Management Theories and Principle: Module 1
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
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
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.