Management Theories and Principle Module 1
Flawed Advice and the Management Trap- The author, Chris Argyris, states that there are two models in management. Model I is the flawed model, as its behaviors are based on protecting oneself and/a group. The management style appears to be spontaneous, it’s actually well prepared. According to the text performance reviews given under this model will likely have the appraiser sugar-coat or ease into the negatives while quickly following it up with a positive in order to save the recipients feelings. Under Model II there is a cooperative collaboration that encourages sharing of ideas for the benefit of the company. This model forces individuals to accept all participants as equals. In relation to reviews you can expect direct and specific information that will likely lead to a discussion about the recipients understanding of the basis for the reviewed information. The author states that the Model I structure is the flawed model because of protectionism and that Model II is not flawed because it ensures the advice adopted has been analyzed (Pierce and Newstrom 11-15). The Practice of Management- The author, Peter Ducker, shares his theory that everything starts at the management level. Management is the company’s scarcest and most expensive resource so everything should start there. It is management’s responsibility to create customers and to organize the firm’s resources to achieve the operation’s goals, with customer satisfaction as the primary. Under this idea managers are the brain or nucleus of operation, they must be proactive and based in both the present and future. Manager’s objectives should be measurable, clear and specific and understand that “profit is not the purpose of business but rather the test of validity.” At all levels, it is management’s responsibility to challenge and stimulate employees both for future management positions and for self-development (Pierce and Newstrom 20-24). Out of the Crisis- Deming has been a sort of Renaissance Man. He changed the Japanese nation and his theories have had a very positive impact on companies that have embraced his ideas. However there are two big problems companies will face while trying to implement his managerial theory. One, his ideas are not the American way. Beginning with the elimination of fear brought down to employees by management. He states that managers should be leaders that help their employees do their best. Also that statistical information should be used more as a tool to monitor the system then as a measurement for worker performance and/or quotas. Also, when you eliminate quotas you give employees the opportunity to take pride in their work and because of the pride they take the quality of the product will improve. Deming also believes that you should develop long-term relationships with supplier as a way to help reduce cost; by producing a consistent product. The second problem that a company will face while trying to implement Deming’s theory, according to the text it can take up to 10 years to fully adopt to his model (Pierce and Newstrom 25-29). The Human Side of Enterprise- The author, Douglas McGregor, introduces two theories; Theory X and Theory Y. Theory X workers are taught to do the job and that is what is expected of them. In Theory Y employees may develop their own methods with guidance, they are free to explore and be self-disciplined without being monitored or forced. The Human Side of Enterprise forces the reader to evaluate themselves, their styles and their own personal assumption of human nature. Theory X is believing that without you (management) there guarding and mentoring the employees the work will not get done. As you believe they are essentially there for one reason for security outside of the workplace in the form of salary, vacation, insurance, etc. Under Theory Y the hands off approach in letting the employee know the task and then have them figure...
References: Pierce, Jon L. and John W. Newstrom. “The Manager’s Bookshelf: A Mosaic of Contemporary Views.” Flawed Advice and the Management Trap. Argyris, Chris. 9th ed. Boston: Prentice Hall, 2011. 11-15. Print.
Pierce, Jon L. and John W. Newstrom. “The Manager’s Bookshelf: A Mosaic of Contemporary Views.” The Practice of Management. Drucker, Peter. 9th ed. Boston: Prentice Hall, 2011. 20-24. Print.
Pierce, Jon L. and John W. Newstrom. “The Manager’s Bookshelf: A Mosaic of Contemporary Views.” Out of the Crisis. Deming, W. Edwards. 9th ed. Boston: Prentice Hall, 2011. 25-29. Print.
Pierce, Jon L. and John W. Newstrom. “The Manager’s Bookshelf: A Mosaic of Contemporary Views.” The Human Side of Enterprise. McGregor, Douglas. 9th ed. Boston: Prentice Hall, 2011. 30-36. Print.
Pierce, Jon L. and John W. Newstrom. “The Manager’s Bookshelf: A Mosaic of Contemporary Views.” Maslow on Management. Maslow, Abraham H. 9th ed. Boston: Prentice Hall, 2011. 37-38. Print.
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