1. PowerPoint Presentation by Charlie Cook 1e. Copyright © 2005 South-Western. All rights reserved. Chapter 3 Management and Leadership

2. Copyright © 2005 South-Western. All rights reserved.3–2 Chapter Objectives After completing this chapter, you should be able to: Explain the competing perspectives on managerial behavior—the science, political, control, and practice perspectives. Discuss the variations in managerial work due to organizational strategy, structure, and environment. Understand the significance of managerial work in the leadership process. Explain the practical implications of managerial behavior research for managers.

3. Copyright © 2005 South-Western. All rights reserved.3–3 Analyzing the Management Process If management is instrumental to organizational performance, what do managers do?  Planning, organizing, directing, and controlling. If managerial behavior is contingent, what affects what managers do?  Business strategy, organization, and external context If what managers do is processual, how do managers do what they do?  Position, tasks, and power relations

4. Copyright © 2005 South-Western. All rights reserved.3–4 Reflective Question ▼ Based on your own work experience:  Which image of the manager do you think more frequently represents reality—the professional “technocrat,” engaged in strategic planning and implementation, or the “reactive practitioner” forced to “jump” to satisfy workplace imperatives?  Explain your answer.

5. Copyright © 2005 South-Western. All rights reserved.3–5 Managerial Theory Management (as a social group)  Individuals at a certain level in the hierarchy responsible for bringing together and monitoring resources and people in order to produce goods and/or services. Management (as a social process)  The central process whereby work organizations achieve the semblance of congruence and direction.  “Art, science, magic, and politics”  An organizational mechanism (process) designed to coordinate and control productive activities.

6. Copyright © 2005 South-Western. All rights reserved.3–6 The Four Major Perspectives on Management Figure 3.1 Source: Based on Watson, T. (1986). Management, Organization and Employment Strategy. London: Routledge; Reed, M. (1989). The Sociology of Management. London: Harvester Wheatsheaf.

7. Copyright © 2005 South-Western. All rights reserved.3–7 Managerial Theory (cont’d) The Science Perspective  Focuses on a systems approach in the study of formal structural configurations, the division of labor, and systems in organizations.  Assumes that people can be trained to be effective managers whose purpose is to create organizational and work configurations for the realization of organizational goals.

8. Copyright © 2005 South-Western. All rights reserved.3–8 Managerial Theory (cont’d) The Political Perspective  Describes organizations as dynamic political systems of power relationships that managers use (and misuse) to influence others. The Control Perspective  Assumes that management activities are central to the labor process in gaining control over and cooperation and commitment from workers.

9. Copyright © 2005 South-Western. All rights reserved.3–9 Managerial Theory (cont’d) The Practice Perspective  Conceptualizes management as activities intended to integrate the diverse, complex, fragmented, and contested practices in organizations.  Primary social practices –Transform resources into the production of goods and services.  Secondary social practices –Achieve integration and coordination of primary social practices through the design, implementation, and monitoring of various administrative mechanisms.

10. Copyright © 2005 South-Western. All rights reserved.3–10 Theoretical Perspectives on Management Table 3.1 Source: Based on Reed, M. (1989). The Sociology of Management. London: Harvester Wheatsheaf.

11. Copyright © 2005 South-Western. All rights reserved.3–11 Managerial Work: What Do Managers Do? Behavioral Approach  Observation of the activities and relationships that comprise management roles.  Managerial work: characterized by brevity, fragmentation, and variety. Management Roles:  Interpersonal, informational, and decision-making  Determined by:  Position in the organization’s hierarchy  Functional responsibility

12. Copyright © 2005 South-Western. All rights reserved.3–12 The 10 Roles of a Manager Figure 3.2 Source: Mintzberg, H. (1989). Mintzberg on Management. New York: Free Press, p. 16.

13. Copyright © 2005 South-Western. All rights reserved.3–13 Managerial Work (cont’d) Managerial work reflects contextually specific demands.  Task responsibilities (agenda building)  Setting goals, allocating and stewarding scarce resources, meeting production targets, and identifying and solving problems, or “firefighting.”  Relationships (network building)  Obtaining information, cooperation, and support from other managers and motivating and controlling subordinates.

14. Copyright © 2005 South-Western. All rights reserved.3–14 Reflective Question ▼ In their book Management Research, Easterby-Smith, Thorpe, and Lowe (1991) state that research on managers provides a case in which the subjects are likely to be more powerful than the researchers.  What implications does this observation have for our understanding of management?  To what extent do studies of managers actually describe managerial behavior?

15. Copyright © 2005 South-Western. All rights reserved.3–15 View CD Go to the CD-ROM, and listen to Judy Wajcman’s comments on researching women managers.  Begin by clicking on Approaches to Studying Leaders; then choose the gender-influence button.  Wajcman’s commentary begins about six clicks into the gender-influence menu. After listening to Wajcman, consider the following question:  Why is it difficult to verify managers’ claims about what they do?

16. Copyright © 2005 South-Western. All rights reserved.3–16 Managerial Rationality: Why Do Managers Do What They Do? Contingencies Affecting Managers  The external environment  Pressures and constraints  Competitive strategy  Organizational design  Technology  Power relationships  Cross-cultural factors

17. Copyright © 2005 South-Western. All rights reserved.3–17 Theories of Managerial Rationality Neoclassical theory Strategic choice theory Labor process theory Political theory Contingency theory Managerial Rationality

18. Copyright © 2005 South-Western. All rights reserved.3–18 Managerial Rationality (cont’d) The Neoclassical Approach  Posits that managers, as agents of owners and investors, strive to maximize the efficiency and profits of the firm by minimizing the cost of factor inputs. The Contingency Approach  Focuses on variations in organizational structures and technical complexity that cause managers do what structure and technology require of them.

19. Copyright © 2005 South-Western. All rights reserved.3–19 The Relationship Between Technical Complexity and Structural/Behavioral Characteristics Table 3.2 Source: Based on Woodward, J. (1965). Industrial Organizations: Theory and Practice. London: Oxford University Press.

20. Copyright © 2005 South-Western. All rights reserved.3–20 Managerial Rationality (cont’d) The Political Theory  Claims that managerial behavior is driven by the need to respond to market demands and to internal stakeholder groups to assure the continual availability of resources. The Labor Process Theory  Argues that managers attempt to reduce dependency on a group of workers by reducing required skill levels such that those workers more easily replaceable should they quit or withdraw their skills.

21. Copyright © 2005 South-Western. All rights reserved.3–21 Managerial Rationality (cont’d) The Strategic Choice Theory  Stresses that management is a social process whereby choices on various policies and activities are made by a power-dominant group of leaders.  Recognizes that the chosen strategy affects the work managers distribute or delegate to followers and the time managers spend on supervision.  Implies that strategic choice dictates the human resource strategy utilized in leader–follower relationships.

22. Copyright © 2005 South-Western. All rights reserved.3–22 Managerial Rationality (cont’d) Factors that limit the use of rationality by managers:  Cognitive capacity  Time constraints  Imperfect information  Organizational politics  Strategic business decisions  Worker resistance  Managerial beliefs, values, and philosophies.

23. Copyright © 2005 South-Western. All rights reserved.3–23 A Model of Management Managerial contingencies  External, organizational, and evaluative forces and events, both outside and inside the organization, that affect managerial behavior.  External context: economics, politics, society, and technology  Organizational context: strategy, structure, people, work, technology, culture, HRM, and leadership activities  Managerial processes: technical, cognitive, and interpersonal processes and skills, and instructional skills

24. Copyright © 2005 South-Western. All rights reserved.3–24 A Model of Management Figure 3.3 Source: Adapted from Squires, G. (2001). “Management as a Professional Discipline,” Journal of Management Studies 34 (1), pp. 473–487.

25. Copyright © 2005 South-Western. All rights reserved.3–25 Behavior of Successful Managers Figure 3.4 Source: Adapted from Kotter, J. (1982). The General Manager. New York: Free Press.

26. Copyright © 2005 South-Western. All rights reserved.3–26 Reflective Question ▼ Take another look at Figure 2.1.  Select one significant change in the external context, and describe how the change impacts the managerial behaviors shown in Figure 3.4.  How useful is this model for explaining the behavior of successful managers and leaders in formal organizations?

27. Copyright © 2005 South-Western. All rights reserved.3–27 Implications of The Behavior-Success Research Recognition of the frenetic nature of managerial work will help managers better understand their roles and their effectiveness. Managers need to develop a high level of interpersonal as well as technical and cognitive skills.  The relative importance of these skills depends on the manager’s position in the authority hierarchy of the organization.