MGTS1301 Self Reflection
MGTS1301 Introduction to Management
Reflection Task
Section 1: Reflection on the Connection between Management Theory and Practice
Throughout studying this course, it has become evident to me that there is a fundamental connection between management theory and practice, both of which are imperative to any businesses success. The management theories studied can be clearly applied to real-world situations, as shown in the case studies, demonstrating the four functions of management – planning, organising, controlling and leading.
One of the theories which resonated with me was humanistic perspectives and, in particular, human resources perspective. This theory, which suggested that jobs should be designed to meet higher level needs by allowing workers to use their full potential, was evident in almost every case study. Due to its flexible and open nature, this method of management allowed companies, such as Google, to maintain interest in worker participation and to design jobs so that tasks allow workers to use their full potential. An example of this was prominent throughout the case study on Google, with the Human Resources Perspective directly tying to the “20% Time” program, allowing Google employees the equivalent of one-day-a-week on their own, researching individually selected projects that the company funds and supports. This is just one example of many featured throughout the ten case studies, demonstrating the importance of the Human Resources Perspective and its link with real-life practice and success. Another theory which is exemplified within each case study is that relating to sources of power. The majority of case studies show evidence of personal power, which, through either expert or referent power, has the impact of commitment from employees. This theory is particularly dominant in the case study entitled Two Leaders: The Commander and the Principal, and is demonstrated by both the commander, Matthew Richardson, and the
Reflection Task
Section 1: Reflection on the Connection between Management Theory and Practice
Throughout studying this course, it has become evident to me that there is a fundamental connection between management theory and practice, both of which are imperative to any businesses success. The management theories studied can be clearly applied to real-world situations, as shown in the case studies, demonstrating the four functions of management – planning, organising, controlling and leading.
One of the theories which resonated with me was humanistic perspectives and, in particular, human resources perspective. This theory, which suggested that jobs should be designed to meet higher level needs by allowing workers to use their full potential, was evident in almost every case study. Due to its flexible and open nature, this method of management allowed companies, such as Google, to maintain interest in worker participation and to design jobs so that tasks allow workers to use their full potential. An example of this was prominent throughout the case study on Google, with the Human Resources Perspective directly tying to the “20% Time” program, allowing Google employees the equivalent of one-day-a-week on their own, researching individually selected projects that the company funds and supports. This is just one example of many featured throughout the ten case studies, demonstrating the importance of the Human Resources Perspective and its link with real-life practice and success. Another theory which is exemplified within each case study is that relating to sources of power. The majority of case studies show evidence of personal power, which, through either expert or referent power, has the impact of commitment from employees. This theory is particularly dominant in the case study entitled Two Leaders: The Commander and the Principal, and is demonstrated by both the commander, Matthew Richardson, and the