ManagementS
Follet's three principles of Management
1. Functions are specific task areas within organizations, should be allocated the appropriate degree of authority and responsibility 2. Responsibility is expressed in terms of an empirical duty: people should manage their responsibility on the basis of evidence and should integrate effectively with the functions of others. 3. Authority flows from an entitlement to exercise power, which is based upon legitimate authority.
Transformational leadership (2)
Emphasis is on achieving goals for the collective good of leaders and followers The goal of a transformational leader is to create a vision or a goal for the company, and work towards achieving it Raise the followers conciousness and transform it by appealing to their higher ideals and moral values rather than base emotions of fear, greed and hatred Following characteristics: A. Charasmatic Leaderhsip. B. A compelling vision, C. intellectual stimulation D. Individual consideration E Culture management
Transactional leadership (2)
Emphasis is on an exhange relationship between followers and leaders Transactional leaders rely on material resources to give incentive to their followers Objective is to create a bargain which helps the achievement of personal/individual goals Potential for dissent is present
Culture management at google
Emphasizing equality, playing down hierarchy- democratic atmosphere, few middle managers, senior management is hands on Informal relations are encouraged- dress down days, googleplex, outside area for sunbathing Team building- employees always work in teams, collaborative culture, always having collaborative discussions Selective recruitment- google use your CV against others, get current employees to discuss it, and see if you are a fit for google.
Aesthetic labour
Employee appearance has alwways been a concern for employers, but in the past managerial presence to shape this was absent
Aesthetic labour (2)
Employment of workers with desired corporeal dispositions. Employees use physical appearance as a source of competitive advantage. Physical attributes are reconfigured as "skills" intended to produce a "style" of service encounter- branding.
Hawthorne Experiments
Experiments done in the 1920's, wanted to see how changing the light would affect the workers productivity. When they made it brighter, the productivity increased. However, when it returned to normal and went darker, productivity was also increased. Workers felt like they were apart of something, felt important and they were interested. Caused an increase in productivity.
Legacy of human relations
In management, there has always been a hard and soft degree of management. Human Relations falls under the soft category and was less visible during the 1950's-1960's Become influential in the 1980's, when team work became more important
Transformational
Inspire change and motivation Set high standards Show charisma and vision Instils trust, pride, and respect Gives personal attention, considers individual, coaches Deals mainly with abstract and intangible concepts such as vision and change
Ethics in business
It is suggested that when asking a business to maximise it's profits and be socially responsible can create a conflict of interest. Stakeholder theory.
Leadership vs management (2)
Leader- Visionary Passionate Creative Inspiring Innovative Encouraging Manager- Rational Consulting Persistent Tough minded Analytical Structured
Critique of HRM
Loss of individualism and the establishment of a homogenous medeocrity HR practices are expensive and results are unclear Firms capacity to respond to changed conditions was reduced by emphasis of cohesion and loyalty
Understanding leadership
Many theorists credit transformational leadership with being more successful and contributing more than transactional. These ideas should be treated with care, and are not 100% accurate
Culture management (definition)
Most frequently the term used or a culture created by management and transmitted, marketed, sold or imposed on the rest of the organisation; with both internal and external images yet also including action and belief- the rites, rituals, stories and values which are offered to organizational members as part of the seductive process of achieving membership and gaining commmitment
Underlying themes of Scientific management
Separation of conception of work to it's execution. Managers defined as intelligent, workers as ignorant Workers were definied as being motivated only by wages Division of work into minute and regularised groups Notion of the one best way
Mary Parker Follett
She wanted to not just achieve productivity, but also social justice. She suggested Taylor's ideas were incomplete, she thought that taylors lone workers in a massive functional structure did not coincide with Americas Democracy. She wanted to democratize power, distinguish between power-with and power-over. Power is legitimate and inevitable.
Unethical behaviour
Systemic explanations- focus on short-term profits and shareholder value, Weak regulation, organizations with strong cultures, business culture demonstrated by pay levels of senior managers
Transactional vs transformational
Transactional- Secure incremental change, Effective in stable environments, reliant on hard power resources, Machiavellian skills (bully, buy, build, bargain, coalitions) Transformational- secure major change, effective in fluid environment, relies on soft resources, emotional IQ (manage relationships) , Communication (persuasive), Vision (attractive and appealing)
Bad manager
Uses practical experience as a reliable form of knowledge, derives authority from personal forcefulness
Can culture be managed?
Yes, but only in the advanced technology sectors such as google. Creating a home in a shitty company, it would not be as effective
CSR
businesses should have 4 responsibility types Economic- mandatory Legal- mandatory Ethical- "Should" Philanthropic- "Should"
Humans relations manager
collaborative, in control, a motivator, non-emotional but possesses socials skills needed for effective communication
Normative control
elicit&direct employee actions by controlling underlying experiences, thoughts and feelings that guide their actions;- shape hearts and minds Inside of employee is targeted, so outside force is not needed Employees internalise and behave in accordance with corporate culture, they identify and define themselves through the organisation
Amazon continued (SM)
Three taylorized jobs: Shelfers: Attached with sat-nav, sets out routes between shelves, says how fast things should be/are done, and measures if targets are met. Pickers- Use a handheld scanner, collects pick rate. Counts down and resets continually Packers- work on an assembly line, hourly targets set and achievements measured
Scientific management
managing a business via the the principles of efficiency derived from expirements in work and production. Also called taylorism
A new for of management control?
many argue that it is an alternative to control, those who are critical say it is has given new rise to forms of management such as normative regulations and concertative control.
Barnards 5 principles of management
1. Individual behaviour is always variable and can never be easily predicted 2. Individuals have a zone of indifference, in this zone they will receive orders in neutral terms with no questioning of authority. Managers should aim to extend these borders through material incetives, and with status, prestige and personal power. 3. Communication is absolutely central to decision making. Everyons hould know what the channels of communication are, and be able to aces. Lines of communication should be short. 4. Management's responsibility is to harness informal groupings and get them working for the org, not against. 5. Authority only exists insofar as the people willing to accept it
Mayo's 8 principles of management
1. Work should be seen as a group rather than an individual activity 2. Work is a central life interst for most people 3. The llack of attention to human relationships was a major flaw in most other management theories 4. In work, people find a sense of belonging to a social group and seek a need for recognition, satisfaction of which is vital for their productivity 5. When workers complain, it may be a manifestation of some more fundamental and psycholigcally located issue 6. Informal social groups at work have a profound influence on workers disposition and wellbeing 7. Management can foster collaboration within informal groups to create greated cohesion and unity at work, with positive organizational benefits 8. The workplace should be viewed as a social system made up of interdependent parts
Development of scientific management
20th centuries saw business organisations change from chaotic ad hoc factories, to rationalized well-ordered manufacturing setting Engineers played a prime role in the development of scientific management Frederick Taylor is the man credited with the most development
Human relation school
A focus on informal work group relations. Created by Elton Mayo, he believed that workers were not simple and solely driven by money, but that they are complex and need work group relations to be happy, and therefore working optimally
Bank Wiring room
A group of men were watched by "inconspicuous observer" Group relations were found to be important, and group systematically restricted output. Group cohesion was given priority over wage increase with group pressure being applied to keep the group norms Norm violators were subject to sanction from the group
Relay assembly room
A group of women with similar skills and were friendly with each other were selected. Observers in room were supposed to act like supervisors, and be friendly. Several variables were altered: Pay, rests, length of work day, different refreshments, no saturday work. No matter the change, productivity increased What happened was they became a team. Friendly supervision= inreased productivity
Virtue ethics
According to modern day management thinking, it is the manager who decides the ethics of the business. Managers are the ethical conscience of the business. Unethical leader: weak as both a moral person and a manager, acts immorally and promotes immoral behaviour. Ethically neutral leader- more self centred than people centred, more focused on profits than ethics Ethical leaders- moral people, honest, caring, promote ethical conduct onto followers. Weakness: ethics perceived as depending on heroic individuals
Aesthetic labour and management
Aesthetic labour is another form of management control, aesthetic labour can be understood as a set of soft skills, not connected to formal or technical knowledge, but to their personality, attitude, world view, etc.
A few words to describe a scientific manager
Authoritative, functional, rational, in-control, non-emotional, problem solver
Comparing Scientific Management and Human Relations
Both are interested in efficiency and increasing output, but view employee roles differently. (SM- overring humanity, HRM- harnessing human subjectivity) Both are concerned with employee behaviours, with the commercial concern being the impact of absenteeism, and level of productivity on profitability Both are involved in extending the reach of management to manage aspects of employees that were previously out of reach Both are strategies of organizational control, difference is a tactical one. Both emphasis notion of a managers right to manage Both expensive Human Relations was able to provide greater legitimation of management authority than scientific management. presented managers with a more subtle yet effective control
Burger king firewalking
Burger king takes employees out. It is said to improve their team work, a very strong team building activity. 80% said they felt the challenge was rewarding.
Transactional management-
Carry out all critical management functions Adhere to organizational policies, values and vision Strong on planning, budgeting and meeting schedules Intervenes when standards are not achieved Avoids difficult decisions and responsibilities
Aesthetic policies
Clothes policy- Uniform or wear current stock (to fit company image/brand or to show the stock) Physical apperance policies- grooming/make up, hygiene and tidiness, jewelry and tatoos Discipline and rewards- pep talks and away days
Aesthetic labour and culture management
Conformity to the brand image (creating a culture). Many employees are hired due to their knowledge of fashion, but once they are hired they are expected just fit in the with the company image. Employees are expected to BE the brand, to LIVE the brand.
What does culture management signal
Culture is a variable, once established in a "top down" manner, will ensure org success People management seen as vital, managing through culture allows employees to feel involved. Significant shift in maangement thinking, until now changing what employees think/feel never happened. Extension of management reach Makes control invisible, presents itself as a win-win for everyone Managing through culture means that those at the top are more like symbols than leaders Despite emphasis on employee autonomy, managers (as leaders) still make the major decisions
Leadership vs management
First distinction made in 1977, before then, Manager, Leader and Executive were used interchangeably. Management is said to be more controlling, coordinating, and directing and is more formal and scientific- connected to stability, structures, systems and bureaucracy Leadership is said to be more inspirational, supportive and visionary
Steve jobs
Former CEO of Apple, there are many stories of him humiliating executives and other staff, "His ideas were so bold and magnificent. They could suck the air from the room." He turned Apple from a company about to go bankrupt into the largest company in the world. Transformational leader.
Unethical behaviour- individualists
Greed, Psychology of leaders (narcissism) Dick Fuld refered to as "King Richard", he steamrolled all dissent, and always had the last word. Bad apple, Nick LLeeson Baring Bank
Charismatic Management
Have a motivating effect upon people Able to create grand visions about an idealised future Able to unify people Able to foster conditions of high trust
What did Mayo bring to management?
Highlight the important of collaboration and co-operation for productivity Mayo believed that this could only be brought about by elite managers who were trained in techniques of social organisation and control Differentiated between technical and social skills, both important Technical skills were defined as the capacity to manipulate physical objects and forces. Social skills were defined as being able to communicate effectively (ideas or feelings, in our out of groups), and the ability to receive communication A key social use was tempering the individual aims/desires of the worker, aligning them with the org's Human relations appealed to managers as it allowed them to ease employee satisfaction, without changing wages/power
Hitler problem (Tourish and Pinnington 2002:149)
If a leader secures sufficient power by adjusting the psyche of his or her followers, this power could easily be used for their own gain.
Principles of culture management
Often seeks to depict the company through family imagery Company as "home" Close, personal relationships are emphasized, individuals become "inextricably connected" to the company Promise of security- caring, parental management High degree of commitment required from employees Roles of employees increases, while central planning decreases
Service sector and Aesthetic labour
Organisations in the service sector are becoming more willing to intervene in employee appearance. The service is intangible, employees are part of the product, so must be attractive. Employee appearance has become an integral part of the economy. The appearance of employees can become part of the atmosphere of companies, as much as the music in the background.
Criticism of Scientific management
People are not machines- will have some kind of emotional response (human nature) Can achieve maximum output over 100 hours, but not over 500. Separating planning from doing the tasks stunts personal development
Lookism
Prejudice based on appearance. It is not illegal. Research indicates that people on the bottom 6th of unattractiveness earn significantly less. Obesity costs women twice as much as it does men. If someone is treated unfairly due to appearance, they must bring it up in terms of sex, religion, ethnicity, etc.
Operalisation of Aesthetic labour
Recruitment and selection policies- orgs only employ those who have the correct attitude and appearance. Employing "right" staff at point of entry, no training, selection is crucial
What makes a good manager (Scientific management)
Rosabeth Moss Kanter refers to as Masculine Ethic of Management: A tough minded approach to problems An analytical ability to plan Set aside emotional and personal considerations when completing the task A cognitive superiority in decision making
Principles of Scientific management
Scientific design of every aspect of every task Scientific recruitment (based purely on skills) Scientific training of workers CCooperatiog between management and workers to ensure that all work is done according to the science Equal division of work between management and workers, each side doing what they are most suited for
How is it done?
Selective recruitment of managers and employees Common frameworks, values and norms relating to the work, social relations and aims of the firm. (Slogans, mission statements, videos, away days) Emphasising equality and playing down hierarchy Team building is of central importance Large number of social activities are organized Employees perception and evaluation of the company is strongly influenced by senior management
Amazon example Taylorism
Tasks have been broken down into smaller sub groups Detailed processes of how a job is done "The Amazon Way", keep increasing productivity but not increasing pay Measured in seconds, fastest way to complete a job is encouraged Three strikes you're out, and time theft policies
Efficiency
Taylor believed that there was an efficiency epidemic, each group should do what they are best at Workers would be told how much of a product they had to produce, and would stick to that. Workers would very rarely go over the amount, as other workers would harass them as the company may see this new level of productivity as the norm
Task Idea
Taylor states that work is planned out by management one day in advance, and they will receive complete written instructions. Manager specifies what is to be done, and how it is to be done
Script
The performance of employees of aesthetic labour is often systematized and tightly scripted, Where to stand, how to approach customers, etc.
