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management objectives

management objectives - J Bratton M.Callinana C.Forshaw...

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J. Bratton, M.Callinana, C.Forshaw, P.Sawchuk, (2007), Work and Organisational Behaviour, Palgrave Management There are no agreed definitions of the terms “manager and managerial behaviour”. Henin Foyle (1841-1925) provided a classis definition of management as a series of 4 key activities managers must continually perform i.e. planning, organising, directing and controlling. Management can be split into 4 perspectives based on the work of Watson and Reed. Science – identifies a body of knowledge and managerial activities from planning to controlling. Political – characterises workplace as a purposive miniature society with politics pervading all managerial work for example power relationships between managers and others. Control – identifies management as a controlling agent that services economic imperatives imposed by capitalist market relations. Practice – identifies management as an activity aimed at the continuous improvement of diverse, fragmented and complex activities. (Watson and Reed) Mentioned also is the 3 dimensional model based on activities, contingencies and behaviours. The model lists various actions which managers communicate ideas, gain acceptance and motivate others to apply new ideas. It suggests management is multidimensional, integrating and controlling activity helping to shape the workplace experience and employment relations. The behaviour of a successful manager depends on many factors. To be effective a successful manager are said to need to develop a “high level of interpersonal as well as technical and cognitive skills.”(Bratton 2007) The capability to understand, motivate employees, develops a set of communication skills, networking and conflict resolution skills are all essential for management success. 1
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Rollinson.D, (2004), Organisational Behaviour and Analysis: An integrated approach Chapter 19 Organisational Cultures and Climates 3 rd Edition, pages 537- 574, Pearson Education Organisational Culture Culture can be defined as “a pattern of basic assumptions invented, discovered or developed by a given group as it’s learns to cope with its problems of external adaptation and internal integration.” (Schein 1992) It’s deemed a permanent and deeply ingrained with core values of organisation i.e. Smirich (1983) “something an organisation is”. Schein 1994 demonstrates culture as a “layered phenomenon” which incorporates 3 interrelated levels of meaning: basic assumptions, values and beliefs and artefacts and creations.” Martin 1992 distinguishes 3 types of organisational culture as an organisational culture can be misleading if deemed it conveys the idea that everyone in an organisation has the same common and uniform perceptions (Rollinson.D 2004). There is the integrationist perspective consisting of shared values that most of the employees subscribe to. The fragmentalist perspective where there are full of ambitious and inconsistencies that individual perspective changes so therefore culture changes as well. The differentionalist
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