Management Theories

Topics: Management, Leadership, Decision making Pages: 9 (1804 words) Published: November 17, 2014

Management Theories
Rigo Plascencia
Southern Illinois University Carbondale

AVM 300 Introduction to Aviation Management
Fall 2014
Mt. San Antonio College
Assignment #2

Throughout time, several theorists have composed different management theories and leader styles. Theory Z, Management by Objectives, Force-Field Analysis, Autocratic and Democratic Leaders are the four particular management theories to be examined. Scholarly journals and business articles have contributed to describing management theories and leadership styles. The analysis of management theories provides assistance to the study of management.

Management Theories and Leadership Styles
The comprehension of management theories and leadership styles are essential for students to learn about management ideas and applications. Theory Z, Management by Objectives, Force-Field Analysis, Autocratic and Democratic Leaders are four theories that can be applied to any industry and can be functional for a wide range of management circumstances. Thorough review and recognition of management theories and leadership styles help enable an assistive approach to studying management and how their practices are applied in various businesses. The highly respected theorists responsible for composing the management theories that have formed the foundation for management ideas and applications practiced today include: William Ouchi, Peter Drucker and Kurt Lewin.

Businesses that lack genuine interest in their employees may consequently be deprived of opportunities for growth and success. There can be arguments or theories that suggest otherwise, like the oppositional view of Theory A that believes in a hierarchy business where employees have limited freedom as mentioned in Daft (2008) (Daft, 2008). Unable to have any input in the company’s decision making process and instilling insignificance on employees’ state are examples of Theory A’s management concept. Instead, William Ouchi’s Theory Z serves as an advocate for employees’ freedom and emphasizes on the importance of an employee’s role in any industry’s success. Daft (2008) notes that Mr. Ouchi’s Theory Z highlights the core value of individuals, quality and output as the foundation for a business that adopts the concept of a social organization management style (Daft, 2008). Working together as an interconnected corporation that share a common interest in the company’s prosperity is the principal that drives Theory Z. Forming a sense of trust between managers and employees within a Theory Z organization allows individuals to develop a sincere concern for the company’s best interest. Daft (2008) points out the elements of Theory Z: length of employment, decision-making, individual’s responsibility, evaluation and promotion, type of control, career path and scope of concern (Daft, 2008). Having long-term employees helps the company cultivate a better understanding of each other’s goals and builds a sense of commitment to the company. Improving efficiency and quality are two positive outcomes from making harmonious decisions. Responsibility is imposed on all individuals according to Theory Z because of harmonious decision-making. Evaluation and promotions have a set timeline in order for all individuals to grow within in the company in unison. Better managerial control can be exercised by using experience-based judgment as oppose to detailed written statute based judgments. Multirole experienced managers as oppose to singular role managers are ideal for a Theory Z organization because they can establish better relationships with their employees by being able to have relative experiences. Theory Z also suggests that an employee who feels secure and confident will be more productive and successful within the company. A company must take into consideration these elements if it plans to achieve a Theory Z organization. Daft (2008)...

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