15000 words for bussiness managements assignments
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leadership1.pptxWeek One
A Review of Management Theories
Leadership for SMEs
LD9616
Seyyedali Ziaei
Module Aims
Knowledge & Understanding:
MLO1 You will be able to critically review models and frameworks relating to leadership and the role of the leader within an SME context.
MLO2 Your appreciation of limitations in the extent to which reliable knowledge about the characteristics of effective leadership can be determined
Intellectual / Professional Skills & Abilities:
MLO3 Evidence of self-reflection in order to assess your potential as an effective leader within an SME context
2
Summary of Module Learning Outcomes
At the end of the module you will be able to:
Critically reflect on yourself as a leader
Critically analyse and evaluate leadership theory and processes within your own context
3
Module Structure
Personal learning
| Date | Lecture Topic | |
| Week One | introduction, evolution of management theories | |
| Week Two | Leadership theories | |
| Week Three | personality | |
| Week Four | self-awareness and self-disclosure | |
| Week Five | emotional intelligence, values and ethics | |
| Week Six | Teamwork and organisational structure | |
| Week Seven | organizational culture | |
| Week Eight | national culture | |
| Week Nine | diversity in organisations | |
| Week Ten | motivation | |
| Week Eleven | organisational change | |
| Week Twelve | review |
4
Management
Much has been written about the term ‘management’, however, there is no defined correct way to manage and writers and practitioners have been trying to determine the best way to manage since the 1800s.
Why was the 1800s so significant in the evolution of management?
10/9/2020
5
Evolution of Approaches to Management
How management theory has evolved
Tesone (2010)
Classical Management Models
2 key models have emerged under the classical management approach:
Rational Goal Models (Taylor; Gilbreth)
emphasis on rational analysis and measurement
clear direction seen as leading to productive outcomes
Internal Process Models (Weber; Fayol)
emphasis on defining responsibility, comprehensive documentation, and administrative processes
routinisation viewed to lead to stability
Frederick W. Taylor (1856-1915) Rational Goal Models
Systematised the whole work process for ‘maximum prosperity’ for employers and employees
Advocated 5 basic principles to help managers achieve greater control and predictability:
use scientific methods to determine ‘best way’ to do things
select the best person (physical and mental)
train, teach and develop employees according to prescribed methods
provide appropriate financial incentives
managers to own all planning and organisation of work
Max Weber (1864-1920) Internal Process Models
Weber at the forefront of development of theory of bureaucracy – which fostered routinisation
Associated with:
Rules and regulations - helps to maintain stability and coordination between top and middle management and employees
Impersonality - helps ensure fairness, rather than nepotism and favouritism
Division of labour between management and employees – specialised tasks making jobs easy to learn and to control
Hierarchical structure - vertical power structure helps control
Authority structure - the right to make decisions of varying importance at different levels
Rationality – ‘scientific’ to achieve organisation’s objectives
Division of Labour
Authority of Responsibility
Unity of Command
Line of Authority
Centralisation
Unity of Direction
Equity
Order
Initiative
Discipline
remuneration of Personnel
Stability of Tenure of Personnel
Subordination of Individual interests to Common Interest
Esprit de Corps
Henri Fayol (1841-1925)
General Theory of Business Administration
Human Relations Approach
Developed in response to worker alienation
Introduced notion that
‘happy workers made better workers’
and that workers needed to be involved in & not controlled by the work process
Founded on the theories of social psychology e.g. the importance of the individual and his/her relationship with others around him/her
Mary Parker Follett (1868-1933) Human Relations Approach
Social worker who graduated from Harvard University
Interest in small groups - how people work together and how group process becomes the vehicle for creativity in the work place
Advocated replacement of bureaucratic institutions with networks where individuals undertook self-analysis of their own problems and implemented their own solutions
Groups seen as intermediate institutions between solitary individuals and abstract society – cooperative action possible through institution of groups
Elton Mayo (1880-1949) Human Relations Approach
Professor at Harvard Business School who believed in the ‘human’ factor and its influence on productivity
His theories based on a series of experiments in the HAWTHORNE plant of the Western Electric Company
aimed at discovering the effect on output of changing defined factors in the physical environment
Mayo’s Contribution
Morale of workers can be affected by style of management
Satisfaction in the work place was highly dependent on informal social groups
Managers need to acquire social skills (not control skills) to maximise positive human relationships in the work environment eg. need to pay attention to aspects of human behaviour, that practitioners of scientific management had neglected
‘Social man’ beginning to replace ‘economic man’
Douglas McGregor Assumption…
Quantitative Management
Operations Research
Total Quality Management (TQM)
Management Information systems (MIS)
Management Science Theory
The Open-Systems View
Input
Conversion
Output
Synergy
Contingency Theory
Mechanistic and Organic Structures
Organisational Environment Theory
So what do these management theories tell us about the challenges of management today?
