Organizational Theory, Design, and Change - Example

MANAGEMENT THEORY Student’s Name: Instructor’s Name: Course Code: Date of Submission: Introduction Management theory comprises all the aspect and theories applied in the management of an organization. Through effective management of the theory of management, an organization can be able to gain competitive advantage and also improve the way operations should be conducted. There are many organizations which have performed well in the market due to their management theories (Lutans 2011). This theory aims at improving the operations of the organizations and also minimizes input and maximizes output. In this paper, I will discuss the Taylors scientific management principles, the contingency theory, various needs of managers, organizational commitment, role of management, organizational management, management skills and the leadership theory. 1.0 Taylor's principles of Scientific Management Charles Taylor a scientist came up with principles of management. The following are the principles he developed. The first principle is to use common sense to develop ways of achieving tasks better. This is the principle that gives an employee an opportunity to be creative and determining better ways of accomplishing their tasks (Lutans 2011). This helps to improve the performance of an organization through better services and products. It also aims to reduce the overall cost of production by conducting tasks through better ways. The second principle is that instead of assigning any kind of task to any employee, the tasks should be assigned according to their capability and the extent of motivation (Lutans 2011). In order to increase the efficiency of the employees, there should be training to equip the employees with skills so that they can complete their tasks with ease. The third step is to monitor the performance of the employees. The employees should be monitored so that it could be known how they are conducting their operations. This encourages them to apply better and effective ways of achieving their tasks (Lutans 2011). Finally, the last principle is allocation of tasks between the employees and the managers. This will enable them to spend some time to plan and improve the skills of the employees (Lutans 2011). Through training the tasks will be conducted efficiently In order to apply the above principles in the class registration process, the workers should be given an opportunity to determine better ways of improving the registration process. For instance, they should develop electronic registration to ease the process (Morgan 2007). On applying the second principle, the employees should be assigned jobs to where they have experience so that they can work better. They should also be motivated to improve their service delivery. The whole process of registration should be monitored. This will help to keep the employees in track. This will be done by looking at the daily reports and weekly reports. Finally, there should be clear distinction between the roles of the managers and the employees (Morgan 2007). The managers should develop training programs for the employees to improve their skills thus accomplish their tasks better. 2.0 Contingency theory This is a theory that explains there is no best way to accomplish tasks, organize the organization and direct the company in making decisions. It further explains that contingent is based on both external and internal factors like technology level, suppliers and customers as well as competitors (Holt et al 2003). This theory faulted other theories such as Weber’s theory and Charles Taylor’s scientific management. The reason is that they do not take into consideration the management style and also the structure of the organization. Organic structures are organizational structures which are flexible and take into consideration the external environment (Maltby et al 2007). Organic structures are most applicable in various situations. In the first place, it can be applicable where there is least hierarchy in the management and also least specialization functions. This is because the organization structure ranks employees at equal level thus it is best applicable in low hierarchy organizations. It is also best applied where there is change in the external environment. This is because the organic structure has flexible and has no rigid procedures thus can easily change the organizations to adapt the changing environment (Jones 2010). The structure can also be applied where the environment demands that there should be teamwork in the organization so as to improve the quality of services and products offered. Organic structure largely depends on cooperation and teamwork so that it can be successfully implemented. The employees’ ideas are taken into consideration and thus it can be successful when there is teamwork in an organization. 3.0 Managers’ control points of view Locus refers to the points of view that managers can control events in an organization. There are two types of locus which are internal and external. Internal locus control belief that management entirely depends on their internal actions while the managers with external locus point of view, understand that their actions are greatly influenced by external factors (Scott et al 2007). The following are the advantages and disadvantages of internal locus control; First, it helps the manager to actively improve on the situation. This is because the manager beliefs it’s his or her actions that lead to success or failure thus will work hard to improve the situation. It also enables the managers to apply factors that can lead to positive outcome in the future (Scott et al 2007). This is because the manager is internally motivated and understands himself or herself better thus can develop factors which can create a positive outcome. On the other hand, there are also disadvantages on an internal locus control. The first one is that sometimes events can happen randomly and out of the manager’s control. This can worsen the situation and the manager may not be able to control the events (Scott et al 2007). It may also be seen as arrogance by other stakeholders. This is because the manager beliefs in his or her intelligence not considering the external issues. Finally, internal locus control does not reflect the competency of the manager. On the other hand, the advantages of external locus include it can enable the manager to let go off the situation if it cannot be controlled. This enables the manager to concentrate on other issues and also reduces stress (Scott et al 2007). In addition, external locus takes into account the opinions of other managers or stakeholders leading to better control. The disadvantages are that the manager may not work hard to improve on the situation because he or she beliefs that the situation is influenced by the external factors. 4.0 McClelland’s theory McClelland came up with a theory of needs that managers should possess. The three needs of the managers include achievement, power and affiliation. These needs promote motivation. There are those managers who are motivated through achievements. They may prefer work which is not too difficult and prefer to get feedback on their achievement (Tolbert et al 2009). The advantage of this need is that it encourages the manager to work better and improve the performance. The disadvantage is that it may discourage other employees who were also involved in the achievement but are not recognized. There are also those who are motivated through affiliation. These managers are motivated when there is good relationship with other stakeholders. They feel good when they can be accepted in different groups or teams. The advantage is that it promotes teamwork spirit in the organization thus improving the performance of the organization (Tolbert et al 2009). The disadvantage is that it is difficult to make good managers from these groups because they wonder much about the feelings of all people thus limiting in taking actions. Lastly, there is motivation through power. This is the extent to which the manager can influence other employees. The top management should have high power to influence those at lower ranks and as a result they will be motivated (Tolbert et al 2009). The advantage of this need is that it promotes discipline and also enables people to enjoy working and can be used to achieve group goals. The disadvantage of this need is that when one person wins, the other one must loose thus affects the motivation of those who loose. 5.0 Organizational commitment Organizational commitment is the attachment of an employee towards an organization. It is more especially emphasized from the manager point in that the manager tries to find alternative ways of accomplishing tasks which are more effective. A committed manager tries to motivate the employees and also encourage them to be committed in the organization (Daft 2007). There is high and low organizational commitment. High commitment is when an employee is actively involved in the operations of the company while low organizational commitment is when the employee is less attached to the operations of the organization. A committed manager develops a citizenship behavior within the organization. This is becouse the manager is satisfied with his or her job thus will do anything to ensure the organization excels. Therefore through organizational commitment, a manager will develop a positive attitude towards his or her tasks (Daft 2007). In addition, high organizational commitment will lead to continues commitment to the operations of the company. The manager will be doing best by applying best skills available to improve the operations of the organization. On the other hand low organizational commitment can lead to can change the way the manager acts. For instance through low commitment, the manager can skip some of the duties assigned to him or her (Daft 2007). This is because the manager does not give the operations of the organization priority rather personal interests come first. The organizational performance will be greatly affected through low organizational commitment. 6.0 Management roles The management of any organization plays a great role. Discussed below are some of the functions of the organizational management; First it helps to implement the vision of the organization. It does this by developing strategies that will help in implementing the vision statement of the organization. It is also responsible for facilitating change (Eisenhardt & Graebner 2007). It is responsible for identifying the areas that need change and determine the best way to implement the change as well as the outcomes. They also have the responsibility of mentoring the junior employees. They identify various talents among the employees and improve on them through training program. They also conduct performance appraisals and encourage the employees to work hard by rewarding them (Eisenhardt & Graebner 2007). They also gather information which helps them to manage the organization effectively. For instance assessing what the competitors are doing and come up with better ideas than them so as to gain competitive advantage. They also have the responsibility of ensuring good communication within the organization. The information to be communicated should be done at the most appropriate time so that it can reach the employees in the right manner (Eisenhardt & Graebner 2007). Finally, management is responsible for building good relationship among the stakeholders of the company. The management should develop an environment of trust among the stakeholders so that there will be good communication. 7.0 Management and Organization Management as a resource is of great importance to the organization. Without management, other resources will not be coordinated effectively. It is the responsibility of the management as a resource to ensure all other resources are allocated effectively (Hitt 2005). Without management resource, the organizational cycles will not be complete thus there will be no vision and mission statements and they will not be implemented. Therefore management is a resource that should not be ignore as it is the most valuable resource that guides all other resources. Management is the process of planning, organizing the organization and setting the objectives of the organization and setting the strategies which will help in the accomplishment of the objectives of the organization (Hitt 2005). It coordinates all the functions of the organization so that they can be systematic so as to achieve the set goals. Without the management the goals will not be achieved. An organization is a group of people who collectively work together towards achieving a particular goal. An organization comprises of both people as human resources, financial resources, skills and equipment among other resources which are integrated towards achieving a particular task (Hitt 2005). 8.0 Use of Groups and Teams Organizational groups and team can be a source of competitive advantage to an organization. There are different groups and teams within an organization. Some groups can be formal while others can be informal meaning that it is just an association which is not created by the management. A good example of a team within an organization is a task team (Hitt 2005). This is the team which can be created towards handling a certain issue. For instance, a research and design team can be a source of competitive advantage for the organization. Research and development if well done, can lead to innovation of new products and services which are not yet being offered by the competitors. This will make the company unique in the market thus attract and maintain many customers. 9.0 Management skills There are various management skills that can be applied by an organization. Discussed below are the skills. The first one is people management skills. These are the skills which help to manage people skills like motivating them, improving good relationship and improving communication between the different people of the organization. People management skills lead to cooperation among employees (Kalev et al 2008). There are also conceptual skills which are the skills for understanding different situations and finding solutions to lower further complexity (Kalev et al 2008). For instance when there is a conflict between two managers in an organization, conceptual skills will be applied to solve the conflict before it becomes a big problem in the organization. In addition, there are technical skills. These are the skills which are specialized in various fields. They are professional skills like human resource management, financial skills and marketing skills. For example, analyzing the market statistics is a technical skill which cannot be done by anybody else without the skills (Kalev et al 2008). Finally, there are decision making skills. This is the ability to make good and timely decisions. It involves considering factors that influence the decision making process. For instance, in order to expand the business the manager should make a decision of opening a new branch in a different. This is the best application of decision making skills (Kalev et al 2008). 10.0 Power in leadership theory This theory states that power comes from the workplace. There are different types of power depending on the source according to leadership theory. The following are the main types of power in the workplace; the first type of power is the legitimate power (Hitt 2005). This is when an employee belief that the person can make demands and the followers should obey him or her. This calls for obedience from the followers as they know it is the right of the person to make demands. There is reward power. This is the power which rests with a person to compensate the other. For instance through promotions and training needs are done by the person who has reward power. This can lead to respect from the followers so that they can be rewarded (Hitt 2005). In addition, there is expert power which is a source of power when a person has skills which somebody again in the organization does not have (Kalev et al 2008). Through expert power, the followers can always follow the directions given by the expert. It may promote dictatorship and the employees may resist it. Referent power is when there is respect for another person. The followers think that they should respect the person because of the reputation (Daft 2007). For example celebrities are respected because of their referent power and that is why they have large followers and they can influence others. Finally, there is coercive power. This is the power that comes from someone as a result of ability to punish the others. Through coercive power, an employee can be punished (Daft 2007). The followers become fearful and they can obey the person simply because of the coercive powers. Conclusion Management theory is a theory that is applied to manage the organizations. According to Taylor, there are various principles which are applied in scientific management which are assigning duties according to expertise knowledge, ability to make decisions, monitoring employees and allocation of duties to managers and employees. There are different two approaches to managers’ points of view regarding control. They are internal and external locus control. There are different types of management skills and they include people management skills, technical skills, conceptual skills and decision making skills. The sources of power according to leadership theory include legitimate power, coercive power, referent power and reward power. References Daft, R 2007, Organization Theory and Design. 9th ed. Mason, OH: Thomson South-Western. Eisenhardt, K & Graebner, M 2007, Theory building from cases: Opportunities And challenges, The Academy of Management Journal, Vol. 50, No. 1, pp. 25-32. Holt, C.L., Clark, E.M., Kreuter, M & Rubio, D 2003, "Spiritual Health locus of control And cancer beliefs among urban African American women", Health Psychology, Vol. 22, No. 3, pp. 294–305. Hitt, M. A 2005, Management theory and research: Potential contribution to public policy And public organizations, The Academy of Management Journal, Vol. 48, No. 6, pp. 963-966 Jones, G. R 2010, Organizational Theory, Design, and Change: Text and Cases, 6th ed. Upper Saddle River, NJ: Pearson Prentice Hall. Kalev, A., Shenhav, Y & Varies, D 2008. The state, the labor process, and the diffusion Of managerial models, Administrative Science Quarterly, Vol. 53, No. 1, pp. 1-28 Lutans, F 2011, Twelfth Edition, Organizational Behavior, Tata McGraw Hill. Morgan, G 2007, Images of organization, Thousand Oaks: Sage Maltby, J., Day, L & Macaskill, A 2007, Personality, Individual Differences and Intelligence. Harlow: Pearson Prentice Hall Scott, W & Gerald F 2007, Organizations and Organizing: Rational, Natural, and Open System Perspectives, Upper Saddle River, NJ: Pearson Prentice Hall. Tolbert, P & Richard H 2009, Organizations: Structures, Processes, and Outcomes. Upper Saddle River, NJ: Pearson Prentice Hall. Read More