Review of Hopkins and Ballon's Articles Which Claim Managerial Styles are Paternal and Dictatorial

GM is described as an organization with a dysfunctional company culture that somehow still manages to have amazing results in its work, on a global scale. The key attributes of GM, were primarily in the changes initiated by Mary Barra after the GM ignition switch recall crisis. Some of those attributes include her willingness to openly acknowledge the undesirable aspects of the GM culture and her efforts to take action towards a resolution. There are also several noticeable strengths and weaknesses within the organization. One of the biggest weaknesses is the company’s repeated inability to acknowledge that, lack of functional culture and leadership are truly the root cause of the company’s issues. Based on my reading I would describe the current behavioral organizational model as a Custodial Model. I chose this model because the managerial orientation is money, employee orientation is security and benefits and performance results are passive cooperation. All of these attributes were described in the reading.

I began this book like most books, with great anticipation that it was going to be amazing, why else would a qualified instructor assign it. I assumed that it would be a shining example of the finest managerial principals in existence all compacted into a simple to read text with plenty of graphs and helpful handouts. I was certain that I would be a more effective leader for having read it. I spent time strategizing how I would write my paper with great enthusiasm. Then, I read the book.

Lee Cockerell’s first leadership strategy that he outlines in his “Creating Magic” book is taking care of employees. In this instance Cockerell goes into detail on saying that in order to be able to run a very successful company the owners/company itself needs to give respect, appreciation, value, into everyone. He outlines this with his acronym RAVE (respect, appreciation, value, everyone). In doing so, the company will have a lot of loyalty and respect back from its employees. Cockerell implemented this concept with Disney, as Disney has the lowest turnover rate in their industry. By giving employers the RAVE treatment, employees genuinely care about their company because they view that the company cares about them. This method that Cockerell outlined in his speech and in his book is very similar to a leadership theory that we have learned in class this year, called path-goal theory. The path-goal theory is an ideology that focuses on the leaders to motivate their follower’s. In this instance Cockerell was in an executive position with Disney, and he had to make a decision on how to efficiently and effectively run the company through his position. He decided to motivate his employees through compassion. Cockerell was a very compassionate person towards his employees. One of the most significant ways that Cockerell was able to achieve this was with the RAVE method. The RAVE method was able to motivate his employees by giving them purpose in the business which created a

readings, it appears that there was a drastic difference in management types from Leslie and the

The “influencing people can involve both what a manager does and how the manger does it” (Dean, 2013, p. 306).

The 21st century manager is still about the profits. And some might say that even though Mackey and Whole Foods are good at managing people they are

Compare and contrast the management theories of Frederick Taylor, Henri Fayol, Elton Mayo and Douglas McGregor. In what sense(s) are these theories similar and/or compatible? In what sense(s) are these theories dissimilar and/or incompatible? How would a contingency theorist reconcile the points of dissimilarity and/or incompatibility between these approaches?

According to Lewin (1951) and White & Lippit (1960), there are three prevalent management behavior styles: Authoritarian, democratic and laissez-fare (Cherry,

Excellent businesses are the direct result of excellent management, and Fortune magazine highly ranks them as one of the “Best Companies to Work For” (Schermerhorn & Bachrach. 2015. p. 456). His leadership style is a balance of both the Human Relations and Democratic styles. He shows the Human Relations style through the support of his employees over the tasks of work by his philosophy of building the culture and all other aspects of the business will follow suit (Schermerhorn & Bachrach. 2015. p. 456). The only aspect of his leadership that could come under criticism would be where the line between work and fun is drawn. With the company’s focus on quality over quantity, there might be financial benefits that are not being realized. The leadership approach that he takes is definitely situational and would not achieve the same result if it were implemented in such fields as health care or the legal profession.

But I'm coming to believe that all of us are ghosts .... It's not just what we inherit from our mothers or fathers. It's also the shadows of dead ideas and opinions and convictions. They're no longer alive, but they grip us all the same, and hold on to us against our will.

I certify that the work submitted for this assignment is my own. Where the work of others has been used to support my work then credit has been acknowledged.

Whether you love him/her or hate him/her everybody has one…a boss. Most people have their own opinions as to what kind of boss it is that they would like to work for. Most would probably agree that the worst kind of boss is a new boss. This is more than likely due to people’s extraordinary fear of change and the unknown. Whatever the reason, the employee always has the option to leave their position and seek work elsewhere. The same can not be said for subjects of states, who by no action of their own, were to be ruled by a new prince. Just as varied as the ways in which one “inherits” a new boss, likewise new principalities have an abundance of ways of being acquired. Niccolo

With the rapid change of the world, thought of management, theory and practise keeps on changing. It has been transformed through innovation. Taking into consideration the uncertainty surrounding the construction industry, it is essential paying attention to how people work within an organisation that has set goals that needs to be achieved. To be able to achieve these objectives, it is necessary to understand management relating issues such as culture, motivation, leadership and issues relating like coordinating, planning and controlling. Understanding the way people and organisations work is very vital when it comes to the built environment. As a Quantity Surveyor some of my duties are to deals with people, technical

The definition of ‘management’ is controversial and subject to much debate. There have been many contradictory views on what the term ‘management’ means and accordingly how one should correctly manage an organisation. These theories have been put forward by several highly regarded management scholars over time. By taking into account past knowledge and contemporary views on management, we are able to ‘’explore how thinking has changed through time’’. (Brooks, 2006). Moreover, businesses have, and can continue to be able to adapt these theories and put them into practice. Successfully applying correct management practices is especially vital in a global business environment which is becoming very competitive. ‘’Most management theories, even those that do not resonate comfortably with the prevailing mood, have attractive and valid elements to them.’’ (Robinson, 2005). For example, some of these theories can be seen flourishing in fast food chains like McDonalds.

People have always asked if there is any style of leadership that is most effective. Nevertheless, numerous theories and models have been created to show that there is no style of leadership that is the best. Rather, styles of leadership need to adjust depending on the variables such as the leader, the situation, the subordinate, the task, the environment and other factors. Paul Hersey, Kenneth H. Blanchard, and Dewey E. Johnson noted that if the leader’s style of behavior is appropriate or matches the situation it is considered effective. If it is not appropriate to a given situation, it is deemed ineffective. The difference between the effective and ineffective styles is often not the actual behavior of the leader, but the appropriateness of that behavior to the environment in which it is used. In reality, the third dimension is the environment.