Unit 1: Behavioural Management Theories

Question 1

What are the 3 main principles of Follett’s theory of management?

Answer 1

1) Conflict resolution through integration (identifying/meeting each party’s underlying and often compatible need, as opposed to attempting to meet the frequently-incompatible expressed desire of each) often results in a win-win situation.

2) In Mary Parker Follett leadership theory, genuine power is not “coercive” (“power over”) but “coactive” (“power with”).

3) True leaders, according to Follett’s theory, “create group power, rather than expressing personal power.”

Question 2

What are the signs that you may have a theory X manager?

Answer 2

• It’s all about rewards and punishments
  If you feel like someone is keeping a sticker chart on every movement. Theory X managers take rewards and punishments to a whole new level.
• There’s a lot of stopping by to check on you.
  This kind of boss might look over your shoulder at your computer screen, or ask about the validity of an activity you’re engaged in, or even say something to redirect your actions.
• You often feel like you’re being put down.
  If your boss is always talking up his accomplishments while putting down your past choices, it’s a pretty good sign they take this approach to management.
  They always need to feel that they took the right classes in college, are reading the right books, speak the right number of languages, and that you, the lowly employee, do not. Because they assume that if you did, you’d be the manager.
• You’re micromanaged
  Every aspect, nuance, and step of a project must be controlled by them. This can be especially challenging, because autonomy makes workers happy.

Question 2

In the previous activity, you learned about how leaders and managers use power to accomplish tasks and to get things done. Think about how Mary Follett might approach leadership power differently? How would she use power to ensure organizational goals are being met?

Answer 2

Mary Follett might approach leadership differently by focusing on collective group efforts using managerial authority and power, and not controlling or limiting employees. Follett never managed a for-profit enterprise herself, yet her keen insight into the dynamics of
organizations and groups gave her theories widespread appeal.

She advocated a “pull” rather than “push” approach to employee motivation, differentiated between “power over” and “power with,”and postulated insightful ideas on negotiation, conflict resolution and power sharing which helped shape modern management theory.