1. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 1 ©2001 by Prentice Hall, Inc. Chapter 2

2. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 2 ©2001 by Prentice Hall, Inc. Objectives Describe six theories of management and their “ideal” manager Explain the competing values framework and what constitutes a master manager Explain why it’s important to identify your personal theories about management and ob

3. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 3 ©2001 by Prentice Hall, Inc....Objectives Describe your personal theory of management Identify the managerial skills you need in today’s environment Distinguish between Theory X and Theory Y managers

4. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 4 ©2001 by Prentice Hall, Inc. Assumptions about Human Nature Find various satisfactions in work Work for money and status rewards Want directionResponsible Incapable of growthEnjoy growth and learning LazyEnjoy striving Resist change Enjoy new experiences Need close supervision Capable of self- direction Theory YTheory X

5. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 5 ©2001 by Prentice Hall, Inc. Our theories determine what we see and how we act

6. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 6 ©2001 by Prentice Hall, Inc. Major Theories of Management Scientific Management Administrative Theory Human Relations School Decision-Making School Contingency Approach Open Systems Theory

7. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 7 ©2001 by Prentice Hall, Inc. Competing Values Framework of Leadership Human RelationsOpen Systems Internal ProcessRational Goal __________________________________

8. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 8 ©2001 by Prentice Hall, Inc. Characteristics of Four Management Models

9. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 9 ©2001 by Prentice Hall, Inc. The Positive and Negative Zones

10. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 10 ©2001 by Prentice Hall, Inc. 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

11. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 11 ©2001 by Prentice Hall, Inc. Competing Values Framework Roles

12. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 12 ©2001 by Prentice Hall, Inc. Decision Making School Decision to join Decision to participate Rational analysis of situation and potential rewards Leaders exert control by manipulating decision premises Bounded rationality of decisions

13. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 13 ©2001 by Prentice Hall, Inc. Contingency Approach No “one best way” to manage Effectiveness varies depending on the particular situation It depends!

14. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 14 ©2001 by Prentice Hall, Inc. MANAGERIAL WORK: FOLKLORE AND FACTS Folklore –Managers are reflective, systematic planners. Fact –Their fast-paced activities are brief, varied, and discontinuous.

15. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 15 ©2001 by Prentice Hall, Inc. MANAGERIAL WORK: FOLKLORE AND FACTS Folklore –Effective managers have no regular duties to perform. Fact –They perform regular duties in addition to handling exceptions.

16. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 16 ©2001 by Prentice Hall, Inc. MANAGERIAL WORK: FOLKLORE AND FACTS Folklore –Senior managers need aggregated MIS information. Fact –Managers favor verbal media—phone calls and meetings.

17. Organizational Behavior: An Experiential Approach 7/E Joyce S. Osland, David A. Kolb, and Irwin M. Rubin 17 ©2001 by Prentice Hall, Inc. MANAGERIAL WORK: FOLKLORE AND FACTS Folklore –Management is becoming a science and profession. Fact –Managers’ programs are locked in their heads.