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Recommended: Theories of management
The gurus of management
In this essay, I am going to compare and contrast three management theories. Charles handy was a professor at London Business School and wrote a lot of books about different managerial theories. One of his booklets was the Gurus of Management. In this booklet he discussed different views of management with different businessmen and experts in management. Handy described these people as Guru which means teacher. The three teachers I chose were Sumantra Ghoshal, Kenichi Ohmae and Rosabeth Moss Kanter.
Firstly Sumantra Ghosal, an Indian guy who had an undergraduate degree in physics and worked as a management trainee to a management guru. When he started his first job, he got more interested in management which lead him to study two doctorates from MIT and Harvard Business School. His theory is that mangers should not control the company because they do not fully understand their role. He also says that employees should learn as much as they can from their managers, then the company can sack some managers and change titles of some employees which will increase the profit. He described his theory through a famous quote “The most important source of a nation's progress is the quality of its management.” (Theeconomist, 2014) A good relation between the employees and their managers will push the company forward and it will build new fields. He also believed that management’s first goal is to increase profit, In other words money machines. Building good relationships between managers and employees could increase the factor of creativity as employees will not be afraid of saying their opinions and sharing their opinions and ideas. Ghosal’s theory is to increase the profit disregarding the discrimination between m...
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...ology especially internet will help but might affect negatively on the organisation by isolating individuals. While Keinchi believes that technology will keep pushing the organisation towards its goal. Roasbeth and Ghoshal have different views in employment rules. Rosabeth believe that all employees should all work for one goal, while Sumantra said that employees must learn from their managers so the organisation can get rid of the managers and reduce costs.
In conclusion, these gurus wrote a lot of books many decades ago but their theories and ideas are still alive until today. The gurus mentioned in the booklet are not the only teachers in management, every year there are new underground gurus that have their own way of management. Most of the gurus support the idea of having a familiar relationship in their work environment which is useful for the organisation.
The theory suggests that the nature and quality of the company’s leaders is an important factor of the performance and job satisfaction of their subordinates (Glisson 1989). The theory implies that managers while in control need to be capable of maintaining cooperation from his or her employees. In this type of leadership style, the employees would be encouraged to share opinions and ideas. Staff would feel engaged in decision-making and creativity would be rewarded. The leader would be flexible, open to communication, and respectful of new
Robbins, S.P., & Coulter, M. (2009). Management (10th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
Robbins, S. P., & Coulter. M. (2014). Management (12th ed.). Retrieved from: Colorado Technical University eBook Collection database.
An organisation is “a system of consciously coordinated activities or efforts of two or more persons”. (Barnard, 1938, p. 73). Organizations can also be thought as “social entities that are goal directed, deliberately structured activity systems with a permeable boundary” (Bedeian and Zamnuto, 1991). Simply put, an organisation is a body intensionally created by like-minded persons to achieve set objectives. A theory is an abstract thought but based on principles verifiable by experiment or observation. Scott notes that administrative theory "emphasized management functions and attempted to generate broad administrative principles that would serve as guidelines for the rationalization of organizational activities" p. 36. Henri Fayol believes
Miles, R. (1975) Theories of Management: Implications for Organisational Behaviour and Development. McGraw-Hill, New York.
Compare and contrast the management theories of Frederick Taylor, Henri Fayol, Elton Mayo and Douglas McGregor. In what sense(s) are these theories similar and/or compatible? In what sense(s) are these theories dissimilar and/or incompatible? How would a contingency theorist reconcile the points of dissimilarity and/or incompatibility between these approaches?
There are several theories that examine an organization and it’s approach to managing work in an effort to develop efficiency and increase production. Two classical approaches to management are Taylor’s scientific management theory and Weber's bureaucratic management theory. Both men are considered pioneers of in the study of management.
Over recent years companies have become less dependent on paper and more dependent on technology. Take American Honda Motors for example; the Davenport Parts facility recently converted computer systems to more efficiently manage its inventory. Prior to its new system months of preparation was needed in order to ensure a smooth change over. Without the four basic functions of management all working together success would not have been possible.
the study of time and action; b) the management on assignment; c) the theory of organization. (8)Taylor’s theory created a revolution in the subject of management because it was the first scientific method in field of management science. (1)After that, management became a truly scientific knowledge and it expanded and modified by later generations. Therefore, Taylor is “known as the father of scientific management”. (2) Taylor put forward a perspective which was “study the character, the nature and the performance of each workman” and moreover, to “train and help and teach this workman”. (3) In the following paragraphs, will exploring the relevant and irrelevant hypotaxis between Scientific Management and organizations.
Successfully running a business or organization requires mastering the four primary functions of managing. The four functions of management are planning, organization, leading and controlling. I manage a flourishing online shoe store (www.myhoodjapan.com), and each of these functions is important to my stores success. This paper will define the functions, and will explain how each relates to my Organization.
There are three well-established theories of classical management: Taylor?s Theory of Scientific Management, Fayol?s Administrative Theory, Weber?s Theory of Bureaucracy. Although these schools, or theories, developed historical sequence, later ideas have not replaced earlier ones. Instead, each new school has tended to complement or coexist with previous ones.
Hawthorne Studies have been subjected to many criticisms. Yet, the evolvement of many of the management theories today would not have come about without the experiments done by Elton Mayo. This essay will cover the various aspects of management that has been refined through the findings of the tests conducted and how improvements were made to aid in the development of organisational behaviour. It will also discuss the various studies and will show how these theories implement Hawthorne studies as the foundation and the basis of the human relations movement. It will also investigate the criticisms that arise within it.
Kinicki, A., & Williams, B. K. (2011). Management: A practical introduction (5th ed.). New York, NY: McGraw-Hill Irwin.
Managers nowadays do not actually do what a manager really should do back in the eighties. Changes that occurred in the new economy, the increasing use of technology in business, and the effects of globalisation towards business world have led management into a whole new dimension. New managers are expected to be able to manage on an international scale, act strategically, utilize technology, establish values, and of course, act responsibly as well. (Crainer, 1998) Henry Mintzberg once asked, "What do managers do?" After conducting his research based on a study of five CEOs, he concluded that managerial work involves interpersonal role, decisional role and informational role. And the fact is that, managers get things done through other people. Therefore, managers are required to possess certain skills and competencies which allow them to play these roles effectively and efficiently throughout the four functions of management. (Mintzberg, 1998)
...h practical and theoretical perspectives on the topic, After analysing various management perspectives and researches conducted on the topic it is concluded that an organization is as a body made up of different functional parts. And like any body, it also has to have all its part working efficiently in order for the body to function normally, Human resource is the main centre which controls the basic catalyst responsible for the operations of an organization, which are the people working in it, an organization has to show care to its employees. It has to give respect to them, and this is where the idea of industrial relations plays a key role as it contains the techniques of making the relationship between workforce and management strong, keeping in check that all employees are satisfied, no one has any grievances with the organization and all are treated fairly.