...HRM. The Harvard interpretation sees employees as resources. However, they are viewed as being fundamentally different from other resources - they cannot be managed in the same way. The stress is on people as human resources. The Harvard approach recognizes an element of mutuality in all businesses, a concept with parallels in Japanese people management, as we observed earlier. Employees are significant stakeholders in an organization. They have their own needs and concerns along with other groups such as shareholders and customers.' The Harvard Map or model outlines four HR policy areas: 1. Human resource flows - recruitment, selection, placement, promotion, appraisal and assessment, promtion, termination, etc. 2. Reward systems - pay systems, motivation, etc. 3. Employee influence - delegated levels of authority, responsibility, power 4. Work systems - definition/design of work and alignment of people....
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...What is the core argument of contingency theories of organizations? Discuss giving examples from at least one such theory. Evaluate the claims of this theory and assess its relevance for organizations today. Organizations operate in many different environments and it is vital to assess how they influence their structures. Effective and efficient organizing has become increasingly important in the modern world characterized by rapid changes. Contingency approaches emphasize that in order for organizations to succeed they must adopt a structure suitable for the environment in which they operate. There are many forms of contingency theory. In general, contingency theories are a class of behavioral theory that claim that there is no best way to organize a corporation and the organizational structure of the company. An organizational or leadership style that is effective in some situations may not be successful in others. Therefore, the best way of organizing the company, is contingent upon the internal and external situation of the company. External environments influence organizations in a varied number of ways. Critical external factors include, but are not limited to, the size of the organization, labor markets, availability and cost of capital, competitors, governmental laws and policies, managerial assumptions about employees, strategies, technologies used, etc. The main ideas of contingency theory are: * There is no universal or one best way to manage * The design of organizations...
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...organizations. The purpose of the study is to improve relationships in organizational context and therefore improve the process of achieving the organizational goals and objectives. Definition of organizational behavior “Actions and attitudes of individuals and groups toward one another and toward the organization as a whole, and its effect on the organization's functioning and performance.” Evolution of Management theory Behavioral science approach This Approach focuses on the psychological and sociological processes that influence the performance of workers. This approach focuses on the workers, not the job itself. The behavioral science was influenced to a large extent by the human relations movement, namely the Hawthorne experiments (e.g. influence of lightning on performance etc.) in the 1930s. Human relations approach The human relations approach evolved in the 1960s and included research from Herzberg, Maslow, and McGregor etc. They tried to find ways to motivate employees based on their needs. 1. McGregor X and Y theory McGregor stated the XY theory of management that says that there are two types of management approaches. A type Y manager sees people as individuals with intrinsic motivation to achieve the organizational goals. Therefore the job of the manager or leader is it to facilitate this motivation and to develop a working environment to nurture that motivation. A type X manager beliefs that people are lazy and work only if they are threatened by punishment...
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...Second model to be referred is Contingency Theory. Contingency theories are a class of behavioral theory that contend that there is no one best way of organizing / leading and that an organizational / leadership style that is effective in some situations may not be successful in others. In other words: The optimal organization / leadership style is contingent upon various internal and external constraints. These constraints may include: the size of the organization, how it adapts to its environment, differences among resources and operations activities, managerial assumptions about employees, strategies, technologies used, etc. Four important ideas of Contingency Theory are: 1. There is no universal or one best way to manage 2. The design of an organizations and its subsystems must 'fit' with the environment 3. Effective organizations not only have a proper 'fit' with the environment but also between its subsystems and 4. The needs of an organization are better satisfied when it is properly designed and the management style is appropriate both to the tasks undertaken and the nature of the work group. In contingency theory of leadership, the success of the leader is a function of various contingencies in the form of subordinate, task, and/or group variables. The effectiveness of a given pattern of leader behavior is contingent upon the demands imposed by the situation. These theories stress using different styles of leadership appropriate to the needs...
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...uNIVERSITY | Organization Theory Theoretical Research | Dr. Ian McDevitt- ECO 550 | | Bobby Sims | 6/22/2013 | | Introduction Organization Theories are the principles that provide foundations for businesses worldwide. These leadership theories exist to utilize and build organizational structure within the company. These theories have aided in the development of standards that leaders, followers, and managers attempt to achieve on a daily basis to exemplify the ideals of the company. After researching organization theories, I discovered that many companies display commonly used theories that fit their management model. The styles such as Classical Theory, Human Ecology, Contingency Theory, Resource Dependency, Organizational Economics, Institutional Theory, and the Network Theories. These theories have distinctly different concepts and I will explain those differences. Organization theories have provided many companies with the necessary tools to approach any situation and have a successful outcome. When organizations encounter complications, they can rest assure that there is a method that can be utilized to approach the situation positively and effectively. Leadership theories have many uses: training purposes, rational purposes, and even comforting purposes. These application of these theories are possible in any event and that is the reason why they are so useful. The first theory under discussion is the Organizational Theory. This theory characterizes technological...
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...1. What is the difference between a theory and a model? Answer: A leadership theory is a definition of some conditions of leadership. Theories have factual value because they are used to explain better, conclude, and control successful leadership. A leadership model is a sample for copying or used in a given position. All the contingency leadership theories having the leadership models. The leadership theory is the lengthy document that clarify the variables and leadership styles to be used in a given contingency situation. The leadership model is the small arbitrary of the theory to be used when choosing the proper leadership style for a given situation. 2. What contingency leadership variables are common to all of the theories? Answer: The contingency leadership variables used to describe the relevant leadership style are the leader, followers (employees), and situation. The leader element is positioned on personality traits, nature, and experience. The follower’s factor is pointed on effectiveness and motivation. The conditional factor is based on task, structure, and environment. A leader to be powerful, there must be a relevant fit between the leader’s nature and style and the followers and the situation. This leadership theory bid to explain the applicable leadership style positioned on the leader, followers (employees), and situation. 3. How does the global economy relate to contingency leadership? Answer: ...
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...CHAPTER 11 - LEADERSHIP AND TRUST LEARNING OUTCOMES After reading this chapter, students should be able to: 1. Define the term “leader” and explain the difference between managers and leaders. 2. Summarize the conclusions of trait theories of leadership. 3. Describe the Fiedler contingency model. 4. Summarize the path-goal model of leadership. 5. Explain situational leadership. 6. Identify the qualities that characterize charismatic leaders. 7. Describe the skills that visionary leaders exhibit. 8. Explain the four specific roles of effective team leaders. 9. Identify the five dimensions of trust. Opening Vignette SUMMARY Jack Hartnett, D.L. Rogers Corp., president, leads by combining ingredients from both the Stone Age and the New Age. Hartnett prides himself on knowing everything about his employees--both at work and at home. Is Hartnett's style intrusive? Yes! But neither he nor his employees consider it a problem. He believes that the more he knows about his workers, the more he can help them stay focused at work and happy at home. But if you think he's "Mr. Nice Guy," think again. Hartnett instructs his employees to "do it the way we tell you to do it." He's perfectly comfortable using the authority in his position to make rules and dish out punishments. Break one of his rules twice and he'll fire you. The managers who work for Hartnett are well compensated for meeting his demanding requirements. Does Hartnett seem inconsistent? Maybe. He believes...
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...Determining My Perfect Position As a valued and experienced employee in my expanding and growing organization, I was presented with the opportunity of determining a leadership position, where I can utilize my expertise and my knowledge of the vision and mission of the organization, daily operations and processes of almost every department and the qualities and values that I possess, and determine the best suitable position that benefits of such experience and qualities, as well as benefits the organization in whole and the department I will be working for. By knowing one’s qualities, ethics and capabilities this should enable this one to better define the responsibilities, challenges, strengths and weaknesses and the accurate leadership style that can be practiced in the best manner to benefit both the employee and the organization. So, by analyzing the Leadership and Team Skills self- assessments one can discover individual strengths and weakness that will assist in determining his or her leadership style, and abilities to lead others. Employee-oriented leaders are “described as emphasizing interpersonal relations; they took a personal interest in the needs of their employees and accepted individual differences among members. The production-oriented leaders, in contrast, tended to emphasize the technical or task aspects of the job” (Robbins & Judge, 2007 pg. 406) By taking a number of self-assessment tests provided by the University of Phoenix student’s portal, such as...
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...Sophal, Number: 44505 5. Mr. Nou Ratana, Number: 44502 Discussion Questions. 1. Apply contingency theory to the practice of job descriptions. How can contingency theory explain the current situation in which some organizations use job descriptions and others choose not to use them? 2. Which contingencies might affect the use of job description? Describe a specific situation that would be favorable for the use of job descriptions. Now describe another situation that would be unfavorable for the effective use of job descriptions. 3. Do you think job description support or hinder the goal of learning organization approach? Group Discussion 1. Contingency theory is a class of behavioral theory that claims that there is no best way to organize a corporation, to lead a company, or to make decisions. Instead, the optimal course of action is contingent (dependent) upon the internal and external situation. Several contingency approaches were developed concurrently in the late 1960s. They suggested that previous theories such as Weber's bureaucracy and Taylor's scientific management had failed because they neglected that management style and organizational structure were influenced by various aspects of the environment: the contingency . CONTINGENCY THEORY (STRUCTURAL) Contingency theory states that the most effective organizational characteristics are those that fit the contingency variables. For instance, specialization in an organization produces highest performance...
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...Chapter 5 Contingency Leadership Q1. What is the difference between a theory and a model? Leadership Theory is an explanation of some aspects of Leadership; it has practical value as it is used to better understand, predict and control successful Leadership. A Leadership Model is an example for emulation or use in a given situation. The Leadership Theory is the longer text that explains the variables and leadership styles to be used in a given contingency situation. The Leadership Model is the short summary of the theory to be used when selecting the appropriate leadership style for a given situation. Q2. What contingency leadership variables are common to all of the theories? Leader, followers and situation. Q3. How does the global economy relate to contingency leadership? Contingency Leadership is important in the global economy of today. Global companies realize that successful leadership styles can vary greatly from place to place. In Europe and some other parts of the world, managers have more cultural than technical variables to deal with as they encounter diverse value systems and religious backgrounds among employees. Employees in some countries prefer domineering, seld0centered, autocratic leadership style. More companies are now looking for graduates with an international openness and flexibility who can master the complexity of the global economy. Cross-cultural leadership is highly in demand. Q4. What are the two contingency leadership theory leadership...
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...How significant is the supply chain becoming in the development of an operations strategy “A supply chain is a network of facilities and distribution options that performs the functions of procurement of materials, transformation of these materials into intermediate and finished products, and the distribution of these finished products to customer (Ganeshan and Harrison, 1995) Supply functioned as the backbone of an organization to facilitate the programme/project implementation in an effective and efficient way. It also belongs to the functional level of the organization to provide “information on resources and capabilities” to support the management team in developing the operations strategy. (Quick MBA, 2010 Strategic management [Online]) As a supply person, I am going to take our internal financial and administrate management for Emergency SOP as an example to demonstrate that the supply chain collaboration will shape and influence the organization’s operational strategy in long run. Emergency response is one of our organization’s core commitments to provide essential supplies to the venerable children and women in emergency affected area, like clean water & sanitation supplies, essential health and nutrition aid, educational and sport kits ect… However it is hard for us to response in the after-emergency critical period due to the limitation of working with counterpart and rigid internal procurement process. After-emergency rehabilitation and development...
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...What is Management? The concept of management has acquired special significance in the present competitive and complex business world. Efficient and purposeful management is absolutely essential for the survival of a business unit. Management concept is comprehensive and covers all aspects of business. In simple words, management means utilising available resources in the best possible manner and also for achieving well defined objectives. It is a distinct and dynamic process involving use of different resources for achieving well defined objectives. The resources are: men, money, materials, machines, methods and markets. These are the six basic inputs in management process (six M's of management) and the output is in the form of achievement of objectives. It is the end result of inputs and is available through efficient management process. The term 'management' is used extensively in business. It is the core or life giving element in business. We expect that a business unit should be managed efficiently. This is precisely what is done in management. Management is essential for the conduct of business activity in an orderly manner. It is a vital function concerned with all aspects of working of an enterprise. Definitions of Management 1. According to George R. Terry, "Management is a distinct process consisting of planning, organising, actuating and controlling, performed to determine and accomplish stated objectives by the use of human beings and other resources"...
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...Organizational Behaviour Introduction: However, there are some critiques of the human relations Manager plays an important role in the business management such as controlling, leading, organizing and planning. (Mullins, 2007) Planning is a process that includes defining goals, establishing strategy, and developing plans to coordinate activities. Organizing is to determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. Leading is a function that includes motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts. Controlling is monitoring activities to ensure they are being accomplished as planned and correcting any significant deviations. (Sukamal, 2008) While organizational behavior is a systematic study of what people do in an organization (social system) and how that behavior affects the performance of the organization (its effectiveness and efficiency). (Mullins, 2007) Systematic study is looking at relationships, attempting to attribute causes and effects, and drawing conclusions based on scientific evidence. Not based on intuition. Intuition is a feeling not necessarily supported by research. (Mullins, 2007) So OB helps a manager do well in an organization and its effectiveness and efficiency of most organization. (Sukamal, 2008) Moreover, OB is a multidiscipline study. There are 3 main disciplines: psychology, sociology...
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...Management Theory and Practice PG Management Theory and practice applied in Apply [pic] Professor: Prepared by: Executive Summary Different management techniques are adopted by different managers in order to engage the employees and to make structure of the organization. For these purpose different theories has been proposed by different classical authors. Classical theories deal with the perception that only managers have authority to deal with the management and its structures. They have sole authority to implement all the planning in organization. This is a bureaucratic style of management. This theory was highly criticized by contemporary theory authors. These authors have led the management styles into new theories. Modern theory has dealt with the transformed management system. This system has not given authority only to managers, but employees are also allowed to give their recommendations and suggestions to the employees. While discussing about Apple, it is a huge successful organization in terms of its innovative product. But, there is a drawback in the management of Apple that it is only focusing upon the decisions of the managers. They are still adapting the old method of management of organization. That is the reason; its old method of management is highly being criticized. There is a need for Apple to bring change in its current organizational structure. The reason is that, if any organization does not accept...
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...F.W. Taylor contributed a number of principles and features of management thought that adhered to his new concept of approaching management thought scientifically. He was one of the founders of management thought theory and is considered the father of scientific management. His ideas were developed and used for decades after the concept was created. • Principles of scientific management. Taylor believed that scientific management consists of a philosophy that results in a combination of four main principles. The first principle suggests that management need to develop the best way to complete a job. It is the task of finding the best method for achieving the objectives of a given job. The second principle states that management must carry out a scientific selection of their workers and develop them through proper management. Thirdly, management must carry out a scientific approach. That is, a true science should be developed in all fields of work activity. The fourth and final principle states that there should be an elimination on conflicts between methods and men. Workers are likely to resist new methods and this can be avoided by using it as an opportunity to offer more wages. • Features of scientific management. Taylor put forward a huge number of features of scientific management. One was the introduction of the standard task which every worker is expected to complete within a day. This task should be calculated through scientific investigation and work study is essential...
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