Module 7 Flashcards
What are Minzberg’s Manager roles?
INTERPERSONAL ROLES:
-FigureHead
-Leader
-Liaison
INFORMATIONAL ROLES:
-Monitor
-Disseminator
-Spokesperson
DECISIONAL ROLES:
-Entrepreneur
-Disturbance handler
-Resource allocator
-Negotiator
State the difference between Founders and Entrepreneurs
founders create something new, while entrepreneurs create something new and destroy something old in the process (creative destruction)
Describe Imprinting Theory
FOUNDER & FOUNDING CHARACTERISTICS
during some brief periods organizations are sensitive to internal and external influences
IMPRINTING
organization develop features which are characteristics of the people or environment
PERSIST
organization features persist even when the context subsequently changes again
Define “zones of indifference”
people will accept orders without questioning: zone can be narrrow or broad, depending on the extent to whcih people are motivated to contribute to the system
What are the Types of Authority?
AUTHORITY OF POSITION
people are assigned authority through the office they hold, to a considerable extent independent of personal ability
AUTHORITY OF LEADERSHIP
people are assigned authority due to superior abilities
AUTHORITY OF POSITION + AUTHORITY OF LEADERSHIP = BROAD ZONE OF INDIFFERENCE
Define Modern Management
Effective executive:
- be a great manager of time
- focus on results and meaningful contributions
- make decisions based on strengths not on weaknesses
- do first things first and second things NOT AT ALL
Describe Managers (Edith Penrose)
- firms are a collection of physical and human resources
- the extent to which a firm can realy on effective managers is the limiting the growth of the firm
- managerial capacity reflects managerial services and ability to capture management know-how, which exists in finite quantities
- Excess managerial capacity is needed in rapid growth situations
Describe Middle Managers (Quy Huy)
As Entrepreneurs:
close to operations, client, they can spot entreprenurial opportunities
As communicator:
channelling information up and down the hierarchy
As Therapist:
addressing emotional well-being of employees
As Tightrope Artist:
balance between change and community
Define Upper Echelon Theory
Organizations actions and outcomes are partially predicted by background characteristics of the top level of management team
Describe Rational Goal Models and its characteristics
management as a scientific and rational process aimed at efficiency and achieving set goals
Characteristics:
- determine the best way to perform tasks using scientific method
- simplification of tasks, predictable actions
- selection and training of the best individuals for a specific task
- financial incentives linked to following procedures and meeting targets
- clear separation of DOES and PLANNERS
Describe Internal Process Models (2) and their characteristics
WEBER AND BUREAUCRACY
focused on managing large, complex organizations with strict rules and hierarchies
Characteristics:
- division of labour
- hierarchical authority structures
- rational and scientific methods in management
- impersonality in decision-making
- emphasized consistency and scientific application of rules
FAYOL AND ADMINISTRATIVE MANAGEMENT
key management functions:
- planning
- organizing
- commanding
- coordinating
- controlling
organizations as living systems and emphasized the need for structured management principles
Describe Human Relations Models and their characteristics
Emphasizes the importance of relationships, group dynamics, and individual motivation within organizations
MARY PARKER FOLLET:
- advocates for teamwork and group contributions to creative process
- opposed to strict division of labor, beliveing it harms cohesion
ELTON MAYO:
- conducted the Hawthorne studies, showing that social relations and favourable work conditions impacted performance more than physical conditions
- stressed the importance of communication, leadership and group dynamics
- motivation theories: Maslow’s hierachy of needs, Herzberg’s two factor theory.
Describe Open Systems Models and their characteristics
Management must consider both internal and external environments to remain effective
Characteristics:
- interaction with external factors (e.g. suppliers, customers, technology)
- influence of internal factors like organizational structure, culture and employee relations
- management as a combination of analysis, negotiation, and adaptation to changing circumstances
Describe Responsive Management Models and their characteristics
Focus on flexibility and adaptability to manage uncertainty in fast-changing environments
Characteristics:
- no universal management formula; decisions depend on specific situations
- emphasis on situational leadership, communication skills, and uncertainty handling
Critique of management models
- Taylorism is seen as dehumanising, reducing workers to COGS in a machine
- Weber’s bureaucracy can hinder flexibility and creativity
- Models reflect western, especially american values, limiting global scope of application
- Managers often act based on political and personal interests rather than scientific principles
