Mhm 501 Management and Organizational Behaviors
In: Other Topics
Mhm 501 Management and Organizational BehaviorsTouro University International
Management and Organizational Behaviors
Dr. Mihaela Tanasescu
21 April 2008
After carefully reading through the Module background material, and this article, please answer (in at least 3 pages), the following questions:
1. Identify at least two different management theories
2. From each of these these theories, pick out two "universal" management principles/skills that you believe are and should be implemented in any current high level management role.
1) Management Theories: Bureaucracy and Administrative
a) Bureaucracy- as the most logical and rational structure for large organizations, are founded on legal or rational authority based on law, procedures and rules. Positional authority of a superior over a subordinate comes from a legal authority. Charismatic authority stems from the personal qualities of an individual (Allen, 1998) Max Weber postulated that western civilization was shifting from “wertrational” (value oriented) thinking, affective action (action derived from emotions), and traditional action (action derived from past precedent to “zweckational” (technocratic) thinking. Weber believed that civilization was changing to seek technically optimal results at the expense of emotional or humanistic content (Kerns, D.) Efficiency in bureaucracies comes from: (1) clearly defined and specialized functions; (2) use of legal authority; (3) hierarchical form; (4) written rules and procedures; (5) technically trained bureaucrats; (6) appointments to positions based on technical expertise; (7) promotions based on competence; (8) clearly defined career paths (Allen, 1998)
b) Administrative- emphasizes the manager and the functions of management. Henri Fayol, known as the Father of Modern Management, was a French industrialist who developed a framework for studying management, His five functions of managers were plan, organize, command, coordinate, and control. His fourteen...