NLM Leadership Styles and Leadership and Management Theories

Classical/scientific management theory (1900-1930)

"traditional management theory" oldest theory has 3 subfields of management

4 principles of scientific management

1. Rule of thumb - organizing work must be replaced with scientific methods 2. scientific personnel system must be established so that workers can be hired, trained, and promoted based on their technical competence and abilities 3. Workers should be able to view how they "fit" into the organization and how they contribute 4. Relationship between managers and workers should be cooperative and interdependent, and the work should be shared equally

Authoritarian leadership (autocratic)

Authoritarian leaders make decisions independently, with little or no input from the rest of the group. utilized when team members show little passion for their work

Primary leadership styles

Autocratic (Authoritarian), Democratic (Participative), And Laissez-faire

3 Subfields of Classical management theory Wren, 1979, Daft and Marcic, 2001

Bureaucratic Scientific Administrative

Max Weber (1864-1920)

Bureaucratic Functions/ The Theory of Bureaucracy need for strictly defined hierarchy governed by clearly defined regulations and lines of authority

Gantt chart

Charting system for production scheduling Used to monitor the progress of activities

Theory

Coherent group of assumptions put forth to explain the relationship between two or more observable facts and to provide sound basis for predicting future events.

Fayol's 14 Principles of Management

Division of work Authority Discipline Unity of command Unity of direction Subordination of individual interests to the general interests Remuneration Centralization Scalar chain Order Equity Stability of tenure of personnel Initiative Esprit de Corps

Human relations theory

Emphasis on the training of the employees to improve work changing working conditions, changes that result to paying attention to the employees and making them feel valued

Chris Argyris 1964

Employee Participation believed that if self-esteem and independence needs are not met, employees will become discouraged and troublesome managerial domination causes workers to become discouraged and passive

Participative leadership (democratic)

Encourage group members to participate, but leaders retain the final say in the decision-making process. most effective used if employees demonstrate a willingness to learn and are enthusiastic about what they are doing

Scientific Management synthesis

F. W. Taylor's scientific management and the Gilbreths who refined Taylor's analysis of work movements and made many contributions to time-and-motion study.

Frederick Winslow Taylor

Father of scientific management Used scientific method to define the "one best way" for a job to be done/accomplish

Key concepts of systems theory

Flow Feedback

Contingency management theory

Fred Fiedler theorist behind there's a set of leadership traits handy for every kind of situation, a leader must be flexible enough to adapt to the changing environment no one management approach works for every organization.

Leadership theories

Great Man Theory/ Trait theory (1900- 1940) Behavioral theories (940-1980) Situational theory and Contingency Leadership theory Interactional Leadership 1970-presennt Transactional and Transformational Leadership

Elton Mayo (1927 and 1932)

Hawthorne effect Human Behavior in Work Situation employees would work harder if they believed management was concerned about their welfare and supervisors paid special attention to them

Behavioral theories of leadership

Lewin (1951) and White and Lippitt (1960) - authoritarian - democratic - laissez-faire

Henry Fayol

Management functions theory Identified 14 principles that constitute good management

Human or Behavioral management synthesis

Mary Parker Follett who serves as the "mother of thought," and the Hawthorne Studies. Organizational environment theory covers the open system view and the contingency theory. Personality traits, values, attitudes, moods, emotions, and culture all play a big part in management and organizational goals

Administrative management synthesis

Max Weber's theory of bureaucracy and Fayol's principles of management.

Mary Parker Follett (1926)

Participative Management participative decision making Human beings grew through their relationships with others Group ethic rather than individualism MANAGEMENT-is a social process that consisted primarily of motivating individuals and group to work towards a common end

Leadership styles

Primary Leadership Styles (Lewin,1951) Situational Leadership Contingency Leadership

Trait theories

Qualities, or traits, that distinguish a leader from a non leader are Intelligence, Initiative, Excellent interpersonal skills, High self-esteem, Creativity, and Willingness to take risk. "leaders are born not made"

Henry L. Gantt

Scientific Mgmt, Gantt Charts for Scheduling

Luther Gulick 1937

Seven Activities of Management Expanded the 4 management into seven activities of management POSDCORB: P-planning O- organizing S-staffing D-directing C- controlling CO-ordination R-recording B-budgeting

Leadership

The process of influencing and supporting others to work enthusiastically toward achieving objectives

Douglas McGregor (1960)

Theory X & Theory Y reinforced these ideas managerial attitudes about employees (and, hence, how managers treat those employees) can be directly correlated with employee satisfaction.

Systems theory

View of the organization as a unified, directed system of interrelated parts. having inputs, processes, outputs and outcomes. Systems share feedback among each of these four aspects of the systems Businesses consist of multiple components that must work in harmony for the larger system to function optimally employees are the most important components

Bureaucratic management theory (subfield)

a system that relies on rules, a set hierarchy , a clear vision of labor, and detailed rules and procedures superior-subordinate communication transmitted from top to bottom via a clear chain of command

Contemporary (Contingency and System Approach)

asserts that when managers make decisions, they must take into account all aspects of the current situation and act on those aspects that are key to the situation at hand.

Contingency theory of leadership

asserts that when managers make decisions, they must take into account all aspects of the current situation and act on those aspects that are key to the situation at hand.

Transactional leadership theory

base leadership on a system of rewards and punishments best understood as the occurrence of mutually satisfying transactions among leaders & followers

Flow

components such as information, material, and energy that enter and leave a system

Management theories

concepts surrounding recommended management strategies, which may include tools such as frameworks and guidelines that can be implemented in modern organization

Human Relational/Behavioral management 1930-1970

efficiency depends on human relations between workers and managers and among the workers

Closed systems

insensitive to environmental deviations, is self contained and isolated from the environment

Management style

is how managers exercised their authority to get work done and successfully accomplished the objectives should be dependent on just how well one could persistently motivate his team members

Great Man Theory

leaders are simply born with the necessary internal characteristics such as charisma, confidence, intelligence, and social. suggest that people cannot really learn how to become strong leaders.

Transformational theory

leaders motivate and inspire; leaders are focused on the performance of the group, want every person to fulfill their potential;

Laissez-faire leadership

leaders offer little or no guidance to group members and leave the decision-making up to group members. absence of formal leadership

Theory X

managers believe that their employees, need constant supervision and direction, and are indifferent to organizational needs for large organizations may rely on to keep everyone focused on meeting organizational goals

Theory Y

managers believe that their workers enjoy their work, are selfmotivated, and are willing to work hard to meet personal and organizational goals for Smaller businesses, where employees are part of the decision-making process and where creativity is encouraged

Administrative Management theory (subfield)

need for POSDCORB focus is management and principles of an organization applicable in any setting

Situational theory of leadership

no single leadership style is best Most effective leaders: adapt their style to the situation and look at cues such as the type of task, the nature of the group, and other factors that might contribute to getting the job done.

Feedback

part of system control in which the results are returned to the individual, allowing work procedures to be analyzed and corrected

Hawthorne Experiments

prove that the right people in the right teams leads to higher productivity

Leadership style

refers to a leader's characteristic behaviors when directing, motivating, guiding, and managing groups of people.

Open systems

responsive to changes in the environment exchange information, energy, or resources with their environments

Scientific management theory (subfield)

sought to determine scientifically the best methods for performing any task, and for selecting, training, and motivating workers focus is one the goals & productivity There is a focus on training the workers to work more efficiently and performance incentives are used.

Frank B. and Lillian M. Gilbreth

time and motion study Fatigue and motion studies - upgrade performance, reduce fatigue, raise worker morale Aim of scientific management: to help workers reach full potential as human beings