Rationality of Organizations and Management Theories Essay

Management is the process of directing resources, organizing in order to effectively maintain and achieve business, organizational goals and creative problem solving. Directing resources means people, materials, finances and information. “Those who become managers and successful leader are the people who can best transmit their views, ideas, and enthusiasm to others” (Baldwin & Bommer, 2008, pg. 47). The goal of management is to accomplish the business mission and objective. To be a successful manager, you need skills in decision making, financial analysis, interpersonal relationships, and communication as well as the ability to apply those skills in a context of restraints, opportunities, and options. The following management analysis paper

There has been a long debate about the functions of leadership and management. Kotter (1990) argued the goal of leadership is to pursue the adaptive and constructive changes and the purpose of management is to acquire stability and consistency. In addition, he suggested that the process of leadership is to influence others and management is to maintain operations and accomplish goals.

There is not one definition of rationalism because it means so many different things. The Rationalists believe that knowledge is gained a priori or independently of experience. You know that 4 + 3 = 7, and that this won’t change wherever or you go to another country or to the moon. Knowledge of the world is gained through rational intuition (clear and distinct idea) and reasoning & understanding. A priori knowledge can be a hundred percent certain and is necessarily true.

Management plays a vital role for small companies, large corporations, and any other business type. They help assist in making sure that a task is completed in the correct manner that benefits the company in many matters to include legal. Most who think about management today, assume they have a lot of responsibility, to include the ability to lead with great leadership skills acquired through schooling and knowledge. Fortunately for these leaders, these management skillsets were not just acquired overnight, they were developed and tested over a long period of time through trial and error before being taught at an accredited institution or published for others to utilize. Therefore, there have been many theories and milestones that have developed through time, which have assisted in shaping management into how it functions today.

From there they can be broken down into four distinct management styles; directive democrat, directive autocrat, permissive democrat, or permissive autocrat (Management Styles). My personal management style is a very fluid one, always changing based on the situation; however, I like to keep my basis of my management very consistent. I prefer to work in a permissive democratic style; everyone participates in the decision making process and have the ability to carry out their work more freely (Management Styles). There are times, when in a position of leadership, where a democratic approach may not work and a directing and controlling approach needs to be taken. Employees will need to be told what, and when, to do something. As a manager it is important to understand and recognize when these different approaches need to be taken, and in a way that is allowing the goal to be achieved in a positive

The four functions of management, planning, organizing, leading, and controlling, are very essential in building strong organizations and even stronger more effective teams. Planning, organizing, leading, and controlling are the functions of management. These function activities must be preformed by all managers regardless of their industry level, title, or the task they have at hand. These four management skill are used when ever a project or a task is at hand. Even in the field we are working in, many of us may have been using the four management functions and not noticed what they were, or we may have been a part of a team that was lead by the functions of management and not noticed what was

Essentially Theory X and Theory Y describe two opposing views of people at work that will influence management style. Managers can be said to follow either view of their workforce. Theory X is often said to describe a traditional view of direction and control. Theory Y implies a more self-directed workforce that takes an interest in the goals of their organization and integrates some of their own goals into these.

In sociological tradition, rational means the thinking and action consciously logical rules and empirical knowledge, at this thought and action, the various purposes are coherent and consistent with each other, and use the most appropriate means to achieve purpose (Mitchell, 1979). In other words, regard rational as an unique ability to social subjects, a logical ability and the most appropriate means to achieve. The definition also covers the organization theory, on the rational understanding. Simon is an organizational theorist in addition to Weber 's given the status of theory of rational, he said that rational is the use of a value system of evaluation of behavioral consequences to choose a satisfactory alternative behavior plan" (Simon, 2002).

The owner of Creative Colors has taking my advice regarding restructuring and downsizing the company. The organization is now operating much more efficiently and has seen revenues begin to climb in its retail stores. With the improving economic climate in the region and the growing strength of the U.S. dollar compared to the Canadian dollar, the owner now sees an opportunity to acquire a regional competitor, Art Depot, based in Vancouver, Canada. The Owner of Creative Colors wants to expand the retail service capacity of Creative Colors by bringing Art Depot’s two retail stores (both located in Vancouver,

What are the main features of rational organisation and what are its strengths and weaknesses? To what extent would you recommend rational organisation design as the way forward for junction hotel?

1.3 Evaluation a model of managerial style in which the manager can apply skills to identify study and review their patterns of behaviour:

Every manager must have a set of principles, values, and core beliefs that he must follow. These principles, values, and beliefs make up his philosophy of management. Webster defines philosophy as “the most basic beliefs, concepts, and attitudes of an individual or group.” (Webster) I will be discussing the principles, values, and beliefs I as a manager will have to do my job efficiently. I will also discuss the different biblical beliefs that support my management style.

Management comes with countless responsibilities in order for the business to run smoothly and successfully. In order to achieve the goals of the company as well as the managers own goals, it is essential to keep employees motivated, keep the customer satisfied, and increase profits. “Management is defined as the process of administering and coordinating resources effectively, efficiently, and in an effort to achieve the goals of the organization.” (Lewis, 5).

With this in mind, management entails having the skills to plan, delegate, communicate, and motivation. An individual with the administrative skills may focus on the daily operations of an organization with an emphasis on team delivery, budgeting, and supervising the employees. Moreover, managers are working on organizational efficiency, speeding up the operation to cut costs and increasing productivity, and enforcing the rules and procedures. By having the proper leadership traits, managers can conceive the right decisions and accomplish these goals. As an illustration, consider a manager working on a budget, yet lacks the leadership characteristic

The traditional views of a manager's functions are as an administrator working on short-term goals within the current systems and structures. The manager focuses upon making that which exists as efficient as possible. The four functions of management as planning, budgeting, organizing, and controlling resources and problem solving. These managerial activities, they assert, are most appropriate when organizations are basically stable and relatively predictable. On the other hand traditional view of a leader' functions are of one who takes a long-term, big picture, perspective and endeavors to initiate change for the improvement of the organization. When organizations need to adapt and change to new circumstances then leaders who challenge, motivate and inspire