monitoring
resources and people in order to produce goods
and/or services.
• Management (as a social process)
 The central process whereby work organizations
achieve the semblance of congruence and direction.
 “Art, science, magic, and politics”
 An organizational mechanism (process) designed to
coordinate and control productive activities.
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3–5
The Four Major Perspectives on Management
Source: Based on Watson, T. (1986). Management, Organization and Employment Strategy. London:
Routledge; Reed, M. (1989). The Sociology of Management. London: Harvester Wheatsheaf.
Copyright © 2005 South-Western. All rights reserved.
Figure 3.1
3–6
Managerial Theory (cont’d)
• The Science Perspective
 Focuses on a systems approach in the study of
formal structural configurations, the division of labor,
and systems in organizations.
 Assumes that people can be trained to be effective
managers whose purpose is to create organizational
and work configurations for the realization of
organizational goals.
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3–7
Managerial Theory (cont’d)
• The Political Perspective
 Describes organizations as dynamic political systems
of power relationships that managers use (and
misuse) to influence others.
• The Control Perspective
 Assumes that management activities are central to
the labor process in gaining control over and
cooperation and commitment from workers.
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3–8
Managerial Theory (cont’d)
• The Practice Perspective
 Conceptualizes management as activities intended to
integrate the diverse, complex, fragmented, and
contested practices in organizations.
 Primary
social practices
– Transform resources into the production of goods and
services.
 Secondary
social practices
– Achieve integration and coordination of primary social
practices through the design, implementation, and
monitoring of various administrative mechanisms.
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3–9
Theoretical Perspectives on Management
Source: Based on Reed, M. (1989). The Sociology of Management. London: Harvester Wheatsheaf.
Copyright © 2005 South-Western. All rights reserved.
Table 3.1
3–10
Managerial Work: What Do Managers Do?
• Behavioral Approach
 Observation of the activities and relationships that
comprise management roles.
 Managerial work: characterized by brevity,
fragmentation, and variety.
• Management Roles:
 Interpersonal, informational, and decision-making
 Determined by:
 Position in the organization’s hierarchy
 Functional responsibility
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3–11
The 10 Roles of a Manager
Source: Mintzberg, H. (1989). Mintzberg on Management. New York: Free Press, p. 16.
Copyright © 2005 South-Western. All rights reserved.
Figure 3.2
3–12
Managerial Work (cont’d)
• Managerial work reflects contextually specific
demands.
 Task responsibilities (agenda building)
 Setting
goals, allocating and stewarding scarce
resources, meeting production targets, and
identifying and solving problems, or “firefighting.”
 Relationships (network building)
 Obtaining
information, cooperation, and support
from other managers and motivating and
controlling subordinates.
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3–13
Reflective Question ▼
• In their book Management Research,
Easterby-Smith, Thorpe, and Lowe (1991)
state that research on managers provides a
case in which the subjects are likely to be
more powerful than the researchers.
 What implications does this observation have for
our understanding of management?
 To what extent do studies of managers actually
describe managerial behavior?
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3–14
View CD
• Go to the CD-ROM, and listen to Judy Wajcman’s
comments on researching women managers.
 Begin by clicking on Approaches to Studying Leaders; then
choose the gender-influence button.
 Wajcman’s commentary begins about six clicks into the
gender-influence menu.
• After listening to Wajcman, consider the following
question:
 Why is it difficult to verify managers’ claims about what they
do?
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3–15
Managerial Rationality: Why Do
Managers Do What They Do?
• Contingencies Affecting Managers
 The external environment
 Pressures and constraints
 Competitive strategy
 Organizational design
 Technology
 Power relationships
 Cross-cultural factors
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3–16
Theories of Managerial Rationality
Contingency
theory
Neoclassical
theory
Strategic
choice theory
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Political
theory
Managerial
Rationality
Labor process
theory
3–17
Managerial Rationality (cont’d)
• The Neoclassical Approach
 Posits that managers, as agents of owners and
investors, strive to maximize the efficiency and profits
of the firm by minimizing the cost of factor inputs.
• The Contingency Approach
 Focuses on variations in organizational structures and
technical complexity that cause managers do what
structure and technology require of them.
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3–18
The Relationship Between Technical Complexity
and Structural/Behavioral Characteristics
Source: Based on Woodward, J. (1965). Industrial Organizations: Theory and Practice. London: Oxford University Press.
Copyright © 2005 South-Western. All rights reserved.
Table 3.2
3–19
Managerial Rationality (cont’d)
• The Political Theory
 Claims that managerial behavior is driven by the need
to respond to market demands and to internal
stakeholder groups to assure the continual availability
of resources.
• The Labor Process Theory
 Argues that managers attempt to reduce dependency
on a group of workers by reducing required skill levels
such that those workers more easily replaceable
should they quit or withdraw their skills.
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3–20
Managerial Rationality (cont’d)
• The Strategic Choice Theory
 Stresses that management is a social process
whereby choices on various policies and activities are
made by a power-dominant group of leaders.
 Recognizes that the chosen strategy affects the work
managers distribute or delegate to followers and the
time managers spend on supervision.
 Implies that strategic choice dictates the human
resource strategy utilized in leader–follower
relationships.
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3–21
Managerial Rationality (cont’d)
• Factors that limit the use of rationality by
managers:
 Cognitive capacity
 Time constraints
 Imperfect information
 Organizational politics
 Strategic business decisions
 Worker resistance
 Managerial beliefs, values, and philosophies.
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3–22
A Model of Management
• Managerial contingencies
 External, organizational, and evaluative forces and
events, both outside and inside the organization, that
affect managerial behavior.
 External context: economics, politics, society, and
technology
 Organizational context: strategy, structure,
people, work, technology, culture, HRM, and
leadership activities
 Managerial processes: technical, cognitive, and
interpersonal processes and skills, and
instructional skills
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3–23
A Model of
Management
Source: Adapted from Squires,
G. (2001). “Management as a
Professional Discipline,” Journal
of Management Studies 34 (1),
pp. 473–487.
Figure 3.3
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3–24
Behavior of Successful Managers
Source: Adapted from Kotter, J. (1982). The General Manager. New York: Free Press.
Copyright © 2005 South-Western. All rights reserved.
Figure 3.4
3–25
Reflective Question ▼
• Take another look at Figure 2.1.
 Select one significant change in the external context,
and describe how the change impacts the managerial
behaviors shown in Figure 3.4.
 How useful is this model for explaining the behavior of
successful managers and leaders in formal
organizations?
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3–26
Implications of The Behavior-Success
Research
• Recognition of the frenetic nature of managerial
work will help managers better understand their
roles and their effectiveness.
• Managers need to develop a high level of
interpersonal as well as technical and cognitive
skills.
 The relative importance of these skills depends on the
manager’s position in the authority hierarchy of the
organization.
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3–27