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Modern Management TheoriesModern Management Theories Samantha Liu Speaking of modern management theories, people firstly think of the three famous thinkers who are well-known for their contributions to fundamental modern business management. They are Peter Drucker—“The Father of Mod...

Modern Management Theories
Modern Management Theories Samantha Liu Speaking of modern management theories, people firstly think of the three famous thinkers who are well-known for their contributions to fundamental modern business management. They are Peter Drucker—“The Father of Modern Management”, Henry Mintzberg, the representative of Management roles, and Charles Handy, the philosopher in organizational management. What are the main tasks of managers?(Drucker) In Drucker’s book Management: Tasks, Responsibilities, Practices,published in 1974,he wrote the five basic tasks which a manager should achieve. Drucker defined the manager's work in terms of five basic operations. He or she: sets objectives, organizes, motivates and communicates, measures, develops people, including him/herself.1 Firstly, to set objectives is for a manager to set goals for the group, and to decide what work needs to be done to meet those goals. Drucker was the first one to invent the concept known as Management by Objectives(MBO). According to Drucker, managers should avoid getting too involved in daily activities that they forgot their main purpose or objectives. Instead, top managers, should: participate in the strategic planning process, in order to improve the implementability of the plan, and implement a range of performance systems, designed to help the organization stay on the right track.2 The second task of a manager in Drucker’s opinion is to organize, which means that a manager should divide the work into manageable activities, and select the right people to accomplish the right task. During this process, the manager can coordinate all the team members in the most effective way, for each one of them to complete the task which he or she is best at. Third, Drucker thinks that a good manager motivates and communicates people in the right way. By this means, a manager communicates the main purposes and objectives that the team should achieve and he or she gives clear guidelines on how to accomplish these goals. Next, the manager needs to find a way to motivate his or her team members for the tasks to complete. Drucker also referred to this as the “integrating” function of the manager that the manager expresses his or her own opinions to the team and gathers the team to head into one direction. The forth basic function of a manager is measurement. Here, the measurement means to establish appropriate targets and yardsticks.3The manager should observe, record and interpret the performances of each team member, and evaluate, analyze, and appraise or criticize what everyone has accomplished. Measurement is an 1 2From the book, The Practice of Management. 3 important element in team work because it gives feedback to members, enabling them to correct mistakes and make progresses in the future. Last but not the least, a manager develops people, including himself or herself. According to Drucker, “people are the company’s most important asset, and it is up to the manager to develop that asset”.4Due to this reason, developing people is a very important result from team working, and it reflects a manager’s ability to lead well. During the process of team work, a manager also relies on members’ skills and abilities, so developing high quality workers can also do the manager himself or herself a favor. What are the ten roles common to all managers? (Mintzberg) Management expert Professor Henry Mintzberg was the first person to argue that a manager’s work can be boiled down to ten common roles. In his book, The Nature of Managerial Work, Mintzberg divides these roles or expectations for a manager’s behavior into three categories: informational, interpersonal and decisional. The first category is informational roles of a manager, including roles of assimilating and disseminating information. The three roles under this category are monitor, disseminator and spokesperson.Being a monitor requires a manager to collect information from organizations, both from inside and outside of the organization.5For example, a manager should scan work-related information on presses and reports, attend seminars and trainings holded within the company. On the other hand, as a disseminator, a manager should also communicate information he or she obtains to team members through sending memos and e-mails to inform subordinates of decisions. At last, a manager also plays the role of a spokesperson, for he or she represents the organization and transmit information to outsiders. To do this, a manager has to participate in conferences and meetings and report on informational materials.6 In the interpersonal category, it means working with other people and supporting the social network within the organization, involving managerial roles such as figurehead, leader and liaison. To be a figurehead, a manger should perform social and legal duties and act as symbolic leader in the organization. A figurehead also provides inspiration by sharing the mission and vision of the organization and symbolizing authority.7While 'leader' is a generic term and the most widely examined of the ten roles, Mintzberg specifically defines the leader managerial role as the act of directing goals and evaluating employee performance. Mentoring, training, and motivating employees are all leadership activities. Thirdly, a manager serves the role of a liaison, who establishes and maintains contacts within and outside the organization. This requires a manager to participate in with representatives of other divisions or organizations and write business 4From the book, Management: Tasks, Responsibilities, Practices 5 6 7 correspondences. Mintzberg split roles like entrepreneur, disturbance handler, negotiator and resource allocator which all requires actions through decision making into the category of decisional roles. Entrepreneurship is a demanding task that needs a manager to drive process improvements, spark new ideas creatively , solve problems, and make innovation happen.8Managers wearing the entrepreneurial hat are chief change makers in their area of responsibility, whether it is throughout the entire organization or in one department. Next, role as a disturbance handler means that a manager solves crises and remove obstacle tactfully. This usually involves a manager into processes like settling conflicts between subordinates, choosing strategic alternatives, and overcoming unpredictable crises. Thirdly, Mintzberg lists negotiator as another role a manager must play. As a negotiator, managers personally represent the best interests of their areas of responsibility when establishing agreements with other parties.9Then a manager often engages in activities such as establishing contracts, resolving personal conflict, and assuring stakeholders of their current interests. Last but not the least, a manager is a resource allocator who determines where funding, space, equipment and staff are assigned. To be a good allocator is to plan budgets, divide individual jobs, set schedules and approve plans. Why is ‘leadership’ beginning to replace ‘management’? (Handy) From an interview with Charles Handy by Jean-Louis Maxium, Handy pointed out a very novel idea that leadership is different from management, and in the future managers should do more leading than managing. According to Handy, management is about obedience, command and control, where as leadership requires managers ability to persuade subordinates and earn authorities from them. LIke what he said in the interview, “We are not able to use p eople as human resources, as if they were forklift trucks with brains, to move around at our disposal”10, workers have their own opinions and minds. A successful manager will not order his or her team members to do this or do that; instead, he or she should talk with people more about what has to be done and discuss the purpose of the organization. Today, leadership is beginning to replace management because a new set of skills is needed. In leadership, a manager is capable of the skill to “get people commited and excited”.11Unlike past times when managing is more about analyzing whether a plan will work, nowadays management requires one to put plans and thoughts into action, to lead in a more practical way. 8, The Nature of Managerial Work 10 11Text book 继续阅读
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