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The concept can be analyzed from four different points of view. Motivating employees to become creative in daily work environment and helping them to provide new ideas to organization. Organizations try to create an amicable environment of knowledge sharing, equal power sharing among employees. Top manage tries to create a flexible work force by empowering employees. This concept is derived from organizational psychology theory. Senior executives try to implement self actualization concept among employees by empowering them. They try to create a skill society among employees (Doughty, n.d). Real Life Example Motivation level among employees can be increased by implementing employee empowerment concept. Empowerment can be done by increasing participation of employees in the decision making. Organization control does not follow top down approach in a learning organization. Employees have the right to take decisions and communicate the decision to top management. Example of employee empowerment is given below. W.L Gore & Associates is a product development company. Workers of the company are always termed as associates rather calling them mere employees. The company follows ‘Lattice Management Structure’ to develop the concept of employee empowerment. ...
The company is named as best organization to work for in UK for consecutive eight years (Pride, Hughes, & Kapoor, 2011, p. 295). Conceptual Framework Employee empowerment model in W.L Gore & Associates is heavily influenced by the concept of self actualization. The company has created skill society among employees and employees perform with greater efficiency to become member of the society. Alternate Model I will use the concept of lattice management system little differently for W.L Gore & Associates. I will integrate the concept of organizational psychology with self actualization concept. I will create flexible multifunctional departments in the organization. Team size for the multifunctional departments will be five. Giving importance on employee group empowering will be the key aspect of adopted model. Multifunctional department has the right to share knowledge and ideas with each other. There are four hundred associates work for the company. I will design the empowerment model for eighty groups and implementation process will be less time taking than designing empowerment model for four hundred associates. Penetration Pricing Centrality of the concept of penetration pricing depends on sales objective of the company. The pricing strategy can be described as offering new product to customers at lower price with an objective to increase sales volume. There are two strategically aligned benefits associated with penetration pricing. The pricing strategy might discourage other competitors to enter into market. Many competitors may fail to adopt penetration price due to lack of financial resources and hence will be forced to sell product at high price to cover break even. Penetration pricing helps company to attract price sensitive customers and switchers.
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(“Management Theories Essay Example | Topics and Well Written Essays - 750 words”, n.d.)
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Management Theories Essay Example | Topics and Well Written Essays - 750 Words. https://studentshare.org/macro-microeconomics/1456954-management-theories.
“Management Theories Essay Example | Topics and Well Written Essays - 750 Words”, n.d. https://studentshare.org/macro-microeconomics/1456954-management-theories.
The thrust of these theories was on the division of labor into sequential, task-based and time-based steps. Management was clearly separated from the labor class. The human relations perspective emphasized better working environment for people in routine, mechanized jobs.
This implies that most of the work in industries was done by the people. The unskilled people performed the more labor-intensive activities while the skilled acted as their leaders or managers. The developer of the theory, Frederick Winslow Taylor believed that the main motivation at the workplace was monetary gains for all the employees.
Fayol was the first to swear that all business purposes, irrespective of the field, have common activities to be performed, which eventually came to be known as Henry Fayol’s 14 principles of management. Conventional management theories and practices have not acquired a different look in management texts and hence in management research studies; however, the validity of these differences between conventional and contemporary management concepts is still far from what is shown or seen.
Henry Fayol’s Management theory is a simple model depicting management-personnel interaction at the workplace. The theory contains broad concepts applicable to almost any business as an effective tool to manage a productive team. The fourteen principles of management discuss the relationship between managers and their subordinates, remuneration, chain of command, authority, employee’s needs, and discipline all geared towards a harmonious workplace.
It is a responsibility of management to stay well involved in their craft and assure that they are using techniques that will provide success for their employees as well as themselves. This paper will discuss some of the older theories as well as the new.
Management development is derived from a combination of management theory and practice, and learning theory. There is no standard mix used in design of management development programs. The management theory selected for analysis is Deming's management theory of profound knowledge.
In addition, certain thoughts have been refined, added and behavioral scientists have stressed other vital thoughts. The centre of management action is the human behavior in an organization (Plunkett, Warren, & Attner, 2013).
Behavioral theory is concerned with
The author states that the popularity in the use of the two theories differs with the humanistic theory being widely used in current organizations as compared to the scientific theory. The said popularity of the humanistic theory in organizations is due to environmental uncertainties and the contingency variables.
On the contrary, managers tend to maintain the status quo and they usually focus on managing teams, organizing and directing them to achieve the assigned tasks. The duty of a manger is to plan, organize and coordinate whereas a leader is charged with the responsibility
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