Archive for Managerial Values
December 19, 2008 at 12:56 pm
· Filed under Administration, Businesss, Finance, Insurance, Management, Managerial Value, Managerial Values, Organization, Organizational Climate, Organizational Conflict, Organizational Policy, Software ·Tagged Administration, Businesss, Factor of Organizational Culture, Finance, Management, Managerial Value, Managerial Values, Organization, Organizational Conflict, Software
Conflict has always been widespread in society but it is only recently that it has generated a lot of interest and has been the focus of research and study. We are living in the age of conflict. Everyday the choices available to us regarding any decision are increasing in number. You may have wanted to become a manager, an entrepreneur or a computer scientist. On the other hand, your father might have wanted you to become a doctor, a lawyer or a chartered accountant. Thus you faced a conflict not only at an intrapersonal level, in term of the various choices confronting you, but also at an interpersonal level-your choice vs. your father’s choice of a career for you.
Conflict is not confined at the individual level alone but is manifesting itself more and more in organizations. Employees have become more vociferous in their demands for a better deal. Various departments in an organization face a situation full of conflicts due to a number of reasons like goal diversity, scarcity of resources or task interdependence etc. for example in blinds manufacturing organization one department Woven wood shades and another department is Roller shades blinds. Both departments employee fight with each other for promotional advertisement of their product.
Management today is faced with the awesome responsibility of ensuring optimum levels of growth and productivity in an environment that is full of conflicting situations.
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December 17, 2008 at 11:00 am
· Filed under Administration, Businesss, Factor of Organizational Culture, Finance, Management, Managerial Value, Managerial Values, Organization, Organizational Conflict, Software ·Tagged Administration, Businesss, Finance, Management, Organization, Organizational Climate, Organizational Conflict, Organizational Policy, Organizational Size, Organizational Structure, Software
With Organization Conflict we can learn:
- Recognize different types of conflicts
- Describe the process of a conflict
- Computer and contrast different views about conflict
- Appreciate functional and dysfunctional consequences of conflict
- Identity the sources of conflict
- Decide when and how to stimulate conflict
- Diagnose which conflict resolution strategy to use and when.
Life is a never ending process of one conflict after another. Remember the time when you were a small child and had to choose between a tricycle and a cricket set or say, a set of dolls and new frock for a birthday present. That was probably your first exposure to a conflict situation. Of course, this is a simplistic example of a conflict, but has life been the same since? Probably not. Think back and recall how each succeeding conflict in your life over the years has been increasingly complex.
Conflict is theme that has occupied the thinking of man more than any other with the exception of God and love. Conflict has always been widespread in society but it is only recently that it has generated a lot of interest and has been the focus of research and study. We are living in the age of conflict.
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December 15, 2008 at 10:05 am
· Filed under Administration, Businesss, Factor of Organizational Culture, Finance, Management, Managerial Value, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Size, Organizational Structure, Software
Encounter: After gaining and entry into the organization new members faces and encounter stage. There is always a possibility of difference between his expectations of an organization and the OC. If the expected image and OC matches, then encounter stage passes off smoothly leading to confirmation of the image. If the imbalance between the two is acute, the person has usually two choices open. First, he undergoes further socialization which detaches him from his previous expectations, replaces these with another set of expectation and thus helps him get adjusted to the prevailing system. Second, he drops out due to disillusionment. In both the cases the final result is the same: the status quo of traditions and customs are maintained.
Metamorphosis: People who had discovered an anomaly between their expectations and OC, but decided not to drop out, enter into the metamorphosis stage. They must sort out their problems and go through change-hence this is called metamorphosis. When this metamorphosis is complete, the member’s developed a uniform perception of OC and feel ‘comfortable’ with the organization and job. Successful metamorphosis results in the member’s productivity being as per organization’s ‘norm’, ‘average’ commitment and lowered propensity to leave the organization. All these are indications of “typical” or “normative” behavior.
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December 12, 2008 at 8:56 am
· Filed under Administration, Businesss, Consultative Organization, Finance, Management, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Size, Organizational Structure, Software ·Tagged Administration, Businesss, Consultative Organization, Factor of Organizational Culture, Finance, Management, Managerial Value, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Structure, Software
Through the most intense period of socialization is at the ‘fresher’ stage of entry into an organization, the process continue throughout one’s entire career in the organization. This is done to ensure traditions and to maintain uniformity. The people who do not learn to adjust to the culture of the organization become the targets of attack and are often rejected by the organization.
Socialization process has three stages:
- Pre arrival
- Encounter
- Metamorphosis
Pre arrival: This stage tries to ensure that prospective members arrive at an organization with a certain set of values, attitudes and expectations. This is usually taken care of at the selection stage itself. Selectors try to choose the “right type” of people, who they feel, will be able to “fit” the requirements of an organization. Thus an organization, even before allowing an outsider to “join”, makes an attempt to ensure a proper match which contributes toward the creation of a uniform culture within the organization. The views of the founding fathers of an organization as well as the ethos of the present tip management influences-consciously or inadvertently the selection of the parameters of this “proper-match”.
We will discuss on Encounter and Metamorphosis in next post.
blinds, roller shades, woven wood shades
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December 11, 2008 at 9:44 am
· Filed under Administration, Businesss, Consultative Organization, Factor of Organizational Culture, Finance, Management, Managerial Value, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Structure, Software ·Tagged Administration, Businesss, Consultative Organization, Culture and Ethos, Management, Managerial Value, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Structure, Software
You may have often experienced that every organization has its own unique traditions and customs. Seldom are these traditions and customs explicitly spelt out, yet, over a period of time, organizations do develop long standing unwritten rules, regulations and rituals to commemorate special moments, standards for social etiquette, taboos about what is not to be done or spoken, jargon or special code language understood only by insiders. These, with a whole lot of other features taken together, are generally viewed as the “culture” of an organization. You may also have seen that often there is a uniform perception held about these features of an organization. Sometimes these “images” are fairly stable passing from one generation to another generation without undergoing much of a change. You might have wondered how this happens.
In this section, we are going to discuss this issue: How does an organization maintain uniformity of its traditions and customs?
The process through which the people are indoctrinated to accept the tradition and maintain the homogeneity of ethos and behaviors is termed as socialization. It is a process of adaptation by which ‘new’ members of an organization.
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December 10, 2008 at 7:31 am
· Filed under Administration, Businesss, Consultative Organization, Management, Managerial Value, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Structure, Software ·Tagged Administration, Businesss, Finance, Management, Managerial Value, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Structure, Software
We continue our talk on characteristic of managerial ethos. In our previous post we have already discussed on Action goal orientation and Pro-action. Today we are going to discuss other two important characteristic of ethos and those are the internal resources and problem-solving attitude.
Internal resources: Managers with high sense of adequacy are aware of their internal strength and are guide by these strengths. They are aware of their weaknesses by this awareness does not deter them from action positively or to look for opportunities for continuous self-improvement. They are open to feedback and ready to learn from experience.
Problem-solving attitude: A superior ethos requires that mangers view themselves as problem solvers, rather than problem-avoiders. These managers have positive orientation to problem situations and do not want to run away from problem. They tend to approach problem situations with optimism because they have internal locus of control, i.e., a strong belief that they can change the environment through their own efforts.
Before we move on to the next topic on Socialization Process (How OC and Ethos are transmitted), it would be useful if you complete some or all of the following suggested exercises.
roman shades, vertical blinds, window blinds
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December 9, 2008 at 9:13 am
· Filed under Administration, Businesss, Finance, Management, Managerial Value, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Structure, Software ·Tagged Administration, Businesss, CHARACTERISTICS Of MANAGEMENT, Factor of Organizational Culture, Finance, Management, Managerial Value, Organization, Organizational Climate, Organizational Policy, Organizational Structure
Apart from these values, the managerial ethos of high order requires certain other characteristics as well. Let us describe these very briefly to you. There are numbers of characteristic for management and managerial ethos but here we are going to discuss on following Characteristic for managerial ethos:
- Action goal orientation
- Pro-action
- Internal resources
- Problem-solving attitude
Action goal orientation: Persons with high sense of adequacy have clear goals about their future and are directed by these goals. The usually do not thing their goals in status terms (i.e., what they would like to be) buy in activity terms (i.e., what they would like to do). For example, when a junior manger thinks that he would like to direct and influence the marketing policies of the company, he is action-goal oriented.
Pro-action: Proactive people do things on their own without having to be told by any one. Such initiative taking behavior leads to high level of activity and experimentation. As contrasted to these people are reactive persons or conformists who spend most of their lives in doing things that others expect them to do. Reactive people are other-directed, whereas proactive ones are inner-directed. A superior managerial ethos requires more of pro action than reaction.
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November 28, 2008 at 6:32 am
· Filed under Administration, Businesss, Consultative Organization, Determinants of Organizational Culture, Management, Managerial Values, Organization, Organizational Climate, Organizational Policy, Organizational Structure ·Tagged Consultative Organization, Determinants of Organizational Culture, Management, Managerial Values, Organizational, Organizational Policy, Organizational Structure
Organizational Policies
Specific organizational policies can influence a specific dimension of OC to quite an extent. For example, if the company policy states that layoffs will be used only as a last resort to cope with business downturn, then it would, in general, foster an internal environment that is supportive and humanistic. Similarly if you are working in a company where it is agreed that the first beneficiaries of increased profit, then the OC will be characterized by High Reward Orientation and probably by High Progressiveness and Development.
Managerial Values
The values held by executives have a strong influence on OC because values lead to actions and shape decisions. Values add to perceptions of the organization as impersonal, paternalistic, formal, informal, hostile or friendly. You will learn more about managerial values under the topic: Managerial Ethos
Organization Structure
The design or structure of an organization affects the perception of its internal environment. For example, a bureaucratic structure has an OC much different from a System 4 organization. What is a System 4 organization? According to Rensis Likert, all organizations can be classified into four major groups, depending upon the way basic organizational processes are conducted. These major groupings are as follows:
System 1 – Exploitative Authoritative
System 2 – Benevolent Authoritative
System 3 – Consultative
System 4 – Participative
We will discuss descriptively on Organizational Structure in our next post.
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