MT3 - Managers and Managing Flashcards
Mintzberg (1975)
Management is not a science
Managers are oriented towards action, and process information at a fast pace
Managers prefer verbal media over documents
Managing involves intuition and judgement
The roles of a manager:
- Interpersonal roles: figurehead, leader, lialisation role
- Informational roles: monitoring for info, passing on info, spokesperson
- Decisional roles: entrepreneur, disturbance handler, negotiator
Gowler and Legge (1983)
Management is an oral tradition
Role of management:
Using rethoric effectively
Signaling and maintaining hierarchy
Creating a moral environment for accountability (by rethorics)
Idealise achievement for results
McKenna (2006)
The two roles of consultants:
- Bring news about practices of other organisations that could be useful
- Legitimise the actions of management
Consultants reduce transaction costs
Wilensky (1964)
Profession: technical and adheres to professional norms
The job is impersonal, objective and impartial
Professionals have 3 shared traits:
- Collectivity: they share common backgrounds, schoolings, networks
- Autonomy: they are given autonomy by other managers, as those managers don’t fully understand their work
- Jurisdiction: Only they can judge each other on rulings
Abrahamson (1996)
Management fashions are set by consultancies, gurus, business mass-media, schools
Sustainable if it appears to be rational and progressive
Fashion responds to needs and economic forces constantly
Process: creation, selection, processing, dissemination
Management consultancies spread these fads and fashions because they need to seem up with the trends and need to find a way to keep themselves useful to the companies they advise, even though these fads and fashions aren’t always helpful
Staw and Epstein (2000)
• Implementing trending management techniques helps CEOs get higher pay, higher management ratings, and better company reputations
• There is no evidence of increased economic performance
