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WEEK 4 Management theories (rational and non-rational) Activity: - - PowerPoint PPT Presentation
WEEK 4 Management theories (rational and non-rational) Activity: - - PowerPoint PPT Presentation
WEEK 4 Management theories (rational and non-rational) Activity: management questionnair e Management concerns (rational, emotional, cultural, power, discursive, turbulent) Activity: management concerns questionnaire Case studies OB MBA 3
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OB MBA 3 Prof. Dr. P. Zamaros 3
Feature: With Mintzberg management is non-rational in the sense that organizations like amoebas need to constantly change and adapt to their environment and thus there are many possibilities to achieve organizational goals. Assumption: The non-rational perspective considers humans as essentially creative – McGregor’s theory Y
MANAGEMENT THEORIES (RATIONAL AND NON-RATIONAL) Non-rational perspective
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OB MBA 3 Prof. Dr. P. Zamaros 4
In practice: The above management approaches can be translated in the following styles: Autocratic Participative (democratic) Development: The following styles can be added: Consultative Custodial (paternalistic) Supportive Laissez-faire
MANAGEMENT THEORIES (RATIONAL AND NON-RATIONAL) Management styles
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OB MBA 3 Prof. Dr. P. Zamaros 5
Purpose: To identify the management style you prefer to
- perate in
ACTIVITY: MANAGEMENT QUESTIONNAIRE
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OB MBA 3 Prof. Dr. P. Zamaros 6
Assumption: Thus far the concept “management” has gone unexamined. Understanding management: It is necessary to summarise arguments made about management into key concerns: establish the unifying themes underpinning these arguments. Process: This requires experiencing the various descriptions about what management is about
MANAGEMENT CONCERNS (RATIONAL, EMOTIONAL, CULTURAL, POWER, DISCURSIVE, TURBULENT)
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OB MBA 3 Prof. Dr. P. Zamaros 7
Difficulty: Theoretical fragmentation. Solution: Integrative perspective Plural perspective Perspective taken here: Integrative. Result: There is a common thread that underlies descriptions: they refer to management as action.
MANAGEMENT CONCERNS (RATIONAL, EMOTIONAL, CULTURAL, POWER, DISCURSIVE, TURBULENT)
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OB MBA 3 Prof. Dr. P. Zamaros 8
From action to act: management as “action” (actio) presents itself as a series of existing and present experiences. management as “act” (actum) consists in the terminated, completed acts of management as action Moreover: management as action is a ‘movement into the future’ management as act is ‘the reason for the movement into the future’
MANAGEMENT CONCERNS (RATIONAL, EMOTIONAL, CULTURAL, POWER, DISCURSIVE, TURBULENT)
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OB MBA 3 Prof. Dr. P. Zamaros 9
Consequence: Descriptions of management action and acts are ‘n-step guides’ in that these mythologies play both a descriptive and prescriptive role Note: Since action and act are causally related, action is meaningful and its meaning stems from a particular concern during that action – the issue then is to discover such concerns (i.e. descriptive contents).
MANAGEMENT CONCERNS (RATIONAL, EMOTIONAL, CULTURAL, POWER, DISCURSIVE, TURBULENT)
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OB MBA 3 Prof. Dr. P. Zamaros 10
Management concerns: Rational: a concern for processes, figures and tasks Emotional: a concern for people perceptions Cultural: a concern for unity Power: a concern for politics Discursive: a concern for describing and imaging Turbulent: a concern with the business environment
MANAGEMENT CONCERNS (RATIONAL, EMOTIONAL, CULTURAL, POWER, DISCURSIVE, TURBULENT)
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OB MBA 3 Prof. Dr. P. Zamaros 11
Purpose: To identify your management concerns
ACTIVITY: MANAGEMENT QUESTIONNAIRE
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