Management and Organizational Ideas: Positives and Cons

Task 1

Evaluate the efforts, advantages and weaknesses of the next three major universities of thought in management and organizational ideas: (E1 - Personal computer 1. 1)

Answer:

Classical management theory:

The classical management theory is a school of thought which management theorists delved into where to find the best possible method for employees to perform their tasks.

  • Strengths:

Current management and organizational structure can provide a lot of its origins in the classical management theory. Among the main features of the traditional management theory was a methodology for how management should work remember. Management ideas is seen as a basis for the current management action today, such as use as a electric power of specialist and responsibility. Coined in this period

In addition, another advantage of the traditional management theory is the give attention to the division of labor. By dividing labor responsibilities would be faster and better, thereby increasing output. Division of labor can be seen in many applications today, which range from fast food restaurants, big development. In addition, the classical management theory also offered rise to an autocratic style of authority, allowing employees to use. Direction and command line with their managers

  • PRESIDENT
  • CEO
  • MANAGER
  • SUPERVISOR
  • EMPLOYEES

WEAKNESSES:

The main weakness of the traditional management theory arose from its challenging, rigid structure. Among the main principles of the traditional management theory is to increase output and efficiency; however, reaching these goals often emerged at the expense of imagination and human relations. Oftentimes, employers and theorists would focus on scientific, almost mechanised ways of increasing productivity. For instance, professionals would use set up series methods and project management ideas that focused on efficient division of duties.

Humanistic Theory:

The Humanistic Management Middle advocates a paradigm shift away from economistic views on market activities in the direction of a humanistic attitude. To go from criticism of the status quo towards considerable discourse on alternatives we've developed a three stepped procedure offering instruction and a broadcaster for representation on managerial decisions as well as decision making routes. We understand humanistic management on the basis of three interrelated measurements.

  • STRENGTHS:

It's a alternative theory, so that it looks the whole whole person. For example most other ideas reduce visitors to 'components', in order to take care of disorders; the humanist theory would declare that the answer lies from taking a look at the entire person.

  • Weaknesses:

Lack of empirical evidence, the self-help therapy involved can show narcissistic tendencies. The downside of the 'humanist' strategy becomes all too apparent at a 'humanist' funeral. There is no comfort in what of the 'so called' service, and absolutely no hope to the relatives and friends of the useless person of the resurrection which Jesus turned out and of life after death.

References:

http://uk. answers. yahoo. com/question/index?qid=20080406145409AA9vMr9

Contingency Theory:

The contingency college of management can be summarized as an "it all depends" approach. The correct management actions and approaches be based upon the situation. Professionals with a contingency view use a flexible approach, get on a number of theories and experiences, and evaluate many choices as they solve problems.

  • STRENGTHS:

Leader Id:

Fiedler's model offers organizations a rapid method to identify a specific group of the best. Potential market leaders the theory includes a least-loved colleague level, which helps identifies the management of real human relations orientation and job orientation of potential leaders. Leaders with a task orientation are suitable to groups in which they defined tasks with a higher level of control and supervision. On the other hand, market leaders can a romance orientation to utilize to complete the job their interpersonal skills and can deal with complex problems when taking decisions. Flexibility:

This theory has been designed as a contingency model and it is not designed to explain. All possible situations Because the model is to provide flexible enough to match all types of groups leaders and group associations. Only the results of example, the margin as an organization has a innovator with low human relationships skills, Fiedler's model still provides management the capability to make a powerful group with plainly defined functions and increasing the capacity of the leader to rewards or provide information to punish their subordinates. Prescriptive:

This model provides managers create by adapting a number of variables. Tool for effective categories Relating to Fiedler's contingency model, there is certainly not only one type of successful command style, but each kind of leader can prosper in the right group sites. The model offers a amount of factors may change management to improve efficiency. Group For instance, corresponding to Fiedler's theory but an impersonal process oriented innovator can succeed in an organization as the group is highly organised and clearly defined roles. Weakness:

Leader Position electricity: Position vitality is determined at the most basic degree of rewards and punishments that the first choice has officially at his / her disposal for either reward or punish customers of the group based on performance. A lot more power the first choice has, the greater favorable the situation. References:

http://smallbusiness. chron. com/advantages-fiedlers-contingency-model-18368. html

Different Organizational Constructions:

SchoolorganizationalStructure:

Company Organizational Structure:

The resources of power, impact, and expert within present-day organizations, and clarify their impact and effectiveness on organizational composition:

Sources will be the full usage of resources in the management. Managers perfectly how to use the person to utilize and in what area it is perfect. Managers know the next person to lead the fee. Following organization

Compare and contrast the traditional and the existing outlook of the following
1) Delegation.

There are delegates entering the meeting and represent the company in the other meetings that are organised across the world. The person who talks about the business and the goals of the business.

2) Contribution:.

There is the involvement of managers and other employees and the supervisor. However in some organizations, the supervisor only participates in decision making.

. 3) Decision-making

The boss makes your choice after consultation with all the managers and other employees. Boss gives the directly to take part in some conditions, the director decisions. Identify and take a look at the guidelines for vertical and horizontal coordination with regards to their history and current relevance to management efficiency:

Determinants of Disaster Management Effectiveness

There is a great deal of research conducted within the last 30 years that lots of conditions influence the potency of Lemmas been. Identifies this research will be further explained in the following web pages, but can be summarized by the model in Shape 3-2. This shape implies that LEMA efficiency assessed by such organizational effects as quality, timeliness and cost of the risk by the city - is the most immediate consequence of the individual results and the routine adopted and carried out changes. Results for the average person participants of the LEMA and LEMC include job satisfaction, organizational commitment, individual effort and attendance, and organizational citizenship behavior. The look process includes staffing / equipment, organizational structure, team development environment, situational examination and tactical choice.

In turn, the look process is determined by the amount of community support officials, news media and the general public. The look process is also affected by risk experience, as measured by immediate experience with disasters and vicarious encounters that reveal. Potential impact of future disasters Hazard experience also shows an indirect influence on the planning, through the effects on community support. It is important to recognize that although model as shown in Body 3-2 static, in other words, the arrows starts on the left and finishes on the right part of the number - the actual process is strong, because success tends to be a self-amplifying process in which a produce increased levels of indirect experience with disaster demands (through crisis training, drills and exercises), community support, better personnel and organization, and even more emergency planning resources. High amount of individual and organizational outcomes

Hazard Coverage / Community Vulnerability

Numerous studies have shown the level of community adjustment risk is increased by the knowledge of catastrophe impact, especially catastrophic repercussions. To the vulnerability of the community to hazards much easier to remember and much more likely to encourage. Regular to use it, recent and serious repercussions In some cases, this causes the development of a tragedy subculture in which residents routine patterns of disaster action (Wenger, 1978) to determine. When disasters are exceptional, long removed in time, or have had minimal disruptive impacts, vulnerability threat likely to elicit little attention homeowners, organizations, or the city as a whole. However, the coverage of the city can be produced №№by indirect experience gained by reading or hearing about activities of other communities ' with catastrophe. Salient to environmental dangers These can be acquired through newspapers articles or television accounts or, most powerfully, through first-person accounts - especially if they result from peers (Liddell, 1994a). For instance, a local fireplace chief is most likely to be afflicted by the accounts of the experiences other flame chiefs, a city supervisor is most probably to be affected by another city director, and so on.

Hazard exposure can be affected by salient cues including the daily perception of the air conditioning towers of your nuclear power place, the elaborate maze of piping at a petrochemical flower, or the placards on railcars and trucks transferring through town. Information from hazard and vulnerability analyses can likewise have an effect on the city, but this pallid statistical information will probably have less of an impact than the stunning first-person accounts detailed above (Nesbit & Ross, 1980). As will be discussed in the next chapter, Risk Conception and Communication, the internal impact of risk/vulnerability analyses can be increased by linking data on threat contact with likely personal implications.

Task 2

Compare the relevance and application of the drive theories to workplace tendencies in present-day organizations.

Two content schools of thought:

1. )Physiological needs: The standard level in the hierarchy, the physiological needs, generally corresponds to the unlearned most important needs discussed previously. The needs of hunger, thirst, rest, and sex are a few examples. According to the theory, once these basic needs are satisfied, they no longer motivate.

2. )Basic safety needs: This second level of needs is approximately equal to the security need. Maslow pressured emotional as well as physical security. The whole organism could become a safety-seeking mechanism.

Two process universities of thought:

1. )Esteem needs: The esteem level signifies the higher needs of man. The need for ability,

Performance and the status can be considered within 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 level as the top of the lower, middle and higher real human needs. People who update themselves become complacent and also have already understood their probable. Self-Actualization is tightly related to the self-concepts. In fact, self-actualization is the desire of the conception of the truth of the average person home. Evaluate two managerial approaches to motivation below for their distinctive efforts to management in organizations. (E1-PC 2. 2)

. 1) Pay and performance at work:

Managers prepare only the grids and paid to the worker. Managers keep a strict attention on the employees how they work and exactly how they perform.

2) Quality of Work Life Programs:.

Managers only environment friendly and have a glance at how their employee's quality lifestyle. They only tell the work how to boost their work. Skills and communication skills take a look at the positive or negative implication of management style below in relation to management practice in organizations. (E1-PC 2. 3)

1. )Autocratic style:

Boss takes your choice without consulting with the other employees and managers if the decision is right or incorrect.

2. )Participative style:

Boss takes your choice with consulting with the other employees and professionals whether the decision is right or wrong.

Examine the work design for Marketing Director below and answer the next questions.

What are the motivational effects in terms of activity characteristics and personal and work final results of the work design options?

As employment manager i will encourage the employees to be able to achieve the goal and i am going to also consult the problems which are encountered by the employees and how they can beat it and what are the alternatives.

What are the implications of the job design options for management?

If a job manager, it is my responsibility to employ and fire staff, because if after employer I'm only caring for the business in the absence of the boss. In addition, I should be the person in whose area they is a perfect fit. Evaluate the social influences on individual work effectiveness and determination and their implications for group working and team work:

If the employees are faced with a family group problem then it'll obviously impact the performance of the employee's work, and moreover it is my responsibility to motivate so that he can produce more results in the foreseeable future worker and I've the perfect solution is for tell which is encountered by him in the population. Problem Task 3

1. Describe the differentiation between management and authority roles.

Leadership is preparing a new course or vision for an organization that they follow, ie: a innovator is the spearhead for the new course.

Management control buttons or directs people / resources in an organization according to key points or principles №№that have been completely established. 2. Describe the impact of management and authority functions on organizational structure

Managers need to fulfill many roles within an organization and how they deal with different situations will depend on their varieties of management. A control style is a general method of control used by a administrator. 3. Compare two different leadership styles and recognizes and contrasts features and skills required for every single style evaluate their advantages and weaknesses in conditions of their value for effective leadership in organizations.

Comparison of Authority Style

Leadership style

Differences

Similarities

Attributes

Skills

Strengths

Weaknesses

Visionary

leadership

An organization composition is designed to clarify
  • who is to do what tasks
  • who is accountable for what results
  • remove obstructions to performance caused by misunderstandings and uncertainty of assignment
  • furnish decision making and communication systems that reflect and support organization objectives

Action-oriented leadership

This type of framework occurs when the organization is assemble around the main products or services.

Specialization by location divides the organization geographically usually relating to location of customers.

Democratic Leadership

Boss needs decision with the consulting the professionals and employees.

Goal focused leadership

People's behaviour are shaped just as much by the org in which they are by their pre-existing personality variables

Executive

leadership

More than one critical orientation to the company operations

Oriented toward end results

Pinpoints responsibility

Specialized knowledge is extensively shared but developed within the practical group

IANZ | 9735| Demonstrate knowledge of theory with regards to management in organization Page 1 of 11

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