1. Chapter 2

2. Objectives Examine theories and perceptions of management Explain the competing values framework Explain why it’s important to identify your personal theories about management and ob Relate to Theory X and Theory Y philosophies

3. Our personal theories determine what we see and how we act

4. Competing Values Framework of Leadership __________________________________ Human RelationsOpen Systems Internal ProcessRational Goal

5. Competing Values Framework Roles

6. The Positive and Negative Zones

7. 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

8. Managerial Work: Folklore - Managers are reflective, systematic planners. Fact - Their fast-paced activities are brief, varied, and discontinuous. Folklore - Effective managers have no regular duties to perform. Fact - They perform regular duties in addition to handling exceptions. Folklore - Senior managers need aggregated MIS information. Fact - Managers favor verbal media—phone calls and meetings. Folklore - Management is becoming a science and profession. Fact -Managers’ programs are locked in their heads.

9. Managing on 3 Levels Through Information: –communicating by collecting and disseminating information Through People –Leading - directing, coaching and inspiring individuals, groups and units –Linking – networking and gate-keeping Through Action –Doing by being involved in projects, negotiations, etc.

10. Assumptions about Human Nature Theory YTheory X Want directionResponsible Incapable of growthEnjoy growth and learning LazyEnjoy striving Resist change Enjoy new experiences Need close supervision Capable of self- direction Find various satisfactions in work Work for money and status rewards