Chapter 02 theories of managing people

Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
1
©2001 by Prentice Hall, Inc.
Chapter 2
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
2
©2001 by Prentice Hall, Inc.
Objectives
•
Describe six theories of management and
their “ideal” manager
•
Explain the competing values framework
and what constitutes a master manager
•
Explain why it’s important to identify your
personal theories about management and ob
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
3
©2001 by Prentice Hall, Inc.
Objectives
•
Describe your personal theory of
management
•
Identify the managerial skills you need in
today’s environment
•

Distinguish between Theory X and Theory
Y managers
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
4
©2001 by Prentice Hall, Inc.
Assumptions about Human
Nature
Find various
satisfactions in work
Work for money and
status rewards
Want direction Responsible
Incapable of growth Enjoy growth and learning
Lazy Enjoy striving
Resist change
Enjoy new experiences
Need close
supervision
Capable of self-
direction
Theory YTheory X
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
5
©2001 by Prentice Hall, Inc.
Our theories determine what
we see and how we act
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin

6
©2001 by Prentice Hall, Inc.
Major Theories of
Management
•
Scientific Management
•
Administrative Theory
•
Human Relations School
•
Decision-Making School
•
Contingency Approach
•
Open Systems Theory
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
7
©2001 by Prentice Hall, Inc.
Competing Values Framework
of Leadership
Human Relations Open Systems
Internal Process Rational Goal
_________________________________
_
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
8
©2001 by Prentice Hall, Inc.

Characteristics of Four
Management Models
Rational Goal Internal Process Human Relations Open Systems
Criteria of
effectiveness
Productivity, profit Stability, continuity Commitment,
cohesion, morale
Adaptability, external
support
Means-ends
theory
Clear direction leads
to productivity
Routinization leads
to stability
Involvement results
in commitment
Continual adaptation and
innovation lead to acquiring
and maintaining external
resources
Emphasis Goal clarification,
rational analysis,
and action taking
Defining
responsibility,
measurement,
documentation
Participation,
conflict resolution,

and consensus
building
Political adaptation,
creative problem solving,
innovation, change
management,
Climate Rational Economic:
“the bottom line”
Hierarchical Team oriented Innovative, flexible
Role of
Manager
Director and
producer
Monitor and
coordinator
Mentor and
facilitator
Innovator and broker
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
9
©2001 by Prentice Hall, Inc.
The Positive and Negative
Zones
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
10
©2001 by Prentice Hall, Inc.
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
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
11
©2001 by Prentice Hall, Inc.
Competing Values Framework
Roles
Open-Systems Model
Cooperative,
Team-Oriented Style
Quinn's
Roles.
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
12
©2001 by Prentice Hall, Inc.
Decision Making School
Decision to join
Decision to participate
Rational analysis of situation
and potential rewards
Leaders exert control by manipulating
decision premises
Bounded rationality of decisions
Organizational Behavior: An Experiential Approach 7/E

Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
13
©2001 by Prentice Hall, Inc.
Contingency Approach
•
No “one best way” to manage
•
Effectiveness varies depending on the
particular situation
It depends!
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
14
©2001 by Prentice Hall, Inc.
MANAGERIAL WORK:
FOLKLORE AND FACTS
Folklore
–
Managers are reflective, systematic
planners.
Fact
–
Their fast-paced activities are brief, varied,
and discontinuous.
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
15
©2001 by Prentice Hall, Inc.
MANAGERIAL WORK:
FOLKLORE AND FACTS

Folklore
–
Effective managers have no regular duties
to perform.
Fact
–
They perform regular duties in addition to
handling exceptions.
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
16
©2001 by Prentice Hall, Inc.
MANAGERIAL WORK:
FOLKLORE AND FACTS
Folklore
–
Senior managers need aggregated MIS
information.
Fact
–
Managers favor verbal media—phone calls
and meetings.
Organizational Behavior: An Experiential Approach 7/E
Joyce S. Osland, David A. Kolb, and Irwin M. Rubin
17
©2001 by Prentice Hall, Inc.
MANAGERIAL WORK:
FOLKLORE AND FACTS
Folklore
–

Management is becoming a science and
profession.
Fact
–
Managers’ programs are locked in their
heads.