Decision-making procedures at MMC Electronics Inc., combines high centralization of formal authority in top executive positions with high levels of actual or informal participation by employees of widely varying rank (Lincoln, Olson, & Hanada, 1978, p. 831). MMC Electronics Inc. uses a less formalized decentralized structure in the decision-making process. Consensus-base decision making is done by lower echelon employees. Employees will come to a mutual decision and that decision will be taken to top management for approval.
The Max Weber’s theory of bureaucracy states the rules and regulations of a bureaucracy to serve and protect its members against the possibility of personal favoritism. Webers theory is a well defined hierarchy of all the positions within a bureaucracy structure. The structure permits the higher positions to
The classical theory consists of organizational design that subdivides work and specifying tasks. The classical theory allows the different departments to run with efficiency by giving staff members different task to perform. The classical theory is composed of four elements: division and specialization of labor, chain of command, organizational structure, and span of command. Division and specialization of labor reduces the workload of the employee that will increase proficiency throughout the organization. The chain of command is authority, power, and responsibility delegated from high levels of authority to the lower levels.
The rationality of bureaucracy is a central idea within Weber’s ideal. Weber concluded that these large-scale organisations were similar. They all had similar characteristic which made them all bureaucracies; management by rules, division of labour, formal hierarchal structure, workers hired on competence and written documents. Bureaucratic institutions were formed as a way to manage large scale collective action to increase organisation and coordination. Bureaucracies are formed in a hierarchal structure of authority in which commands flow downward and information flows upward.
These managers would require less interpersonal skills. Front line managers need to be stronger in the interpersonal category, as they are dealing with the employees on a much more personal level through staffing and training. Midlevel managers possess more informational roles which they pass up and down the corporate ladder to the executive managers and
The case states that: “The most important concern is that individuals who are promoted from within the organization to the department manager level are typically viewed by other employees as very qualified and integrated into the corporate culture and mission of Tanglewood. Individuals who are hired from outside…make decisions that are in conflict with the corporate culture…” Based on the KSAOs listed in the job description, these KSAOs do not seem to be addressed in the current selection process: • Knowledge of organizational policies and practices • Skill in judgment and decision making • Ability to think develop original solutions within prescribed parameters • Knowledge of retail management policies and practices • Knowledge of legal precepts underlying personnel management • Skill in the analysis of financial and operational data • Ability to reason inductively • Knowledge of customer service principles • Skill in managing personnel resources After conducting a trial interview with trial questions, these were chosen as final interview questions: a. (Situational) Walk me through one of more challenging times you had to let someone go — what did you try first, how did you make the decision? How much time did it take from when you first started having concerns until when you ultimately let the person go? i.
No matter what type of organization managers, regardless of what he was in management levels, all managers need to have some management skills, such as Technical skills, design skills, personal skills. Q2. Explain, in your own words, the distinction between a leader and a manager. The biggest difference between leaders and managers is in the way they motivate the people who follow or work for them. Managers have subordinates, unless their title is given as a mark of seniority and honorary, while leaders do not.
• Formal hierarchical structure. An organization is organized into a hierarchy of authority and follows a clear chain of command. The hierarchical structure effectively delineates the lines of authority and the subordination of the lower levels to the upper levels of the hierarchical structure. • Personnel hired on grounds of technical
Autocratic leadership Is a more traditional and classical approach to management relying upon threats and punishment to influence its employees. – something which Beardwell and Holden (2001) would call a "hard" approach to leadership. This method, according to UT (2001) is effective for many reasons; • When there is limited time to make a decision • When there are new and untrained employees who do not know how to perform certain tasks • When effective supervision can be provided only by orders and instruction • When employees do not respond to other leadership styles • When work must be integrated with other departments Mintzberg (1979) described situations in which an autocratic style was most applicable. Entrepreneurial organisations are normally smaller businesses which develop from the ideas and entrepreneurial spirit of one person. This person is responsible for their organisation and makes all the decisions – the characteristics of an autocrat.
Management and leadership are two concepts often misunderstood and are always perceived to be the same. However there is an underlying difference. The major difference between a manager and a leader and what sets the tone for most aspect of what they do is the way in which they influence, inspire and motivate their workers and followers. It was a popular belief long ago that management was the processes carried out by personnel responsible for an organization or a business entity in accomplishing the organization goals, while leadership the processes of political leaders such as Fidel Castro, Dr Ralph Gonsalves, Gandhi, and Martin Luther King and so on. Even then, though the concepts were misunderstood, there was a difference.