Chapter 2
Objectives
• Examine theories and perceptions of
management
• Explain the competing values framework
• Explain why it’s important to identify your
personal theories about management and ob
• Relate to Theory X and Theory Y
philosophies
Our personal theories
determine what we see and
how we act
Competing Values Framework
of Leadership
Human Relations
Open Systems
__________________________________
Internal Process
Rational Goal
Competing Values Framework
Roles
Ope n-Sys te m s M ode l
Cooperative,
Team-Oriented Style
Quinn's
Roles.
The Positive and Negative
Zones
Competing Values Model
• Greatest strength can be transformed
into the greatest weakness
• Master managers analyze the situation
and balance the competing values of
different theories
Managerial Work:
Folklore - Managers are reflective, systematic planners.
Fact - Their fast-paced activities are brief, varied, and discontinuous.
Folklore - Effective managers have no regular duties to perform.
Fact - They perform regular duties in addition to handling exceptions.
Folklore - Senior managers need aggregated MIS information.
Fact - Managers favor verbal media—phone calls and meetings.
Folklore - Management is becoming a science and profession.
Fact -Managers’ programs are locked in their heads.
Managing on 3 Levels
• Through Information:
– communicating by collecting and disseminating
information
• Through People
– Leading - directing, coaching and inspiring individuals,
groups and units
– Linking – networking and gate-keeping
• Through Action
– Doing by being involved in projects, negotiations, etc.
Assumptions about Human
Nature
Theory X
Lazy
Work for money and
status rewards
Want direction
Need close
supervision
Resist change
Incapable of growth
Theory Y
Enjoy striving
Find various
satisfactions in work
Responsible
Capable of selfdirection
Enjoy new experiences
Enjoy growth and learning