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1、Management and Leadership in Organizations YTP 111Basic Ideas of Management and Leadership, cont.Lecture 3 21th February, 2005Skills ApproachnDefinition: the ability to use ones knowledge and competencies to accomplish a set of goals or objectivesnKatz: the things, the people, the conceptsSkills Mod
2、el of LeadershipINDIVIDUAL ATTRIBUTESCOMPETENCIESLEADERSHIP OUTCOMESGeneral Cognitive AbilitiesCrystallized Cognitive Abilities Motivation PersonalityProblem Solving SkillsSocial Judgment Skills KnowledgeEffective Problem Solving and PerformanceCareer ExperiencesEnvironmental InfluencesSkills Model
3、of LeadershipnGeneral cognitive abilitynperceptual processing, information processing, general reasoning skills, creative and divergent thinking capacities and memory skillsnintelligence, often linked to biologynCrystallized cognitive abilitynintellectual ability that is learned or acquired over tim
4、eSkills Model of LeadershipnMotivationnmust be willing and motivated to tackle complex organizational problemsnmust be willing to express dominancenmust be committed to the social good of the organizationnPersonalitynpsychological trait theory vs. identitySkills Model of LeadershipnProblem solving s
5、killsncreative ability to solve new and unusual, ill-defined organizational problemsnSocial judgment skillsncapacity to understand people and social systemsnperspective taking, social perceptiveness, behavioral flexibility, social performanceSkills Model of LeadershipnKnowledgenaccumulation of infor
6、mation and the mental structures used to organize that informationnsemantic innovationSkills Model of LeadershipnEffective problem solvingnthe originality and the quality of expressed solutions to problem situationsnPerformancenthe duties to which s/he has been assignedSkills Model of LeadershipnCar
7、eer experiencesnchallenging job assignments, mentoring, appropriate training, hands-on experience in solving new and unusual problemsnEnvironmental influencesnthe level of skill of subordinatesStyle ApproachnEmphasizes the behavior of leadernTwo kinds of behavior: task behaviors (help group members
8、to achieve their goals) and relationship behaviors (help subordinates feel comfortable with themselves, with each other, and with the situation)nStyle studies since late 1940sStyle Approach: The Leadership gridConcern for ResultsConcern for PeopleLow LowHighHighCountry Club ManagementTeam Management
9、Middle-of-the-Road ManagementImpoverished ManagementAuthority- Compliance ManagementStyle Approach: The Leadership gridnAuthority-Compliancenpeople are tools for getting the job donencommunication is for instructionsnCountry Club Managementnpersonal and social needs of followers, positive climatenIm
10、poverished Managementnno commitment, apatheticStyle Approach: The Leadership gridnMiddle-of-the-Road Managementncompromisers, avoid conflicts, emphasize moderate levels of productionnTeam Managementnstimulate participation, acts determined, makes priorities clear, behaves open- mindedlynPaternalism/
11、MaternalismnOpportunismSituational ApproachnDeveloped by Hersey norms, values and expectations (cultural influences); desire to look like another institution (social influences)ncoercive institutional pressures; normative institutional pressures; mimetic institutional pressuresOrganization-Environme
12、nt RelationnPostmodernismnuncertainty is exciting, not undesirablento deconstruct or go beyond deconstruction?ndeconstruct hegemonic order (practice of interpreting the interests of the ruling class as universal)nbeyond deconstruction: reconstruct alternative (non modernist) social orderOrganization
13、al Social StructurenOrganization charts present organizations hierarchy of authority and the division of labournDifferent types: simple structure, functional structure, multi-divisional structure, matrix structureOrganizational Social StructureOwner-managerSimple structureOrganizational Social Struc
14、tureGeneral managerPurchasingEngineeringManufacturingSalesAccountingFunctional structureOrganizational Social StructureGeneral managerDivision ADivision BDivision CENGMFGSalesFINetc.etc.Multi-divisional structureOrganizational Social StructureProject AProject BProject CENGMFGSalesACCTGGeneral manage
15、rTeamsMatrix structureThe Politics of IdentitynBefore modern times recognition of identities was not a problem, because the identities of the members of communities were structurally determined nIdentity was based on self-evident social classifications nConstructed personal identity do not get the r
16、ecognition automatically nThe recognition must be achieved in social interaction and this project can also fail The Politics of IdentitynThe new issue in the (post-) modern times is not the need for recognition, but the circumstances in which the recognition cannot be achievednDuring the pre-modern times people did not speak about identity, not because they did not have or needed it, but the question of the recognition of identity was
