Papers on Management Styles by xzv17862

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									Western Management Practices
         Module 1




    What Management Is
            Class Suggestions
You will be expected to share your experiences and ideas
with the class as a whole. We will learn from each other.
The only «bad» question is an unasked question.
Don’t feel uncomfortable asking questions - it’s how to
learn.
We certainly intend to ask you questions.
We will frequently ask you to read or work on a
hypothetical business situation. These we call «cases». We
will expect you to share your thoughts and ideas on the
cases with the class.
We may want you to discuss openly in the class issues
which you we have experienced at your enterprises and/or
clients. If this represents a problem, please, let us know.
              Agenda
Introductions
Syllabus
Definition of Management
Management Styles and Theories
Motivation
Managing Yourself
Management Activity
Conclusions
          Introductions
Name
Background
Something interesting about yourself
What do you hope to learn from our
classes?
              Syllabus
Feb. 24th – guest speaker, Charlotte
Siggins, a former city attorney from San
Francisco. Has provided strategic
planning for several NGOs.
March 3rd – guest speaker, Edwin Patout,
    What Management Is
What are some examples of bad
management?
What are some examples of good
management?
         What Management Is
Management is the process of getting activities
 completed efficiently and effectively with and
 through other people.

Management functions:
     Planning
     Organizing
     Staffing
     Directing
     Coordinating
     Reporting
     Budgeting
   (Gulick & Urwick 1937. Papers on the Science of
     Administration)
       What Management Is
Management roles:
  • Interpersonal roles - Figurehead, Leader, Liaison
  • Informational roles - Monitor, Disseminator,
    Spokesperson
  • Decisional roles - Entrepreneur, Disturbance
    handler, Resource allocator, Negotiator

  (Mintzberg 1973. The Nature of Managerial Work)
Management Styles and Theories:
 Authoritative vs. Participative
Soft-Skilled Management
     Managing by Coaching and Development (MBCD)
     Management by Consensus (MBC)
     Management by Interaction (MBI)
     Management by Walking Around (MBWA)
Hard-Skilled Management
     Management by Competitive Edge (MBCE)
     Management by Exception (MBE)
     Management by Objectives (MBO)
Managing Change
     Management by Matrices (MBM)
Management Styles and Theories

Managing Resources
     Management by Information Systems
      (MBIS)
Managing Leaders – “Real” Leading
Managing Expectations – Strategizing
Managing Complacency – Delegating
The Managerial Grid
            Motivation

Maslow’s Hierarchy of Needs
 Actualization
 Status (Esteem)

 Love/Belonging

 Safety

 Physiological
   Maslow’s Hierarchy of Needs
Maslow writes the following of self-actualizing
 people:
 They embrace the facts and realities of the
 world (including themselves) rather than
 denying or avoiding them.
 They are spontaneous in their ideas and
 actions.
 They are creative.
 They are interested in solving problems; this
 often includes the problems of others. Solving
 these problems is often a key focus in their
 lives.
  Maslow’s Hierarchy of Needs
  They feel a closeness to other people, and
  generally appreciate life.
  They have a system of morality that is fully
  internalized and independent of external
  authority.
  They judge others without prejudice, in a way
  that can be termed objective.
In short, self-actualization is reaching your fullest
  potential.
  Hertzberg’s Two Factor Theory
Motivation Factors Include (in order of importance):
 Achievement
 Recognition
 Work itself
 Responsibility
 Advancement
 Growth
  Hertzberg’s Two Factor Theory
Hygiene Factors include (in order of importance):
 Company policy and administration
 Supervision
 Relationship with supervisor
 Work conditions
 Salary
 Relationship with peers
 Relationship with subordinates
 Personal life
 Status
 Security
       Hertzberg Conditions
The combination of hygiene and motivation
  factors can result in four conditions.
  High Hygiene / High Motivation: The ideal
  situation where employees are highly motivated
  and have few complaints
  High Hygiene / Low Motivation: Employees
  have few complaints but are not highly
  motivated. "The job is a paycheck" situation
    Hertzberg Conditions
Low Hygiene / High Motivation:
Employees are motivated but have a lot of
complaints. A situation where the job is
exciting and challenging but salaries and
work conditions are inadequate.
Low Hygiene / Low Motivation: The
worst situation. Unmotivated employees
with lots of complaints.
       3 Management Suggestions
Hertzberg suggested three ways that
  Management should rearrange work so that
  motivator factors can take effect:
  Job Enlargement - Giving employee a wider
  range of tasks.
  Job Enrichment - Giving the employee greater
  responsibility and scope to make decisions.
  Job Rotation - Rotating the work in which
  employees carry out.
Job enrichment remains the key to designing
  work that motivates employees.
       Managing Yourself
Understanding yourself and others
Myers-Brigg Type Indicator – over 50 years of
Research and nearly 5 million respondents
http://www.keirsey.com/Ukrainian.html
E or I
S or N
T or F
J or P
4 Temperaments and MBTI
Keirsey’s four "Temperaments": SP - Artisan;
SJ - Guardian; NF - Idealist; and NT - Rational.

ISTJ Inspector           ESTP Promoter
ISFJ Protector           ESFP Performer
INFJ Counselor           ENFP Champion
INTJ Mastermind          ENTP Inventor
ISTP Crafter             ESTJ Supervisor
ISFP Composer            ESFJ Provider
INFP Healer              ENFJ Teacher
INTP Architect           ENTJ Field Marshal
     Management Activity
Build the strongest or tallest Tower
          Conclusions
Personal Management
Motivation of Others
Ability to Lead
What type of manager are you?
Are you a leader?
 Q&A

Questions?

								
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