Unformatted text preview: performance improvement when examining various management methods: It is
not a matter of management strategy, but of managing people—which was McGregor’s
We conclude with a comment on what all this might mean for the future of management. If people are different (some adaptive and others innovative) and personality is relatively invariant, then the management task becomes increasingly complex. (For a different
look at this aspect of management, see Moussavi and Ashbaugh 1995.) It is more than simply training managers and instilling a sense of obligation: It becomes a matter of coordinating managers, team members, and tasks in a way that takes advantage of the individual abilities and team dynamics of one’s employees (Buijs 1998). The key is to understand which
tasks require an adaptive approach and which require an innovative approach, to build work
teams accordingly, and to select the most appropriate manager (Buijs 1998; Kirton 1989a).
In other words, improving the work environment still requires one to pay attention to THSE
and to ﬁnd ways for managers and employees to capitalize on their strengths and rely on
each other to overcome weaknesses. Such is the key to effective management.
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