OVERVIEW OF MANAGEMENT PHILOSOPHY
“Schools of Management Thought”
Developed since the Industrial Revolution of the 1700’s.
KEY THEORISTS:
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Taylor – Scientific Management
Fayol – Classical Administration
Mayo – Human Relations
Mintzberg – Managers Roles
McGregor – Leadership Styles
Blake & Mouton – Managerial Grid
Hersey & Blanchard – Situational Leadership
Knowles – Leadership Roles
Myers-Briggs – MBTI
SCIENTIFIC MANAGEMENT
Frederick Taylor
Focus: Systematic approach to achieving productivity
improvement through task efficiency.
Time & motion studies used to gain evidence.
Conclusion:
Optimum organisation of work, tools supplied
and payment incentives results in maximum
output.
Assumption:
Workers are “rational" and primarily want pay
rises.
Work tasks broken down and reorganised BUT become
more routine and boring. Not accepted by unions and
workers.
CLASSICAL ADMINISTRATIVE SCHOOL
Henri Fayol
Focus: An efficient and effective organisation depends
on it’s management structure. i.e. hierarchy
Classical management functions:
• Planning
• Organising
• Controlling
• Co-ordinating
• Directing
• Reporting
• Budgeting
Principles of Management:
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Division of labour
Authority needed
Unity of command
Relevant remuneration
Promotion of team spirit
HUMAN RELATIONS SCHOOL
Elton Mayo
Focus: Viewing employees
Relationships central.
in
‘human’
terms.
“Hawthorne Studies” integral part of research.
Conclusion:
Work places should be regarded as a social
system of significant complexity.
ROLES OF MANAGERS
What is it that managers do?
Fayol:
Classical functions
Mintzberg: 3 KEY ROLES
1. Interpersonal:
• figurehead
• leader
• liaison
2. Information:
• monitor
• disseminate
• spokesperson
3.
Decisions:
• entrepreneur
• disturbance handler
• resource allocator
• negotiator
Need:
technical knowledge, interpersonal skills and
conceptual skills
MANAGEMENT vs. LEADERSHIP
MANAGER:
Distinctive and complementary systems of action
LEADER:
Results through position
Results through co-operation and freewill
Copes with complexity of modern
organisations.
Copes with change
Develops order and consistency.
Communicates a vision.
Administers
Maintains
Relies on control
Focus on structure
Focus on systems
Planning, budgeting, staffing, controlling.
Ensures routines are successfully completed
Innovates
Develops Ideas
Inspires trust
Focus on people
Sets direction
Aligning people, motivating, inspiring.
Challenge: To combine strong leadership AND strong management
LEADERSHIP STYLES:
McGregor
Personal beliefs about motivation can determine leadership
style and action.
THEORY X – THEORY Y MODEL OR LEADERSHIP:
Theory X Assumptions:
• employees are lazy and only work if forced to do so.
• employees do not desire responsibility but prefer to be
directed and controlled.
• employees have no motivation to achieve organisational
objectives.
• employees are only motivated by physiological and safety
needs.
Theory Y Assumptions:
• employees are not averse to work if organisational conditions
are appropriate. Past work experiences may affect their
attitude.
• employees can be motivated by higher order needs such as
self-actualisation and autonomy.
• employees seek responsibility to satisfy higher order needs.
McGREGOR cont.
2 extremes:
X = autocratic, task oriented
Y = participative, people oriented
In practice extremes are unlikely but most managers adopt
mixture of the two.
The situation may determine the approach.
THE MANAGERIAL GRID
Blake & Mouton
Employee centred:
Production centred:
PEOPLE
TASK
Needs
Plan, schedule
Relationships
Control
Conflict resolution
Monitor
The Grid shows the 2 tendencies for behaviour.
?? Can you always define a person's tendencies and predict
behaviour??
What about varying styles for different situations?
SUMMARY OF LEADERSHIP STYLES:
AUTHORITARIAN:
direct others
PARTICIPATIVE:
share decision making
LAISSEZ-FAIRE:
let others direct their activities
Many leaders use a range of styles suited to the particular
situation.
Style will affect group performance and motivation.
CONTINGENCY THEORIES OF LEADERSHIP:
SITUATIONAL LEADERSHIP:
Hersey & blanchard.
Classifies leader behaviours into 2 categories:
• RELATIONSHIPS
• TASKS
4 possible leadership styles will result.
Leaders will match leadership style to each task.
By linking this to "follower type" based on
readiness to complete task which is determined
by ability and willingness, it is possible to
ascertain the most appropriate leadership style
to use in each situation.
In reality managers are not so flexible and tend
to use only 2 styles.
LEADERSHIP ROLES:
Knowles:
Leaders need to perform certain roles to ensure effective results.
Roles external to the group:
Gathering information, facilitating innovation, representing the
group.
Roles within the group:
Clarifying issues, identifying actions, reviewing progress, developing
individuals and the group, handling power issues.
**Refer also to Belbin & Knowles group/team roles
**Myers-Briggs also looks at roles.
MYERS-BRIGGS TYPE INVENTORY
Myers-Briggs:
Often used in recruiting and developing appropriate
teams.
**team results determined by the individual members.
Testing used to measure various aspects:
• Aptitude
• Achievement
• Psychometric (motivation, personality, behaviour)
Examples:
Belbin Self assessment
Myers-Briggs questionnaire
WHY??
• Knowing the individual is the key to managing the team
• Important to select the right people
MANAGEMENT THEORY
Much study and theory
A complex area, but understanding the developments
over time and the reality of a mixture of theoretical
concepts being applied in practice helps to:
• Highlight the complex nature of management
• Raise awareness of relevant issues and tools
• Create a working base for managers.
POWER:
Due to:
• Position
• Personality
Can be:
• Formal
• Informal
• Positive
• Negative