leadership and administrative dynamics eckerd fall 2010
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Leadership and Administrative DynamicsEckerd Fall 2010
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AgendaMyers Briggs exercise
Read memos in class.Memo writing
• Bureaucracy• Scientific Management• Universal Management Principles• Classical Theories in modern organizations• Human Relations approaches• Human Resources Model• Open Systems• Contemporary Developments• Contingency Theories
Organization theories
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• Judging• Perceiving
• Thinking• Feeling
• Sensing• Information
• Introvert• Extrovert
Where do I get energy? How do I
take in information?
How do I organize my
world?
How do I make
decisions?
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• Judging• Perceiving
• Thinking• Feeling
• Sensing• Information
• Introvert• Extrovert
Work in groups or
Work alone
Facts or 30,000 feet in
the air
Solve the problem or
prefer processing
and flexibility
Business decision or
People decision
EXTREMES
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• Pre-Scientific Management (Pre-1800s)• Classical Management (1800-1930)
• Administrative Theory/Universalism (Henri Fayol)• Scientific Management (Federick Taylor, Frank and Lillian Gilbreth, Henry Gantt-“Gantt
Chart”)• Structuralist School (Max Weber-“bureaucracy”)
• Neoclassical Management and Organization Theory (1930-1960s)• Human Relations School (Human Relations/Hawthorne Experiments)• Behavioral School (Abraham Maslow, Douglas McGregor, Rensis Likert, Chris Argyris,
Frederick Herzberg, David McClelland)
Modern Management and Organization Theory (1960-2000s)Management Science (OM, MRP, JIT, CI, TQM)Systems Theory (Peter Senge)(Subsystems, Open/Closed)Contingency Theory (Open Systems Planning, Organizational Design, Leadership)
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CLASSICAL
• Context: factory work, under-educated workers. (assembly lines)
• People can be organized through measured steps to deliver the best outcome.
• Staff do not participate in decision making (to varying degrees).
• Hierarchical.• Informal peer leaders.• Routine jobs.• Division of labor.• Functional departments.• Hierarchical supervision.• Management by control.
• Administrative setting, well-educated professionals.
• People need to be challenged, work together, trust each other.
• Staff participates in decision making (to varying degrees).
• Flatter organizational structure• Formal teams.• Complex jobs.• Continuous learning.• Ecosystem is world-wide
MODERN
Theories compared
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CLASSICAL MANAGEMENT
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Early 20th Century thinking
Fayol
Weber
Taylor
Refined at the turn of the century, by Frederick Taylor (scientific management), Henri Fayol (principles and elements of management), and Max Weber (bureaucracy), this is the management philosophy that still dominates our organizational landscape.
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Bureaucracy and Max Weber (I864-1920)
Formalized, hierarchical, specialized with a clear functional division of labor and demarcation of jurisdiction, standardized, rule based, and impersonal.
Professional, full-time administrative staff with lifelong employment, organized careers, salaries, and pensions, appointed to office and rewarded on the basis of formal education, merit, and tenure.
Normative structure where government is founded on authority, that is, the belief in a legitimate, rational-legal political order.
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In 1847, a professor in political science at Heidelberg, Robert von Mohl, observed that:
"the privileged classes complained of loss of privileges, the commercial classes of interference in commerce, artisans of paperwork, scientists of ignorance,
statesmen of delay."
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Weber
Legal guarantees against arbitrariness
Recruitment based on merit
Social and Economic differences can be mitigated through the law
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Changes in human services decision making
Public administration is a “supermarket”
of services
Citizens/clients are “customers”
Flatter decision making, power
sharing internally and externally
Privatization
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What are rules?• Rules can assist with interpretation of ambiguous worlds.• Rules define the world.
• roles, rights, obligations, interests, values, worldviews, and memory
• Rules can mean change.• Rules can fulfill the “invisible veil” Principle.• Rules need flexibility and discretion.• Rules are not inflexible, people are • inflexible.
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Scientific Management
Taylor (1856-1915)•mass production• low cost, •acceptable quality•organizing large numbers of under-educated and/or non-English speaking immigrants•non-technical• rural workers for urban technical work.
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Fayol (1841-1925)
• Planning• Organizing• Staffing• Budgeting• Coordinating• Controlling
• Fayol considered the need for staff to participatein decision making.
What do managers do? What do companies do?Production, Selling/marketingFinanceSecurityAccountingManagement
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Fayol continued• 1. division of labor• 2. the establishment
of authority• 3. the enforcement of
discipline• 4. unified command,
one employee reports to only one supervisor
• 5. unity of direction• 6. subordination of
individual interests to the interest of the organization
• 7. fair salaries• 8. Centralized
authority• 9. Scalar hierarchy, in
which each employee is aware of his or her place and duties
• 10. a sense of order and purpose
• 11. Equity and fairness in dealings between staff and managers
• 12. stability of jobs and positions
• 13. development of individual initiative
• 14. esprit de corps
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HUMAN RELATIONS
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Mary Parker Follet (1868-1933)
Believed in the communities of creative practice and suggested that employees be considered an intrinsic part of the organization that allowed it to be more productive
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• Elton Mayo•Western Electric experiments
• Conclusions•Group activity, collaboration and the role of informal teams.•Social world of adults•Belonging•Complaining•Social demands
Human Relations Approaches
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BEHAVIORAL APPROACH
Abraham Maslow, Douglas McGregor, Rensis Likert, Chris Argyris, Frederick Herzberg, David McClelland
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McGregor Theory X and Theory Y
Buying a pair of hands Building people
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•Douglas McGregorHuman Resources Approach
Theory YTheory YTheory XTheory X
Work is NaturalWork is Natural
Self-Direction
Self-Direction
SeekResponsibility
SeekResponsibility
Good DecisionsWidely Dispersed
Good DecisionsWidely Dispersed
AvoidWork
AvoidWork
Must be Controlled
Must be Controlled
AvoidResponsibility
AvoidResponsibility
Seek SecuritySeek Security
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Chris Argyris – classical organization structures lead to immature, dependent staff
Assumptions (values)
Action
Actual Results
Results Gap
Desired Outcome
DO
UB
LE
LO
OP
SIN
GLE L
OO
P
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Argyris
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•Teams COMMUNICATE more than individuals operating alone. •Leadership is key element to implementing and sustaining a learning environment.•Leaders are responsible for promoting an atmosphere conducive to learning•CREATIVE TENSION - Represents difference between the “vision” of where the organization could be and the reality of the current organizational situation.
Open Systems Peter Senge
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Senge• Systems Theory is NOT a
prescriptive management theory• Attempts to widen lens
through which we examine and understand organizational behavior• The Learning Organization
• Synergy• Nonsummativity• Interdependence• Equifinality• Requisite Variety
• Emphasizes COMMUNICATION in the Learning Process
• Organizations cannot separate from their environment• Organizational teams or
subsystems cannot operate in isolation
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Professional Bureaucracies (hospitals, universities)
Community-Based Organizations (small non-profits)
Total Quality Management
The Excellence Movement (In Search of Excellence)
Business Process Reengineering
Contemporary Developments
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Taylor to TQMCustomer is always right
Upstream quality, not downstream fixing
Consistency in production
People work within systems not “how I think it is best to do it”
Continuous improvements of processes
Staff participate
Commitment from the top to the bottom
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BPR (downsizing)
•Addresses silo “thinking” between functions. •Eliminates what is not needed.
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Contingency Theory• There is no one best way to structure and
manage organizations.• Structure and management are contingent on
the nature of the environment in which the organization is situated.
• Argues for “finding the best communication structure under a given set of environmental circumstances.”
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Memos