Theorists of organizational style:-

1. Joan Woodward:

   Type: Contingency approach

   Focus on: Size of organization, Technology/task, environment

   Functions: custom production-custom technology mass production-tight supervision continuous production-controlled by manufacturing itself CAM

2. Burns and Stalker:

   Type: Mechanistic and organic structure

   Focus on: Type of organization structure/industry

   Functions: Mechanistic-concentrating on specialized work Organic-tasks related to firm’s objective

3. Fayol & Urwick:

   Type: Classic theorist

   Focus on: Specialization; Scalar principle; Authority, responsibility and accountability

   Functions: Planning Organizing Commanding Co-ordinating controlling

4. Henry Mintzberg:

   Type: Organizational design

   Focus on: That organizational structure to be more complex than just hierarchical

   Functions: operational core strategic apex middle line technostructure support staff

5. Max Weber:

   Type: Bureaucratic (office rules)

   Focus on: Legitimate authority; Vertical line of authority and responsibilities

   Functions: Clearly defined duties and responsibilities Hierarchy of staffs Elaborate office rules

Skills, traits and characteristics of a leader with reference to:

Role of management in accordance to the works of:

Supervisor

Duties and responsibilities

1. planning
2. organising
3. controlling
4. communication
5. problem solving & decision making
6. motivating and maintaining discipline

Objectives 4Ms

1. machine capacity
2. manpower
3. materials
4. money

Adair’s action centred theory on achieving tasks, building team and developing individuals.

• Task needs
  • Boss-centred
  • Rule-centred
  • Task-centred
• Group needs
  • Allow team time to develop
  • Team selection
  • Team building
  • Team culture
• Individual needs
  • Training
    • Who to train
    • What to train
    • Where and how to hold training
    • Evaluation of training

DELEGATION

REASONS FOR DELEGATION:

1. spread the workload
2. motivate subordinates
3. train staff and prepare them for higher responsibilities

SUPERVISION

• A supervisor is part of the management team and his subordinates are NOT managers BUT operatives, clerks, fitters. Etc.  He plans, controls the work of his team and all he can delegate to the group is the work itself.
• A supervisor is a type of manage whose main role is to ensure that specifies tasks are performed correctly and efficiently by a defined group of people.

LEADERSHIP

• Leadership deals with the interpersonal aspects of a manager’s job.  Leadership deals with change, inspiration, motivation and influence.  Leaders may not have formal authority.

MANAGEMENT

• Management is a process of setting and achieving the goals of the organization through the functions of planning, organizing, directing and controlling.
•  Management has the formal authority to direct activity of others in achieving organizational goals.