Organization Behavior – I
Assignment – Book Review
(Managers not MBAs, A hard look at the soft practice of managing and management development– Henry Mintzberg)
Mayank Sinha Roll No 88 Section B PGDM 2009-11
Exposition of a critique
The leitmotif of the book is that the practice of management can only be learned by the action-reflection model. Management is the practice of getting the right things done, individually and collectively, and learning happens not just by doing but by being able to gain conceptual understanding while doing it. Management competence, as a practice rather than a profession, cannot be taught in the abstract, but is best learned in context through a
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They are intelligent aggressive people dedicated to business, armed with the know how of the language of business and using it effectively. But due to the disconnected rationality and questionable confidence that most of them suffer from, they are unable to make any major sustained difference at the top. MBAs that succeed do so in spite of the distorted image of managing left by their education, rather than because of it.
Part 2
The second part of the book, titled “Developing Managers” is a series of proposed changes for the management education paradigm. To start off, one of the approaches towards management development described is On the Job Training (OJT) and/or formalized mentoring. The Japanese approach towards on the job management development is highlighted, where the process of learning by watching, listening to and practicing under more experienced colleagues is systemized. Mintzberg then moves on to some atypical off the job non-degree programs, most noteworthy of them being the CCMD (Canadian government centre for management development) for Canadian civil servants, and the Swedish MiL (Management in Lund). The common thread between these two programs is the emphasis on self-directed, action-oriented learning. Through field studies and residential workshops the
Asforthe word ‘management’, there has been long debate about its meaning. For our purpose, we take the perspective of the functions that managers
I will be clarifying how reading "Theory X, Y, Z" and watched the media piece, "Theory," affected my definition of theory. I will be explaining the reasons why it might be useful to make a connection between actual management situations and theory. I will also explain how theory can inform the actual practice of management. I will provide an example of my own supported observation to maintain my statements. In Conclusion, I will explain which of management theories presented in Day 4 Readings seem to be the most useful and why (Walden, 2014).
1. Read `Spotlight on Management` on pages 133-149 and the practice lesson `The Real World` on page 152. Please discuss the following questions in detail. Your response to each question should consist of: a minimum word count of 250 words and at least three (3) scholarly sources (1 resource can be the textbook):
After comparing Ch.2, 3, and 4 of Mintzberg’s novel, Simply Managing with Lussier’s textbook, Management Fundamentals, as well as the material covered in class, and my own personal experiences a few connection have been brought to mind regarding each chapter. In the paragraphs below, I will explain the connections I found related to each chapter.
Management skills can be learned and developed. Management skills involve the importance of reflecting and adapting your practice. Sometimes the most difficult person to manage may be yourself. Learning to understand yourself as a manager can help you become a reflective person who is capable of adapting and improving their
Throughout the article, Jasso discusses and explains what management means to our society. He breaks down into three main questions: What is management? Is management a profession? Should new MBA take an oath? From the first subtitle “What is Management-Really,” Peter F.Drucker, is a famous practical
Management training consists of courses which helps managers to be organized to deal in situations an example for this is observing employees and projects. Many businesses offer this type of training themselves; it can be done in two types of ways workshops and seminars. The advantage of this is that the manager’s confidence would
Ivancevich, J. M., & Duening, T. M. (2006). Management: skills, application, practice, and development. Cincinnati, OH: Atomic Dog Publishing.
He found that there was a major disparity in the management style of people here. Some had styles that emphasized employee empowerment. Others were of the old authoritarian school.; the managers here didn’t seem to be growing or developing; there were some problems with the existing management assessment and development system and it needed to be changed. Managers still were using a MBO-type system that had been replaced in the U.S. some time ago. Lancaster believed strongly in ADP and had seen it change the
One of the most overlooked aspects in a business’s, or corporation’s success is its emphasis on management development. Management development is defined as “…the process from which managers learn and improve their skills not only to benefit themselves, but also their employing organizations.” Moreover, whenever a company utilizes its management development skills, it will directly relate to the company’s economic growth along with the company’s environmental well-being.
Locate four articles or books on your philosophy written by different management theorists and published in the past 5 years in academic literature. At least two must be from peer-reviewed journals. The articles or books may be theory articles, research articles, or a combination.
Bloisi, W., Cook, C. & Hunsaker, P.(2003). Management and Organisational Behavior: European Edition. Berkshire: McGraw-Hill Education
“Management is active, not theoretical. It is about changing behaviour and making things happen. It is about developing people, working with them, effort to achieve objective and goals.”(L.Mullins, 2010. P, 425)
Over the past hundred years management has continuously been evolving. There have been a wide range of approaches in how to deal with management or better yet how to improve management functions in our ever changing environment. From as early as 1100 B.C managers have been struggling with the same issues and problems that manager's face today. Modern managers use many of the practices, principles, and techniques developed from earlier concepts and experiences.
We cannot leave our discussion of the value of studying management without looking at the rewards and challenges of being a manager. What does it mean to be a manager? Being a manager in today\ 's dynamic work place provides many challenge.