lOMoARcPSD|13304999
Becoming a master manager (6th Edition)Summary Notes
, lOMoARcPSD|13304999
Becoming a master manager (6 edition)
Less than 40% of employees think that their
The competing values approach to management leader operates in the interests of the
organization
78% think that their leader will not admit
Managerial leader = an effective manager and leader making a mistake
33% of leaders is described as strong leaders
critical to success of an organization
has to transcend paradox (paradox = two seemingly inconsistent or contra dictionary
ideas are actually both true) why? To accelerate a life long learning process
often has to do things that are mutually exclusive/contradictory: encourage risk taking
and innovation <-> ensuring stability and continuity of an organization
their own beliefs/assumptions can make them effective but also ineffective: hard to
understand why > managers: able to examine their beliefs/assumptions (self-analysis)
Evolution of management models
management model = a representation of a more complex reality
helps us: communicate, represent, see differences with reality, understand complex
things
!!! blind spots = something you don’t see/take into account but is also important
more than 1 model, because of the complexity of life: see & evaluate more alternatives,
our degree of choice and our potential effectiveness can be increased
new models arise when societal values change/ existing viewpoints alter
19001925: rational goal model and internal process model
characteristics of economy: rich resources, cheap labour, laissez-faire policies,
technological advancements, shrinking agriculture, inventions & innovations, immigration,
social Darwinism (survival of the fittest), Frederick Taylor: scientific management (a
variety of techniques for rationalizing work and making it as efficient as possible): 1
develop a science for every job 2 select workers that fit the job and train them effectively 3
offer incentives (so workers behave accordance to science) 4 support workers by carefully
planning their work en smoothing the way, Henry ford: assembly line
rational goal model: criteria of effectiveness = productivity & profitability, means-ends
theory = clear direction leads to a productive outcome, action imperative = compete,
emphasis = goal clarification & rational analysis & action taking, culture = market,
organizational climate = rational economic & all decisions are driven by considerations of
the bottom line, ultimate value = achievement & profit maximization , managers have to be
decisive and task oriented
internal process model: criteria of effectiveness = stability & continuity, means-ends-theory
= routinization leads to stability, action imperative = control, emphasis = defining
responsibility & measurement & documentation, culture = hierarchy, organizational
climate = hierarchical & all decisions are colored by the existing rules & structures &
traditions, managers have to be technically expert & highly dependable & focusing on
coordinating & monitoring workflows for efficiency and effectiveness
≈ professional bureaucracy fayol (division of work, authority and responsibility,
discipline, unity of command, unity of direction, subordination of individual interest to
general interest, remuneration of personnel, centralization, scalar chain, order, equity,
stability of tenure of personnel, initiative, esprit de corps)
, lOMoARcPSD|13304999
Weber (division of labour with responsibilities, positions organized in a hierarchy of
authority, personnel objectively selected en promoted based on technical abilities,
administrative decisions recorded in writing en records are maintained over time, career
managers working for a salary, uniformly applied standard rules/procedures)
McDonaldization: efficiency, calculability, predictability, control
advantages: maximize profits, cost-effectiveness, service quality, standard schedules
disadvantages: employee stress, de-skilling, low self-esteem, low recognition
19261950: human relations model
stock market crash of 1929, great depression, ww2
rational goal & internal process models created problems when left unchecked by other
values
Fundamental change in the fabric of society: pay attention to workers, ° labour-saving
machines
Human relations model: criteria of effectiveness = commitment & cohesion, means-ends
theory = involvement results in commitment, action imperative = collaborate, emphasis =
participation & conflict resolution & consensus building, culture = clan, organizational
climate = clan-like & team-orientated with deep involvement in the decision-making,
managers have to be empathetic and open to employees opinions & mentor individuals
and facilitate group and team process
Ex: hawthorne experiments (attack on taylorism), McGregor (2 mental models, employee
has 1)
19511975: open systems model
shock of the oil embargo in 1973, economy suffered under the weight of stagnation and
huge government debt, rise of japan (cheap, low quality goods), recession ends,
money/recreation/self-fulfilment, knowledge economy, °NASA, women began to move into
professions they couldn’t do before, labour included social and political issues,
MBO (management by objectives), MIS (management information systems), managers live
in highly unpredictable environments and have little time and constantly bombarded by
stimuli and forced to make quick decisions
Contingency theory: size, technology, environment, individuals
Open system model: criteria of effectiveness = change & adaptability & external support,
means ends theory = continual adaption & innovation lead to the acquisition and
maintenance of external resources, action imperative = create, emphasis = political
adaption & creative problem solving & innovation & management of chance, culture =
adhocracy (decisions made quickly and risk is high -> common vision and shared values are
important), manager has to use power and influence to initiate and sustain change
, lOMoARcPSD|13304999
19761999: both-and assumptions & competing values framework
knowledge work became commonplace and physical labour rare, organisations struggled
to downsize their staff and increase quality, new issues:
takeovers/downsizing/burnout/stress, job security, berlin wall came down
Integrative thinking (using all the models): The fifth discipline (Peter Senge):
organizational learning and systems thinking (leaders should nurture an organizational
environment that allows people to self-direct and self-organize in a continual learning
process)
2000today: CVF to cope with paradox, connectivity & sustainability
°Internet creates connectedness, sustainability (business leaders have to think about
people/society/environment too), six key drivers of change ( people live longer, rise of
smart machines/systems, increased availability of big data, emergence of new visual
communication, rise of a global/connected world, super structured organisation with
coordinated activity)
The world keeps changing how to motivate employees and keep them loyal when they
can not promise long term job security
The competing values approach
Organizational effectiveness
Label for each quadrant : central action focus + colour:
Human relations model collaborate (yellow), internal process model control (red),
Rational goal model compete (blue), open systems model create (green)
Becoming a master manager (6th Edition)Summary Notes
, lOMoARcPSD|13304999
Becoming a master manager (6 edition)
Less than 40% of employees think that their
The competing values approach to management leader operates in the interests of the
organization
78% think that their leader will not admit
Managerial leader = an effective manager and leader making a mistake
33% of leaders is described as strong leaders
critical to success of an organization
has to transcend paradox (paradox = two seemingly inconsistent or contra dictionary
ideas are actually both true) why? To accelerate a life long learning process
often has to do things that are mutually exclusive/contradictory: encourage risk taking
and innovation <-> ensuring stability and continuity of an organization
their own beliefs/assumptions can make them effective but also ineffective: hard to
understand why > managers: able to examine their beliefs/assumptions (self-analysis)
Evolution of management models
management model = a representation of a more complex reality
helps us: communicate, represent, see differences with reality, understand complex
things
!!! blind spots = something you don’t see/take into account but is also important
more than 1 model, because of the complexity of life: see & evaluate more alternatives,
our degree of choice and our potential effectiveness can be increased
new models arise when societal values change/ existing viewpoints alter
19001925: rational goal model and internal process model
characteristics of economy: rich resources, cheap labour, laissez-faire policies,
technological advancements, shrinking agriculture, inventions & innovations, immigration,
social Darwinism (survival of the fittest), Frederick Taylor: scientific management (a
variety of techniques for rationalizing work and making it as efficient as possible): 1
develop a science for every job 2 select workers that fit the job and train them effectively 3
offer incentives (so workers behave accordance to science) 4 support workers by carefully
planning their work en smoothing the way, Henry ford: assembly line
rational goal model: criteria of effectiveness = productivity & profitability, means-ends
theory = clear direction leads to a productive outcome, action imperative = compete,
emphasis = goal clarification & rational analysis & action taking, culture = market,
organizational climate = rational economic & all decisions are driven by considerations of
the bottom line, ultimate value = achievement & profit maximization , managers have to be
decisive and task oriented
internal process model: criteria of effectiveness = stability & continuity, means-ends-theory
= routinization leads to stability, action imperative = control, emphasis = defining
responsibility & measurement & documentation, culture = hierarchy, organizational
climate = hierarchical & all decisions are colored by the existing rules & structures &
traditions, managers have to be technically expert & highly dependable & focusing on
coordinating & monitoring workflows for efficiency and effectiveness
≈ professional bureaucracy fayol (division of work, authority and responsibility,
discipline, unity of command, unity of direction, subordination of individual interest to
general interest, remuneration of personnel, centralization, scalar chain, order, equity,
stability of tenure of personnel, initiative, esprit de corps)
, lOMoARcPSD|13304999
Weber (division of labour with responsibilities, positions organized in a hierarchy of
authority, personnel objectively selected en promoted based on technical abilities,
administrative decisions recorded in writing en records are maintained over time, career
managers working for a salary, uniformly applied standard rules/procedures)
McDonaldization: efficiency, calculability, predictability, control
advantages: maximize profits, cost-effectiveness, service quality, standard schedules
disadvantages: employee stress, de-skilling, low self-esteem, low recognition
19261950: human relations model
stock market crash of 1929, great depression, ww2
rational goal & internal process models created problems when left unchecked by other
values
Fundamental change in the fabric of society: pay attention to workers, ° labour-saving
machines
Human relations model: criteria of effectiveness = commitment & cohesion, means-ends
theory = involvement results in commitment, action imperative = collaborate, emphasis =
participation & conflict resolution & consensus building, culture = clan, organizational
climate = clan-like & team-orientated with deep involvement in the decision-making,
managers have to be empathetic and open to employees opinions & mentor individuals
and facilitate group and team process
Ex: hawthorne experiments (attack on taylorism), McGregor (2 mental models, employee
has 1)
19511975: open systems model
shock of the oil embargo in 1973, economy suffered under the weight of stagnation and
huge government debt, rise of japan (cheap, low quality goods), recession ends,
money/recreation/self-fulfilment, knowledge economy, °NASA, women began to move into
professions they couldn’t do before, labour included social and political issues,
MBO (management by objectives), MIS (management information systems), managers live
in highly unpredictable environments and have little time and constantly bombarded by
stimuli and forced to make quick decisions
Contingency theory: size, technology, environment, individuals
Open system model: criteria of effectiveness = change & adaptability & external support,
means ends theory = continual adaption & innovation lead to the acquisition and
maintenance of external resources, action imperative = create, emphasis = political
adaption & creative problem solving & innovation & management of chance, culture =
adhocracy (decisions made quickly and risk is high -> common vision and shared values are
important), manager has to use power and influence to initiate and sustain change
, lOMoARcPSD|13304999
19761999: both-and assumptions & competing values framework
knowledge work became commonplace and physical labour rare, organisations struggled
to downsize their staff and increase quality, new issues:
takeovers/downsizing/burnout/stress, job security, berlin wall came down
Integrative thinking (using all the models): The fifth discipline (Peter Senge):
organizational learning and systems thinking (leaders should nurture an organizational
environment that allows people to self-direct and self-organize in a continual learning
process)
2000today: CVF to cope with paradox, connectivity & sustainability
°Internet creates connectedness, sustainability (business leaders have to think about
people/society/environment too), six key drivers of change ( people live longer, rise of
smart machines/systems, increased availability of big data, emergence of new visual
communication, rise of a global/connected world, super structured organisation with
coordinated activity)
The world keeps changing how to motivate employees and keep them loyal when they
can not promise long term job security
The competing values approach
Organizational effectiveness
Label for each quadrant : central action focus + colour:
Human relations model collaborate (yellow), internal process model control (red),
Rational goal model compete (blue), open systems model create (green)
