TASK 2
2.1 ORGANIZATION THEORY PRINCIPLLES AND PRACTICES OF ORGANISING AND MANAGEMENT
Leadership is stated as the "process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task." Definitions more inclusive of followers have also emerged. Alan Keith of Genentech stated that, "Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen Tom DeMarc says that leadership needs to be distinguished from posturing.
Contexts of leadership
Leadership in organizations
An organization that is established as an instrument or means for achieving defined objectives has been referred to as a formal organization. Its design specifies how goals are subdivided and reflected in subdivisions of the organization. Divisions, departments, sections, positions, jobs, and tasks make up this work structure. Thus, the formal organization is expected to behave impersonally in regard to relationships with clients or with its members. According to Weber's definition, entry and subsequent advancement is by merit or seniority. Each employee receives a salary and enjoys a degree of tenure that safeguards her/him from the arbitrary influence of superiors or of powerful clients. The higher his position in the hierarchy, the greater his presumed expertise in adjudicating problems that may arise in the course of the work carried out at lower levels of the organization. It is this bureaucratic structure that forms the basis for the appointment of heads or chiefs of administrative subdivisions in the organization and endows them with the authority attached to their position. In contrast to the appointed head or chief of an administrative unit, a leader emerges within the context of the informal organization that underlies the formal structure. The informal organization expresses the personal objectives and goals of the individual membership. Their objectives and goals may or may not coincide with those of the formal organization. The informal organization represents an extension of the social structures that generally characterize human life - the spontaneous emergence of groups and organizations as ends in themselves.
Leaders emerge from within the structure of the informal organization. Their personal qualities, the demands of the situation, or a combination of these and other factors attract followers who accept their leadership within one or several overlay structures.
Leadership versus management
Over the years the philosophical terminology of "management" and "leadership" have, in the organisational context, been used both as synonyms and with clearly differentiated meanings. Debate is fairly common about whether the use of these terms should be restricted, and generally reflects an awareness of the distinction made by Burns (1978) between "transactional" leadership (characterised by eg emphasis on procedures, contingent reward, management by exception) and "transformational" leadership (characterised by eg charisma, personal relationships, creativity
Leadership by a group
In contrast to individual leadership, some organizations have adopted group leadership. In this situation, more than one person provides direction to the group as a whole. Some organizations have taken this approach in hopes of increasing creativity, reducing costs, or downsizing. A common example of group leadership involves cross-functional teams. A team of people with diverse skills and from all parts of an organization assembles to lead a project. A team structure can involve sharing power equally on all issues, but more commonly uses rotating leadership. The team member(s) best able to handle any given phase of the project become(s) the temporary leader(s). Additionally, as each team member has the opportunity to experience the elevated level of empowerment, it energizes staff and feeds the cycle of success.[6]
2.2 COMPARE DIFFERENT APPROACHES TO MANGEMENT AND THEORIES OF ORGANIZAING USED BY TWO ORGANIZATION
You should be able to:
Summarize the quantitative approach to management
Describe the contributions of the early organizational behavior advocates
Explain the importance of the Hawthorne Studies to management
Describe the effects of: globalization, workforce diversity, entrepreneurship, e-business, need for innovation and flexibility, quality management, learning organizations, and knowledge management
Academic Disciplines that Affected Management
Anthropology - work on cultures and social environments
Economics - concern about the allocation and distribution of scarce resources
Philosophy - examines the nature of things
Political science - effect of political environment on individuals and groups
Psychology - seeks to measure, explain, and change human behavior
Sociology - studies people in relation to their fellow human beings
SCIENTIFIC MANAGEMENT F.W. Taylor - Principles of Scientific Management
Use of scientific methods to define the "one best way" for a job to be done
Perspective of improving the productivity and efficiency of manual workers
Applied the scientific method to shop floor jobs
Frank and Lillian Gilbert
Use of motion pictures to study hand-and-body movements
Therbligs - classification system for 17 basic hand motions[7]
