Monday, April 1, 2019

Management and Organizational Theories: Pros and Cons

Management and organisational Theories Pros and ConsTask 1value the contributions, strengths and weaknesses of the followers three major schools of thought in watchfulness and physical compositional theories (E1 PC 1.1)AnswerClassical counselor hypothesisThe classical prudence surmise is a school of thought which counselling theorists delved into how to find the silk hat feasible way for employees to perform their duties.StrengthsCurrent management and organizational expression throw out provide many anformer(a)(prenominal) of its roots in the classical management possibility. One of the main advantages of the classical management theory was a method actingological analysis for how management should work remember. Management principles burn down be seen as a basis for the current management behavior today, such as intent as a male monarch of authority and responsibility. Coined in this periodIn addition, another advantage of the classical management theory is the focus on the division of labor. By dividing labor confinements would be faster and more efficiently, thereby increase productivity. Division of labor can be seen in many applications today, ranging from fast food restaurants, big production. In addition, the classical management theory also gave rise to an autocratic style of leadinghip, everyowing employees to take. Direction and command of their coach-and-fours chairCEOMANAGERSUPERVISOREMPLOYEESWEAKNESSESThe main weakness of the classical management theory arose from its tough, rigid structure. One of the main principles of the classical management theory is to increase productivity and efficiency however, achieving these goals often came at the expense of creativeness and human relations. Oftentimes, employers and theorists would focus on scientific, al well-nigh mechanical ways of increase productivity. For example, managers would use assembly line methods and project management theories that focused on efficient divis ion of tasks.Humanistic TheoryThe Humanistic Management marrow squash advocates a paradigm shift away from economistic views on market activities in the direction of a human-centred attitude. To move from criticism of the status quo towards voluminous discourse on alternatives we have developed a three stepped sexual climax offering guidance and a broadcaster for reflection on managerial ratiocinations as well as decision making routes. We understand humanistic management on the basis of three interrelated dimensions.STRENGTHSIts a holistic theory, so it looks the entire whole mortal. For example most other theories slenderize people to components, in order to treat disorders the humanist theory would carry that the answer lies from expression at the entire person.WeaknessesLack of empirical evidence, the self-help therapy mixed can teach narcissistic tendencies. The disadvantage of the humanist approach be rallys all too evident at a humanist funeral. thither is utterly no comfort in the words of the so called service, and absolutely no hope to the relatives and friends of the dead person of the resurrection which Jesus proved and of life afterward death.Referenceshttp// TheoryThe contingency school of management can be summarized as an it all awaits approach. The appropriate management actions and approaches depend on the situation. Managers with a contingency view use a whippy approach, draw on a variety of theories and puzzles, and evaluate many options as they solve problems.STRENGTHSLeader IdentificationFiedlers poseur gives organizations a rapid method to identify a particular group of the best. Potential drawing cards the theory includes a least-loved colleague scale, which helps identifies the management of human relations orientation and task orientation of potential leaders. Leaders with a task orientation ar best suited to groups in which they defined tasks wit h a high take aim of control and supervision. On the other hand, leaders can a human relationship orientation to use to get the stage business done their interpersonal skills and can deal with complex problems when taking decisions. FlexibilityThis theory has been numbered as a contingency model and is not intended to describe. All possible situations Because the model is to provide flexible enough to fit all kinds of groups leaders and group relationships. Only the results of example, the margin as a group has a leader with low human relations skills, Fiedlers model still gives management the ability to make an useful group with clearly defined roles and increasing the capa city of the leader to abide bys or provide information to punish their subordinates. normativeThis model provides managers create by adapting a add of variables. Instrument for effective groups According to Fiedlers contingency model, there is not just one oddball of successful leadership style, but eac h type of leader can thrive in the amend group sites. The model provides a number of factors may change management to improve efficiency. Group For example, according to Fiedlers theory but an impersonal task oriented leader can be effective in a group while the group is extremely structured and clearly defined roles. WeaknessLeader Position actor Position power is determined at the most basic take aim of rewards and punishments that the leader has officially at his or her disposal for either reward or punish members of the group based on performance. The more power the leader has, the more favorable the situation. Referenceshttp// Organizational StructuresSchoolorganizationalStructureCompany Organizational StructureThe sources of power, influence, and authority within current organizations, and explain their equal and effectuality on organizational structureSources are the full utilization of res ources in the management. Managers very well how to make use of the person to use and in what area it is perfect. Managers know the second person to lead the charge. Following the organization analyse and contrast the traditional and the current outlook of the following1) Delegation.There are delegates going into the meeting and represent the company in the other meetings that are held through with(predicate)out the world. The person who talks about the organization and the goals of the organization.2) corporation.There is the participation of managers and other employees and the old geezer. But in some organizations, the boss save participates in decision making.. 3) Decision-makingThe boss makes the decision after extension with all the managers and other employees. Boss gives the right to take part in some cases, the manager decisions. Identify and examine the principles for vertical and horizontal coordination in relation to their past and current relevance to management m etierDeterminants of arrest Management EffectivenessThere is a considerable amount of question conducted over the past 30 years that many conditions influence the effectiveness of Lemmas been. Identifies this research ordain be further described in the following pages, but can be summarized by the model in figure 3-2. This figure indicates that LEMA effectiveness measured by such organizational outcomes as quality , timeliness and cost of the risk by the residential di hard-and-fast is the most direct consequence of the man-to-man results and the schedule adopted and implemented changes . Results for the individual members of the LEMA and LEMC include stock satisfaction, organizational commitment, individual effort and attendance, and organizational citizenship behavior. The preparedness process includes staffing / equipment, organizational structure, team development environment, situational analysis and strategic choice.In turn, the planning process is determined by the take aim of community confine officers, news media and the public. The planning process is also influenced by risk experience, as measured by direct experience with adventures and vicarious experiences that reveal. Potential impact of in store(predicate) disasters Hazard experience also shows an indirect effect on the planning, through the effects on community support. It is important to recognize that although the model as shown in Figure 3-2 static, that is to say, the arrows starts on the left and finishes on the right side of the figure the actual process is dynamic, because success tends to be a self-amplifying process in which a produce increased take aims of indirect experience with disaster demands (through emergency training, drills and exercises) , community support , better staff and organization , and more emergency planning resources . High degree of individual and organizational outcomesHazard Exposure / Community VulnerabilityNumerous studies have shown the level of community adjustment happening is increased by the experience of disaster impact, especially catastrophic consequences. To the photo of the community to hazards easier to remember and more liable(predicate) to encourage. Frequent for action, recent and serious consequences In some cases, this leads to the development of a disaster subculture in which residents routine patterns of disaster behavior (Wenger, 1978) to determine. When disasters are rare, vast removed in time, or have had minimal disruptive impacts, vulnerability threat likely to elicit little attention households, organizations, or the community as a whole. However, the exposure of the community can be make by indirect experience gained by reading or tryout about experiences of other communities with disaster. Salient to environmental hazards These can be obtained through newspaper articles or television accounts or, most powerfully, through first-person accounts especially if they come from peers (Liddell, 19 94a) . For example, a local fire chief is most likely to be affected by the accounts of their experiences other fire chiefs, a city manager is most likely to be affected by another city manager, and so on .Hazard exposure can also be affected by salient cues such as the daily pile of the cooling towers of a nuclear power plant, the intricate maze of pipe up at a petrochemical plant, or the placards on railcars and trucks passing through town. teaching from hazard and vulnerability analyses can also have an effect on the community, but this pallid statistical information is likely to have slight of an effect than the vivid first-person accounts described above (Nesbit Ross, 1980). As provide be discussed in the next chapter, Risk Perception and Communication, the psychological impact of hazard/vulnerability analyses can be increased by linking data on hazard exposure to likely personal consequences.Task 2Compare the relevance and application of the indigence theories to workpla ce behavior in present-day organizations.Two content schools of thought1.)Physiological involve The most basic level in the hierarchy, the physiological of necessity, widely distributedly corresponds to the unlearned primary ineluctably discussed earlier. The subscribes of hunger, thirst, sleep, and sex are some examples. According to the theory, once these basic needs are satisfied, they no longer go.2.)Safety needs This second level of needs is roughly equivalent to the security need. Maslow stressed emotional as well as physical safety. The whole organism may become a safety-seeking mechanism.Two process schools of thought1.)Esteem needs The esteem level represents the higher(prenominal) needs of man. The need for power,Performance and the status can be considered as part of this level. Maslow carefully pointed out that the esteem level includes both self-respect and self-esteem of others.. 2) The need for self-actualization Maslow important contribution, he portrays this l evel as the solar apex of the lower, middle and higher human needs. People who update themselves become self-satisfied and have already realized their potential. Self-Actualization is closely related to the self-concepts. In fact, self-actualization is the motive of the perception of the reality of the individual self. Evaluate devil managerial approaches to motivation below for their distinctive contributions to management in organizations. (E1-PC 2.2). 1) Pay and performance at workManagers prepare only the grids and paid to the employee. Managers keep a strict eye on the employees how they work and how they perform.2) Quality of Work Life Programs.Managers only environment friendly and have a look at how their employees criterion of living. They only tell the job how to improve their work. Skills and communication skills examine the positive or negative implication of management style below in relation to management practice in organizations. (E1-PC 2.3)1.)Autocratic styleBo ss takes the decision without consulting with the other employees and managers whether the decision is right or wrong.2.)Participative styleBoss takes the decision with consulting with the other employees and managers whether the decision is right or wrong.Examine the job design for Marketing Manager below and answer the following questions.What are the motivational effects in terms of task characteristics and personal and work outcomes of the job design options?As a job manager i leave behind motivate the employees in order to achieve the goal and i will also consult the problems which are faced by the employees and how they can cut through it and what are the solutions. What are the implications of the job design options for management?If a job manager, it is my duty to hire and fire staff, because if after boss Im only looking after the company in the absence of the boss. Moreover, I should be the person in whose area he / she is a perfect fit. Evaluate the cordial influences on individual work effectiveness and motivation and their implications for group process and team workIf the employees are faced with a family problem wherefore it will obviously effect the performance of the employees work, and moreover it is my duty to motivate so that he can produce more results in the future worker and I have the solution for tell which is faced by him in the society. Problem Task 31. Describe the distinction betwixt management and leadership roles. leadership is setting a new direction or vision for a group that they follow, ie a leader is the spearhead for that new direction.Management controls or directs people / resources in a group according to principles or values that have already been established. 2. formulate the impact of management and leadership roles on organizational structureManagers need to fulfill many roles in an organization and how they deal with different situations will depend on their styles of management. A leadership style is a gener al method of leadership used by a manager. 3. Compare two different leadership styles and identifies and contrasts attributes and skills required for each style evaluate their strengths and weaknesses in terms of their significance for effective leadership in organizations.Comparison of Leadership Style IANZ 9735 Demonstrate knowledge of theory in relation to management in organization Page 1 of 11

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