MICRO MANAGEMENT. Week 1 Introduction and Contrasting Management Approaches. 1. The four principles of Scientific Management (by Frederick Taylor)

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1 MICRO MANAGEMENT Week 1 Intrductin and Cntrasting Management Appraches 1. The fur principles f Scientific Management (by Frederick Taylr) Jb Design: Managers shuld design jbs efficiently, specifying precisely every element f the jb setting ne best way t d the jb. (standardisatin f tasks) Human Resurce Management Managers shuld select, train, teach and develp emplyees Perfrmance Management Managers are respnsible fr ensuring all wrk is dne accrding t specificatins wrkers are paid accrding t utput. Develpment f Management Prfessin Divisin f labur shuld be based n expertise. Managerial authrity ver wrkers shuld be based n scientific impartiality (fair mindedness). The Hawthrne studies Originally lked at the impact f wrking envirnment n prductivity. Then researchers began t ntice a number f imprtant scial factrs that impacted prductivity. Findings include: Despite the islating effects f standardisatin and the increasing technical divisin f labr, wrk remains a grup activity. As a result f their need fr recgnitin, security and sense f belnging, wrkers will gravitate tward infrmal grups, whether frmal wrk rganisatin reflects this r nt. An infrmal grup exercises a strng frm f scial cntrl ver the wrk habits and attitudes f its members. Managers shuld recgnise the impact f these infrmal grups in exerting an influence n prductivity (peer pressure) (e.g., chiselers and ratebusters ). Organisatins shuld seek t ensure a gd fit between infrmal grups and frmal wrk structures. 2. Eltn May s Human Relatins thery. One f the main cnsideratins f OB is the quality f the emplyee s wrking life. Imprtantly, scial aspects f wrk have a majr impact n a persn s quality f wrking life.

2 Often infrmal scial netwrks d nt align with frmal rganisatinal structures, which can lead t serius prblems OB has becme increasingly interested in the nrms, values, and scial mres that influence behaviur. The rise f the Crprate Culture Mvement. The rise f TEAMWORK as an attempt t imprve quality f wrk life AND align frmal rganisatinal structures with infrmal scial structures. Week 2 Teams and Leadership A. What Happens when Peple Gather in Grups? (i) Why is Teamwrk Imprtant / Advantages f Teamwrk: It is mre prductive (the creatin f SYNERGY) Bttm up apprach Team leads and manage themselves It imprves team members quality f wrking life (teams are mre prductive then individuals) Members can keep tabs n each ther It imprves an rganisatin s prblem slving capabilities (makes rganisatin mre effective; increases POV and slutins fr prblems) Mre efficient because peple can take the initiative n what t d. Wrking in grups is a mre natural frm f rganisatin Grups can satisfy imprant needs (sial affiliatin, recgnitin, etc.) Grups can create a scial setting where we can exert influence n thers. (gd r bad, e.g. bribery) (ii) Grup Dynamics Is when tw r mre peple acting independently t achieve a cmmn bjective. The strength f the interactin within the grup depends n: Cmmn bjective Strength f the bjective Nature / cntext it takes palce Business, religin, etc. Temaprement / scial skills f the grup memers

3 (iii) Discipline in Grups Backgrund,etc. Grups can be tw types: Frmal: intentinally created by rganisatins t achieve an bjective set by the cmpany. Infrmal: can emerge spntaneusly and reflect the cmmn interest f their members. Their gals may n e alligned with the rganisatin (subversins) We need t make sure bth grups bjective is aligned with the purpse f the rganisatin. Hw grup membership influences behaviur: Cnduct + Values + Identity + Influence = Discipline Cnduct: internal includes self-cntrl t cntrl thers and urselves Values: Is what we hld imprtant (why d we try t influence thers? This is because we are pursuing a set f behavir that is cnsistent with ur values. Identity: the kind f things we value shws what kind f persn we are. Thrugh scial interactins with thers, we acquire beliefs, attitudes, values and characteristics. Wh we assciate with has a cruicial impact n ur sense f identity. Influence: we try t influence thers t agree with ur beliefs Discipline: a frm f practive, a way f ding things gverning ur behavir and the behavir f thers. B. Why a Team isn t just a Grup f Peple? (i) Grup is tw r mre individuals wh are interdependent in their accmplishments and may r may nt wrk in the same department. A Team wrks tgether and shares in the utcme, while a grup is mre independent f each ther. The Dynamics f Team Develpment Teams are dynamic, they frm and disband. Team develpment is hw a diverse grup f peple cme tgether t estblish a cmmn purpse. Disciplinary affects hw the team develp (hw they interact and hw they set their values and cmmn purpse) Hw memberes teach values and nrms t new team members. (ii) In teamwrk there is tw generic ypes f team activities: Task: is when the team is fcuses / is wrking at the task at hand Maintenance: when the team is wrking n itself: buiding cmmn purpse, building task t make sure the team is an effective team. (iii) Tuckman s five stages f grup develpment GROUP DEVELOPMENT THEORIES: 1. Tuckman s Five Stage Mdel:

4 Tuckman s grup develpment mde argues that teams need t g thrugh a number f necessary and inevitable phases in rder fr the team t grw, t face up t challenges, t tackle prblems, t find slutins, t plan wrk, and t deliver results. Frming: Members get t knw each ther and seek t establish grund rules Strming: Members starts t resist cntrl by grup leaders and shw hstility (disagreeent). Nrming: members wrk tgether, develping clse relatinships and feelings f camaraderie. this s the stage when team develps a cmmn puprse and a sesnse f chesin (unity). Agree n rles Perfrming: Grup members wrk tward getting their jbs dne. Adjurning: Grups disband, either after meeting their gals r because members leave. These stages can als be seen as an uphill transitin frm independece, t interdependece, and return t independece. Or a transitin frm I t We 2. Gersick s Punctuated Equilibrium Mdel Gersick s Punctuated equilibrium mdel f grup develpment prpses that if grups have a specific deadline fr a prblem-slving task, they may fllw a different develpment sequence. It states that time pressure affects grup develpment and perfrmance. This mdel is used when there is nt enugh time t g thrugh Tuckman s mdel. Gersick s grup develpment mdel is divided int three phases: Phase 1 - Critical first meeting: a framewrk f behaviural patterns and assumptins thrugh which a grup appraches its prject emerges in its first meeting, and the grup stays with that framewrk thrugh the first half f its life. Teams may shw little visible prgress during this time because members may be unable t perceive a use fr the infrmatin they are generating until they revise the initial framewrk. Midpint transitin: At their calendar midpints, grups experience transitinsparadigmatic shifts in their appraches t their wrk, enabling them t capitalize n the gradual learning they have dne and make significant advances. This transitin may cnslidate previusly acquired infrmatin r even mark a cmpletely new apprach, but it crystallizes the grup s activities fr Phase 2 Phase 2 - Rush t task cmpletin/deadline: fr better r wrse, decisins and appraches adpted at the midpint get played ut in Phase 2. At cmpletin, when a team makes a final effrt t satisfy utside expectatins, it experiences the psitive and negative cnsequences f past chices. 3. Barry s Dsitributed Leadership Thery The mdel states that leadership qualities are unlikely t be fund in ne persn, and must be shared thrughut the team. There can be multiple leaders assuming a cmplementary leadership rle. Different kinds f teams require different kinds f leadership at different times. Barry suggests that there are fur main leadership rles required fr a self-managed team t functin efficiently and effectively:

5 Envisining: creates strng visin f the purpse f the team (task and maintenance). Organising: structured view f the situatins, such as details, deadlines (task and maintenance). Spanning: netwrk and gathering infrmatin (task and maintenance). Scial: cnflict reslutin, surfacing prblems (maintenance). Extra Thery: Limitatins t Teamwrk / Cnsequences f Chesiveness: Grupthink: mde f thinking in which the desire fr harmny r cnfrmity in the grup results in an irratinal r dysfunctinal decisin-making utcme; Scial Lafing: tendency t withhld physical r intellectual effrt when perfrming a grup task. It tends t be uncnscius and can have demtivating effects n the rest f the team; Free Riding: peple lwer their effrt t get a free ride at the expense f their fellw grup members. It tends deliberate.