Chapter 2

Objectives

• Explain the competing values framework

• Examine theories and perceptions of management

• Explain why it’s important to identify your personal theories about management and ob

• Relate to Theory X and Theory Y philosophies

Our personal theories determine what we see and

how we act

Competing Values Framework of Leadership

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Human Relations Open Systems

Internal Process Rational Goal

Competing Values Framework Roles

Open-Systems Model

Cooperative,

Team-Oriented Style

Quinn'sRoles.

The Positive and Negative Zones

Competing Values Model

• Greatest strength can be transformed into the greatest weakness

• Master managers analyze the situation and balance the competing values of different theories

Managerial Work:

Folklore - Managers are reflective, systematic planners.Fact - Their fast-paced activities are brief, varied, and discontinuous.

Folklore - Effective managers have no regular duties to perform.Fact - They perform regular duties in addition to handling exceptions.

Folklore - Senior managers need aggregated MIS information. Fact - Managers favor verbal media—phone calls and meetings.

Folklore - Management is becoming a science and profession.Fact -Managers’ programs are locked in their heads.

Managing on 3 Levels

• Through Information: – communicating by collecting and disseminating

information

• Through People – Leading - directing, coaching and inspiring individuals,

groups and units– Linking – networking and gate-keeping

• Through Action– Doing by being involved in projects, negotiations, etc.

Assumptions about Human Nature

Theory YTheory X

Want direction Responsible

Incapable of growth Enjoy growth and learning

Lazy Enjoy striving

Resist change Enjoy new experiences

Need close supervision

Capable of self-direction

Find various satisfactions in work

Work for money and status rewards