These theories were developed when experiments on working conditions (lighting or other material factors) produced unexpected results. While the concept of bureaucracy has been widely criticised (notably for stifling creativity) it has been supported when it allows employees to master their tasks therefore enhancing security and stability and is still widely used today, notably in the public sector. These come from the Weberian bureaucratic management ideas and from Henri Fayol’s notion of ‘administrative management’ which emphasise rules and regulations over personal preferences, division of labour and hierarchical structure. The model emphasise the aim of maximising output/profit through enhanced control and quantitative information as a basis for decision-making. It evolved from the tradition of scientific management and operational research. Some of the first kinds of models to have been developed, their origins are found in the formation of the modern firm, during the Industrial Revolution, where managers were face with the need to manage new organisational structure profitably. That is also known as thinking critically about a situation, an essential skill in management.īoddy and others identify four key types of models of management according to their underlying philosophies: Boddy emphasise that managers can draw upon different models according to the varied situations they face – what is important is understanding the values embodied in the model or theory and act accordingly. This is a summary of Boddy’s second chapter ‘Models of Management’.īoddy defines a model as aiming to ‘identify the main variables in a situation, and the relationships between them: the more accurately they do so, the more accurate they are.’ A model furthermore provides a ‘mental toolkit to deal consciously with a situation’. Last week I wrote about an introduction to the basic concepts and perspectives in the discipline of management promising a review of some management models this week.
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