Management Theory in Practice: Mens Sheds Association - Essay Example

Management theory in practice - Men’s Sheds Association Words: 2628 Introduction One of the most important issues for organizations operating in modern market is the identification of policies for keeping communication and cooperation in the internal environment at high levels. Indeed, in firms where collaboration is promoted, the willingness of employees to support organizational schemes is high (Amos et al. 2009). In other words, employee performance is closely related to the employees’ treatment in the workplace (Amos et al. 2009). In the literature developed in this field different approaches have been used for explaining this phenomenon. One of these theorists, Maslow, has supported that human needs can be put in hierarchy; needs of each level should be addressed only if needs of the previous level have been covered (Drucker 2012). Current paper explores the practical implications of a particular management theory: the Hierarchy of Needs theory of Maslow. The potentials of this theory to be used in practice are explored referring, as an example, to the case of Men’s Sheds Association. The most common management theories are also discussed, as they could also be used in explaining daily organizational practices. 2. Men’s Sheds Association – Organizational analysis using management theory 2.1 Overview of the organization – mission and purpose The Irish Men’s Shed Association (IMSA) is an organization that supervises Sheds developed ‘in communities and organizations’ (IMSA 2012) across Ireland. Sheds that are members of IMSA need to be aligned with IMSA’s rules and mission as described in the organization’s website. The key mission of IMSA is ‘to support the development of SEDs across Ireland’ (IMSA 2012). Moreover, the above organization is based on certain rules, which could be described as follows: a) ethics and equality are highly valued and respected, b) team-working is supported while initiatives are welcomed, c) individuals, as members of each shed, should be encouraged to share their ideas and knowledge and to continuously try to develop themselves (IMSA About 2012). The lack of self-esteem and the lack of motivation for participating in professional/ economic and social activities seem to be key problems for men in Ireland (IMSA About 2012). IMSA is asked to help men in Ireland to face these challenges and to increase their potentials and capabilities. It should be noted that IMSA is a non-for-profit organization and treats its members equally. Still, the organization seems unable to effectively control the activities of all its members in regard to the promotion of IMSA’s rules and standards. It is suggested that a series of ethical standards would be introduced for helping leaders in IMSA to identify methods that can effectively help the association’s members to overcome the current crisis. 2.2 Management theory – key concepts One of the most known management theories is the Hierarchy of needs Theory of Maslow (Graph 1). The particular theory is related to a particular element of management: motivation. The Hierarchy of needs theory promotes the idea that people are motivated only if certain of their needs are covered (Montana and Charnov 2008, p.238). The level at which these needs are covered defines the level at which an individual is motivated (Montana and Charnov 2008, p.238). In the context of the Hierarchy of needs Theory, the needs of individuals are classified into five categories: ‘a) basic, b) safety, c) belonging, d) ego-status and e) self-actualization’ (Montana and Charnov 2008, p.238). The Hierarchy of needs Theory of Maslow is extensively used in organizations at the level that it helps managers to introduce strategies that will be supported by employees, since the latter will be motivated to participate in the realization of the relevant plans (Gene et al. 1998). A similar theory to that of Maslow is the Hygiene theory of Herzberg. More specifically, the theory of Herzberg promotes the idea that by covering certain needs of employees in the workplace employers can keep employees motivated (Montana and Charnov 2008, p.239). The key difference between the two theories is that the theory of Maslow refers to human needs in general while that of Herzberg ‘focuses on needs that can appear only in the workplace’ (Montana and Charnov 2008, p.239). According to the Hygiene theory, in workplace there is a series of factors that can influence employees’ performance (Agarwal 1983); these factors are known as ‘motivators’, which are opposed to dissatisfiers that aim just ‘to serve certain basic needs of employees and cannot act as motivators’ (Montana and Charnov 2008, p.239). A description of the Hygiene theory of Herzberg is presented in Graph 2, Appendix. Another similar theory, also related to motivation in the workplace, is the Goal Setting theory (Hoffman 2007, p.383). The specific theory is based on the rule that the performance of each individual can be significantly increased simply by ‘setting goals and quality standards’ (Hoffman 2007, p.383). In the context of this theory certain characteristics of individuals, such as the ability to meet deadlines and to seek for continuous self-development are regarded as indications of the potential of individuals to keep their performance at high levels (Hoffman 2007, p.383). At this point, reference should be made to another, well known, management theory is McGregor’s theory which is divided into two parts: Theory X and Theory Y. The X theory is based on the assumption that people do not like work (Drucker 2012, p.220). For this reason, the X theory promotes the idea that in the workplace a practice of ‘both reward and threat’ (Drucker 2012, p.220) should be applied. On the other hand, the Y Theory assumes that people ‘have a physical need to work’ (Drucker 2012, p.220). At the same time, for Y Theory people like ‘to take responsibilities and achieve targets’ (Drucker 2012, p.220). In other words, McGregor’s X and Y Theory present two different aspects of the relationship between people and work. A combination of both aspects would lead to an effective framework for explaining employee relations in modern business environment. The theories of Maslow, McGregor and Herzberg, as presented above are parts of the Human Relations Approach of Management Theory (Sims 2002). Using another approach, different views can be developed in regard to the role and the power of management within organizations. Reference is made especially to the Scientific Theory of Management, known also as Taylorism, developed by Taylor (Sapru 2006, p.85). The specific theory is based on the view that the primary role of management is ‘to become efficient’ (Sapru 2006, p.85). Then, management should focus on setting standards on which all organizational operations will be based (Sapru 2006, p.85). This theory promotes a different idea: in organizations most important is that employees follow the standards set by managers (Sheldrake 2003). The needs of employees are not taken into consideration either when planning or when implanting organizational plans. 2.2.1Maslow’s Hierarchy of Needs Theory The Hierarchy of Needs theory of Maslow, as also presented above, can be used in order to evaluate the practices of the organization under examination, the Men’s Sheds Association, in regard to the support of its members. Before developing this task, it would be necessary to highlight a few points of Maslow’s theory. A common mistake when using the Maslow’s Hierarchy of needs Theory is the following one: the full cover of needs of individuals in the workplace, as these needs are described in the theory of Maslow, is often attempted (Montana and Charnov 2008, p.239). However, in practice such target is not possible to be achieved. Also, Maslow has not set such term (Montana and Charnov 2008, p.239). Rather Maslow refers to the needs of individuals and their relationship to motivation in order to show that certain needs have to be covered, necessarily, so that employees are kept motivated (Montana and Charnov 2008, p.239). It is not required that all individuals in the workplace are fully satisfied in regard to their needs discussed in Maslow’s Theory (Montana and Charnov 2008, p.239). Moreover, in the Graph 1 (Appendix) where the Hierarchy of needs Theory is presented the following issue is made clear: for Maslow human needs can be set in an hierarchy, a fact that implies: a) in order for needs at a higher level of the hierarchy to be satisfied it is necessary for needs at the lower level of the hierarchy to be addressed (Sheldrake 2003), b) the introduction of plans for promoting motivation in the workplace is not possible before the needs of employees are identified; otherwise, any effort that would be made for enhancing motivation would be led to a failure (Sapru 2006, p.206). Furthermore, the following question needs to be answered: are leaders always capable to understand their employees’ needs? The answer would be negative. It is probably for this reason that turbulences related to low employee performance have become a common phenomenon in organizations worldwide. On the other hand, the following issue needs to be explained: are all levels of the hierarchy of the same value? The fact that needs are covered in turn implies just that there is a sequence that must be followed. Also, Maslow notes that when seeking for increasing motivation, emphasis should be given ‘to human behaviour and not to the situation itself’ (Sapru 2006, p.206). In this context, it can be said that Maslow’s hierarchy of needs does not define the value of human needs but just indicate the turn in which these needs should be covered in the workplace. For example, in firms where remuneration of employees is extremely high, there could be no issue of using the first level of Maslow’s theory for improving motivation. In these firms emphasis should be given rather to the upper levels of the above theory, since only there potential conflicts would appear between employees. Therefore, the difference/gap between the lower levels and the higher levels of the hierarchy cannot be considered as standardized. 2.3 Analysis of the organization using the Maslow’s theory As already noted, the Maslow Hygiene theory is based on the rule that all individuals have certain needs, which are likely to be covered gradually; beginning from the lowest level of the relevant hierarchy the needs of each level are covered only if those of the previous levels have been covered. In Men’s Sheds Association the theory of Maslow would be used for evaluating the effectiveness of the organization in achieving its goals. More specifically, as explained above, Men’s Sheds Association focuses on the increase of self-esteem and of the skills of its members so that they are able to face a series of challenges related to their daily social and economic life. The specific organization serves two critical needs, as explained in its website: a) to make its members to feel as members of a team and b) to make its members to use their time for working, an activity that help these individuals to manage their personal issues more effectively. In this way also, the community would be benefited at the level that those members of the SHEDs who are quite satisfied by their daily schedule they could support others who also like to join this union. It is at this point that the Maslow theory could be used. The leaders in the SHEDs should ensure that the members of each SHED are satisfied, meaning that their needs are addressed. Leaders in SHEDs could use the Hygiene Theory of Maslow in order to develop a plan of action for covering the needs of SHEDs’ members; in this way, these individuals will be highly motivated, a fact that will benefit both the member personally and the community. More specifically, leaders in SHEDs would focus on the following needs of their members, as these needs are aligned with the needs of individuals included in Maslow’s theory: a) at the first level, the biological needs of members would be taken into consideration. The leader in each SHED should ensure that all the SHED’s members have covered their housing needs and their needs in terms of food/ clothes. Members could be given the chance to submit a letter in which they would discuss their biological needs, if any, so that appropriate assistance is provided. The assistance in the above case would have either the form of preparing the documents necessary for securing a position in a public housing scheme or of arranging a short – term housing contract so that the housing needs of the individual are covered temporarily. The assistance would also have the form of arranging the hiring of the individual to a particular position so that he is able to cover the funds required for his biological needs. As proved through the material published in the organization’s website, the members of the SHEDs are given such assistance so that the specific term of Maslow’s theory is met; b) in the context of the second level of the Hygiene theory of Maslow, the member of each SHED would be given the sense of safety, in all its aspects. This term would refer to the financial, family and social life of each individual but also his health. In the organization’s website emphasis is given on the importance of SHEDs for promoting ‘the well-being and health’ of their members (IMSA About 2012). It is also noted that in the context of the SHED members are given the chance to discuss their problems and to ask for help, where necessary (IMSA About 2012). It is made clear that SHEDs are able to cover the biological and safety needs of their members. A similar assumption can be developed in regard to the needs of the third and fourth level of Hygiene Theory. Reference is made to the belongingness and esteem needs, as a requirement for an individual to be motivated. The effective response of IMSA to these needs of its members is reflected in the following facts: members of SHEDs are given the chance to participate actively in all their SHED’s activities, feeling as members of a group (belongingness and love, in IMSA About 2012); b) they are also given the chance to take initiatives, where necessary and share their ideas with other members of the SHED (esteem). As for the last level, higher level actually, of Maslow’s theory, this is rather covered if taking into consideration the initiatives developed by IMSA in regard to the needs at other levels. Even if the self-actualization need is not covered, this fact, cannot lead to the assumption that the performance of IMSA in regard to the motivation of its members is low; as Maslow accepts it is sufficient for certain needs to be covered and not all of them (Montana and Charnov 2008, p.239). 3. Conclusion The willingness of organizations to support their employers can be identified in various aspects of organizational operations. According to Maslow each organization needs to emphasize on the needs of its employees, as described in the Hygiene theory. Of course, it is not necessary for each organization to address all these needs. However, at least certain of these needs have to be covered otherwise the participation of the employee in organizational activities would not be feasible, meaning especially the needs at the lowest level of the relevant model (Graph 1). However, in practice it seems that the priorities of organizations in regard to the needs of their employees may be differentiated; for example, it is possible in a particular organization the esteem needs are highly valued by safety needs are not appropriately addressed. In Men’s Sheds Association the following issue appears: the Association ensures, as possible, that the interests of its members are protected. Still it is not explained how exactly this target is achieved. Providing a high range of support services, as analyzed in the organization’s website, is possibly an effective method to enhance members’ self-esteem. Still, the support of members in regard to their financial needs cannot be ignored, as also suggested in the Hierarchy of Needs Theory of Maslow. References Agarwal, R., 1983. Organization and Management. New Delhi: Tata McGraw-Hill Education. Amos, T., Ristow, A., Pearse, N. and Ristow, L., 2009. Human Resource Management. 3rd ed. Cape Town: Juta and Company Ltd. Drucker, P., 2012. Management. Oxon: Taylor & Francis. Gene, B., Burton, G. and Thakur, M., 1998. ManagementToday-Principles & Practice. 3rd ed. New Delhi: Tata McGraw-Hill Education. Hoffman, G., 2007. Management: Tenth Edition. Belmont: Cengage Learning. Men’s Sheds Association, 2012. Organizational website. Available at http://www.menssheds.ie/ [Last accessed at 30th November 2012] Montana, P. and Charnov, B., 2008. Management. 4th ed. New York: Barrons Educational Series. Sapru, R., 2006. Administrative Theories And Management Thought. New Delhi: PHI Learning Pvt. Ltd. Sims, R., 2002. Managing Organizational Behavior. Westport: Greenwood Publishing Group. Sheldrake, J., 2003. Management Theory. 2nd ed. Belmont: Cengage Learning EMEA. Appendix Graph 1 – Maslow, Hierarchy of Needs theory (source: http://www.businessballs.com/maslow.htm) Graph 2 – Herzberg Hygiene and Motivational Factors theory (source: http://www.nwlink.com/~donclark/hrd/history/herzberg.html) Read More