Title: Managerial Leadership MGTO 234 - 1
1Managerial LeadershipMGTO 234 - 1
Dr. William A. Snow Hong Kong University of
Science Technology Department of Management of
Organizations College of Business Management
2Introduction
- WHO AM I AND WHO ARE YOU?
- RESOURCES AVAILABLE TO YOU
- LETS TALK ABOUT THE SYLLABUS
- HOW CLASS WILL BE DELIVERED
- CLASS MANAGEMENT
- YOUR OVERALL EVALUATION
3Cases (3)
- OPPORTUNITY TO SOLVE A PROBLEM IN A TEAM SETTING
- TWO CASES ANALYZED INDIVIDUALLY BY YOU
- ONE CASE ANALYZED AND PRESENTED AS A TEAM
- STRUCTURE FOR CASE ANALYSES-MORE LATER!
4Chapter 1
- Leadership Is Everyones Business
5Defining Leadership
- Leadership is
- Leadership involves
6Leadership and management are closely related but
distinguishable functions
Leadership
Management
7Leadership and Management
- Distinctions between managers and leaders
- Managers Leaders
- -administer -innovate.
- -maintain -develop
- -control -inspire.
- -imitate -originate
- -short-term view -long-term view
- -how and when -ask what and why
- -accept the status -challenge it
- quo
8Myths That Hinder Leadership Development
- Good Leadership Is All Common Sense
- Leaders Are Born, Not Made
- The Only School You Learn Leadership from is the
School of Experience
9Context for Studying Managerial Leadership
- VIDEO, CONNECTIONS
- AGRICULTURAL AGE PEOPLE AND THE LAND
- INDUSTRIAL AGE PEOPLE AND MACHINES
- INFORMATION AGE PEOPLE AND INFORMATION
- FIRST, A REVIEW OF THE EVOLUTION OF
MANAGEMENT/LEADERSHIP THOUGHT
10Context
11Context
- Scientific Management School 1800s-Early 1900s
- Large numbers of workers required to work
together in leader-follower relationships
factors involved - size of organization
- influence of workers
- authority of leaders
- leadership
12Context
- Frederick W. Taylor-Father of Scientific
Management - Eliminate inefficiency and improve productivity
- Owners lower costs, higher profits
- Workers wages increased, better work conditions
- Prescription theory one best way
- Showed that work and leadership could be studied
and developed on a scientific basis
(behavioral/social sciences research)
13Context
- Bureaucratic Organization School 1800s-Early
1900s - Max Weber-Father or Organizational Bureaucracy
- Attempted to develop an organization design based
on objective principles and eliminate emotion and
tradition of the past - Observed industrial firms, Catholic church,
German army (WWI) - Saw positive accomplishments by good
organizations also noted people being promoted
based on social standing not competence - Max Weber Principles
- Specialization of labor
- Hierarchy of authority
- Procedures and rules
- Impersonality of discipline
- Promotion and selection by competence
14Context
- Administrative Management School 1800s-Early
1900s - Henry Fayol-Father of Administrative Management
- Concerned with job of management and leadership
- Focused on functions leaders perform
- Conceptualized leaders jobs as a series of stages
including - --Planning --Organizing
- --Directing --Controlling
- --Staffing
- We still use these stages today
15Context
- Believed that certain functions or activities are
relatively important at different levels of the
organization - Leadership/administrative functions are
accomplished at or near the top of an
organization - proposed that all operations in business could be
classified under one of 6 categories - Technical (production)
- Commercial (purchasing sales)
- Financial (funding control of capital)
- Security (protection)
- Accounting (recording)
- Administration (plan, control coordinate)
16Context
- Taylors, Fayols and Webers research and
observations resulted in some new thinking about
organizations - multiple levels and functions
- extensive division of labor
- chains of command (wire diagrams)
- exacting rules, procedures, and policies for
guiding behavior - employees given limited opportunities to
contribute ideas - decisions were made by leaders NOT followers
- Leaders were also responsible for the design and
specification of jobs
17Context
- Human Relations School Early 1900s
- Chester Bernard and Elton Mayo-Key Contributors
- Chester Bernard
- Believed leaders possess authority to influence
behavior simply because employees accept it - Communication skills are critical for a leader
- Being a good citizen of the community is
important - Cooperation is to be substituted for competition
in building a more ideal society
18Context
- Elton Mayo
- Hawthorne studies at Western Electric (Mayo)
- Studies on work efficiency and its relationship
to working conditions - Relationship between quality and quantity of
lighting in workplace and worker productivity
19Context
- Unexpected results in the Hawthorne studies
- Lighting and other environmental conditions had
relatively minor influence on employee
performance - Status of belonging to such a group had more
- influence on performance than any changes in work
conditions (social) - Workplace is a small social system attitudes
develop friendships and leaders emerge
guidelines of behavior are defined by the group - Individual performance is influenced by social
relations among group members - Overall, these results couldnt explain the
theories of Taylor, Fayol and Weber
20Context
- VIDEO, HAWTHORNE STUDIES-ELTON MAYO
- Again, Hawthorne results productivity is a
function of social norms, informal groupings,
communications, and the intensity of employee
involvement not just environment - Superior performance was linked to employee
satisfaction - New words evolved leadership rewards
motivation communication
21Context
- Human Resources School 1950s-
- Douglas McGregor, Key Contributor
- The Human Side of Enterprise (1960) a
groundbreaking piece of research - Leaders have 2 different sets of assumptions
about human nature (X and Y) - Findings
- Leaders assumptions affects their attitudes
toward followers - Followers learn from the leaders how to behave
(theory X or Y manner) which involves rewards,
recognition and punishment
22Context
THEORY X THEORY Y
1. Avoid work. 1. Will work toward goals.
2. Avoid responsibility. 2. Will assume responsibility.
3. Need direction. 3. Can self-direct.
4. Cannot make decisions. 4. Can make decisions.
5. Not achievement oriented. 5. Want to achieve.
6. Not dependable. 6. Are dependable.
7. Motivated by money. 7. Motivated by interest or challenge.
8. Not concerned with organizations needs. 8. Are concerned with their organizations.
9. Must be controlled. 9. Want to be supported.
10. Cannot change. 10. Want to develop.
Assumptions About People Adapted from Douglas McGregor, The Human Side of Enterprise, New York, McGraw-Hill, 1960. Used with permission of McGraw-Hill, Inc. Assumptions About People Adapted from Douglas McGregor, The Human Side of Enterprise, New York, McGraw-Hill, 1960. Used with permission of McGraw-Hill, Inc.
23Context
- Human Resources approach
- create conditions so that organization members
can achieve their own goals - direct their efforts toward the success of the
enterprise - win-win situation organization and members get
what they want
24Context
- From a managerial leadership perspective
- AN INTEGRATED VIEW OF CULTURE, STRATEGY
RESOURCES IN TODAYS ORGANIZATIONS - OVERALL FOCUS IS ON PEOPLE (HUMAN RESOURCES)
THEY ARE THE KEY VARIABLE LEADERS INTERACT WITH
TO GET WORK DONE
25Context
26Context
- LEADERSHIP AND HUMAN RESOURCES STRATEGIC
CONSIDERATIONS
FLOW INFLUENCE REWARD SYSTEMS WORK SYSTEMS
INTO THROUGH OUT POWER AUTHORITY CONTROL REWARDS RECOGNITION JOB CHARACTERISTICS MODEL (JCM)
RECRUIT SELECT TED JOB DESIGN UTILIZE RETAIN AUTONOMY PLANNING VARIABILITY DECISION MAKING PARTICIPATION REVOLUTION IN THIS AREA NEW REWARDS ABC SCANLON PLAN ENTRENEURIAL REWARDS SKILL VARIETY JOB IDENTITY JOB SIGNIFICANCE AUTONOMY FEEDBACK
27Context
- EVOLUTION OF LEADERSHIP HUMAN RESOURCES -
STRATEGIC CONTEXT
EVOLUTION OF LEADERSHIP EVOLUTION OF LEADERSHIP EVOLUTION OF LEADERSHIP EVOLUTION OF LEADERSHIP EVOLUTION OF LEADERSHIP
AGRICULTURE AGE (LAND) INDUSTRIAL AGE (MACHINES) INFORMATION AGE (INFO) ? AGE (TECHNOLOGY ECONOMY)
FLOW
INFLUENCE
REWARD SYSTEMS
WORK SYSTEMS
28Context
- TEMPLATE FOR THE FUTURE-MARSHALL PLAN (EUROPE)
- TEMPLATE FOR THE FUTURE-JAPAN, EUROPE, HONG KONG
- TEMPLATE FOR THE FUTURE-THAILAND, TAIWAN, HONG
KONG, SOUTH KOREA - REMEMBER CHINA INDIA HAVE 55 OF WORLDS
POPULATION - FUTURE RUSSIA, VIETNAM, PERU, CUBA
29Context
TEMPLATE OF INDUSTRIAL DEVELOPMENT TEMPLATE OF INDUSTRIAL DEVELOPMENT TEMPLATE OF INDUSTRIAL DEVELOPMENT TEMPLATE OF INDUSTRIAL DEVELOPMENT
TIME RESOURCES PROVIDED PROVIDERS RECIPIENTS
1940s- 1960s MARSHALL PLAN ECONOMIC TECHNOLOGY FINANCIAL HUMAN RESOURCES UNITED STATES EUROPE JAPAN
LATE 1960s SAME WITHOUT MARSHALL PLAN EUROPE JAPAN UNITED STATES TAIWAN THAILAND HONG KONG SOUTH KOREA
EARLY 1980s SAME WITHOUT MARSHALL PLAN EUROPE JAPAN UNITED STATES TAIWAN THAILAND HONG KONG SOUTH KOREA VIETNAM MAINLAND CHINA INDIA IRAN MYRAMAR NORTH KOREA PERU CUBA
30Context
- THE PACE OF CHANGE IS RAPID
- VIDEO, MEGATRENDS ASIA
- Who is John Naisbitt?
- Social forecaster, speaker and advisor to many
leading corporations - Top authority on deeply rooted social, economic,
political and technological movements - Megatrends Asia is a highly disciplined
examination of the underlying forces that have
been transforming a society (mainland China) and
that will shape its future
31Megatrends Asia (8)
- 1.From Nation-States to Networks
- The power of Japan as a nation-state is giving
way to dynamic collaboration of the Chinese
network it is this network that will dominate
the region - 2. From Traditions to Options
- The west is handicapped by the emergence and
growth of the welfare state which Asia will not
accept new options in all aspects of life are
now open to Asians
32Megatrends Asia (8)
- 3. From Export-Led to Consumer Driven
- Asian economies will increasingly be fueled by
consumer spending and, with it, an emerging
middle class by 2000, Asia will have almost half
a billion people who are categorized as middle
class - 4. From Government-Controlled to Market-Driven
- Central government control direction have
shifted to market economies fueling an explosion
of economic growth and opportunities
33Megatrends Asia (8)
- 5. From Farms to Supercities
- This shift is transforming Asia, moving it to the
next era of development away from agricultural
to industrial societies - 6. From Labor-Intensive to High Technology
- There is a dramatic shift from labor-intensive
agriculture and manufacturing to state-of-the-art
technology in manufacturing and services..most
pronounced in the rush to computers and
telecommunications
34Megatrends Asia (8)
- 7. From Male Dominance to the Emergence of Women
- There is a dramatic increase in women
entrepreneurs throughout Asia in China, women
make up 25 of all entrepreneurs, and they now
participate in all aspects of Asian life - 8. From West to East
- The world used to mean the Western world global
trends now are forcing a new reality Asia was
once the center of the world, and now the center
is again returning to Asia
35Context
- Major Research and Publications by Naisbitt
- Megatrends Ten New Directions Transforming Our
Lives - Megatrends 2000
- Megatrends for Women
- Re-inventing the Corporation Transforming your
Job and Your Company for the New Information
Society - Megatrends Asia
36Context
- OUR FOCUS
- PEOPLE UTILIZATION AND RETENTION IN ORGANIZATIONS
- MANAGERIAL LEADERSHIP
37Context
LEADERSHIP PERSPECTIVE A MODEL OF PEOPLE
UTILIZATION RETENTION