MANAGING MANAGEMENT

By: Jonathan Hope, Allie Olsen, Maddie Dobson,

Molly Roemer, Emily Krueger, and Rachel Whitney

Table of Contents
Introduction to Management2
Summary of Management Theories3
The Managerial Grid, Robert R. Blake & Jane S. Mouton ...............4
A Theory of Leadership Effectiveness, F.E. Fiedler 5
One more time: How do you motivate employees? Frederick
Herzberg .6
New Patterns of Management, Rensis Likert 7
Motivation and Personality, A.H. Maslow ..8
The Human Side of Enterprise, Douglas McGregor .....9
Management Topics..12
Managerial Control and Selective Adaptation13
Adaptability14
Humanistic management..16
Leadership Training17
Employee-centered Management..19
Motivation20
Team Management25
Bibliography.26
Index.27

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Introduction
Welcome to Managing Management! In this handbook you will find ways to
increase your ability to become the best manager you can be. This
handbook greatly focuses on six theories of management, which will be
described. The big question is, why take the time to learn about being a
manager? As a manager, you have the opportunity to greatly influence the
lives of those you direct and supervise. You can help others become their
best selves while furthering along the success of your organization. The
managerial role is not a single, invariant one, but a complex of different
roles (6).
A successful manager takes responsibility for the climate of his or her
organization and is able to have an empowering influence over his or her
subordinates. The manager helps propel employees to motivate themselves
to do their best work bettering the individual and the organization. The
manager is also able to effectively make decisions, solve problems and
delegate tasks. Management is concerned with the achievements of
practical objectives (6).
It has been said that fish discover water last (6). Sometimes we are not
aware of a problem that is right in front of our noses. The creators of this
handbook hope to show you a new way of
looking at management, to help you discover
your water and to give you some ideas of
how you can renovate your management
methods. So, take a look around! You are
sure to find something that will enrich your
mind and refine the way you think about
management.
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SUMMARY OF
MANAGEMENT
THEORIES

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The Managerial Grid

Robert R. Blake and Jane S. Mouton
The managerial grid presents six types of managers with varying degrees of
concern for people and production. Imagine a coordinate plane with
concern for production on the X axis and concern for people on the Y
axis.
Middle-of-the-Road Management
Adequate organization performance is possible through balancing the necessity
to get out work with maintaining morale of people at a satisfactory level.

Team Management
Work accomplishment is
from committed people;
Interdependence through a
common stake in
organization purpose leads
to relationships of trust and
respect.

Country Club Management

Thoughtful attention to
needs of people for
satisfying relationships leads
to a comfortable friendly
organization atmosphere
and work tempo.

Authority-Compliance
Management
Efficiency in operations
results from arranging
conditions of work in such a
way that human elements
interfere to a minimum
degree.

Impoverished Management
Exertion of minimum effort
to get required work done is
appropriate to sustain
organization membership.

A task-master type manager would be found on the bottom right, while a

popular manager who does not get much accomplished would be found on
the top left. A manager in the very center of the grid does not have strong
tendencies either way and acts accordingly, and a manager in the (1, 1)
position does not act much at all.
The ideal manager is found in the top right corner at (9, 9) who optimizes
both people and production. This team manager comes to work with
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energy and puts it to hard work. He includes many employees when making
decisions to reach an agreement that satisfies everyone, and appreciates
input from all directions. When conflict arises, this manager addresses the
problem early and listens to everyones perspectives and needs.
This manager has the greatest satisfaction compared to those in other
positions on the grid because he finds the most opportunities to make a
positive difference. Employees for this manager also find rewarding work
experiences because they are involved in the organization and their opinions
are respected.

A Theory of Leadership Effectiveness

F. E. Fiedler
In A Theory of Leadership Effectiveness, The Contingency Model is presented
to rate the effectiveness of a leader. The Contingency Model states that the
groups performance will depend upon the appropriate matching of
leadership style and the degree of favorableness of the group situation for
the leader. A situation is favorable when the leader can have the most
influence over their group. The model suggests that group performance can
be improved either by modifying the
leaders style or by modifying the group
task situation.
The most ideal situation for a leader is
when the following three components
are present:
1. The leader has a high position of
power
2. The task is clear cut
3. The leader feels that he/she is liked
and accepted by the group

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There are two types of leaders: relationship-oriented and task-oriented. A

leaders type is based on whether he/she receives more gratification from
others or if she receives more from completing a task. A relationshiporiented leader is more focused on the relationship she has with the
members of the group and keeping them satisfied. A task-oriented leader is
focused on the task at hand and improving production.

One More Time: How Do You Motivate

Employees
Frederick Herzberg
How does a manager get their employees to do what they want when
the employee refuses? They administer a kick in the pants (KITA). Negative
KITAs produce movement while positive KITA produces motivation. Instilling

motivation in a managers employees is the most effective way to get them

to get the job done. Using movement on employees is ineffective because it
only works once. Next time a manager needs the employee to do something

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they will need to administer another KITA. With motivation, instead of the
organization kicking the employee, the employee is kicking themselves.
How do you instill motivation among
employees? There are many ways, such as
reducing time spent at work, spiraling
wages, fringe benefits, and job participation.
There are five major factors that lead to job
satisfaction:
1.
2.
3.
4.
5.

Achievement
Recognition for achievement
The work itself
Responsibility
Growth or advancement

Job enrichment is an attempt to motivate employees by giving them the

opportunity to use the range of their abilities. It is an effective way to create
motivation. It looks at a job and adds new sources of job satisfaction. It gives
employees a reason to come to work and a reason to work hard.

New Patterns of Management

Rensis Likert
Studies show that managers and their managerial styles
are key to the productivity level of their employees.
Employee-centered management styles are shown to
have significantly higher productivity rates than jobcentered management styles. Therefore, it is important
that managers are showing the right kind of attention to
their subordinates.
Employee-centered managers focus their primary
attention on the human aspects of their subordinates
problems and on endeavoring to build effective work
groups with high performance goals. The managers
supervise generally, but they allow people to do their job the
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way they want as long as they accomplish objectives. They are less critical of
work, and are seen as unselfish, cooperative, sympathetic, and honest.
These managers are interested in the employees success and are shown to
have more success and higher productivity within the company.
Another key to increased productivity is highly effective work groups.
Members of these work groups will always see themselves as a part of the
greater whole. They will be working with and under other highly effective
work groups to accomplish the objectives of the organization. These groups
generally have loyalty, trust, and confidence within the group. The individual
members of the group are highly motivated to accomplish the important
goals of the group, and all problem-solving and decision-making are done in
a supportive atmosphere.

Motivation and Personality

A. H. Maslow
The study of employee motivation must include in part the study of human
desires, goals, and needs. The Theory of Motivation and Personality
describes five levels of needs that each human being passes through in
order to become his or her best self. This hierarchy goes as follows:
physiological, safety, belonging or love, esteem, and self-actualization.
Beginning at the bottom, all
humans are first concerned
about fulfilling their
physiological needs such as
food, water, and sleep. Once
these needs are met, a human
can advance to the next level:
safety. These needs include the
safety of ones self, ones family,
and ones employment.
After physiological and safety
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needs are cared for, people begin to seek out the acceptance and love of
others. Friendships and family relationships fall into this category. When a
persons basic needs are met and is loved by others, he or she begins to
develop self-confidence and self-worth. This person is then ready to advance
to the final stage; self-actualization.
This final stage is where managers want all of their employees to be, for this
stage is where creativity, spontaneity, and problem solving skills are
discovered and cultivated. Self-actualization is when people begin to realize
their full potential, thus enabling them to become what they are capable of
becoming.
Although managers may hope and expect their employees to be selfactualizing at all times, management should be understanding of employees
who are passing through difficult times in
their lives. An employee that is dealing
with food-security issues or marital
problems may not be able to give it their
all for the organization. Knowing this
may allow managers to work with
employees as much as is deemed
appropriate to help them through tough
times, eventually helping them return to
the self-actualizing level.

The Human Side of Enterprise

Douglas McGregor
The central idea of this theory is integration, meaning, ...the creation of
conditions such that the members of the organization can achieve their own
goals best by directing their efforts toward the success of the enterprise
(6). McGregor outlines two main theories. The first, Theory X, is the
traditional view of management that is widely used and least effective. The
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second, Theory Y, is McGregors approach to management which he claims

can be most effective.
Theory X:
Proclaims direction and control through authority.
Assumes:
o Average human beings have an inherent dislike of work and will
avoid it.
o Humans must be coerced, controlled, directed, and threatened
in order to work.
o Average human beings prefer to be directed, avoid
responsibility, have low ambition, and want security, above all
(6).
McGregor stated, ...so long as the
assumptions of Theory X continue to
influence managerial strategy, we will
fail to discover, let alone utilize, the
potentialities of the average human
being (6). The need for a new theory,
a new idea, and a new approach is
necessary in order to better the
success of the enterprise.
Theory Y:
Proclaims the integration of individual and organizational goals.
Assumes:
o Expenditure of physical and mental effort in work is as natural as
play or rest; can be a source of satisfaction or source of
punishment depending upon controllable conditions.
o External control and the threat of punishment are not the only
means for bringing about effort toward organizational
objectives. Man will exercise self-direction and self-control in
the service of objectives to which he is committed.

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o Commitment to objectives is a function of the rewards

associated with their achievement. The most significant
of such rewards can be direct products of effort
directed toward organizational objectives.
o The average human being learns, under proper
conditions, not only to accept but to seek responsibility.
o The capacity to exercise a relatively high degree of
imagination, ingenuity, and creativity in the solution of
organizational problems is widely, not narrowly,
distributed in the population.
o Under the conditions of modern industrial life, the
intellectual potentialities of the average human being
are only partially utilized.
Theory Y is dynamic, has the
possibility of growth, can
challenge to innovate and
consists of selective adaptation
rather than a single absolute
form of control. Selective
adaptation within theory Y
means that management,
within reason, conforms to the
needs of his or her
subordinates rather than
always having them conform to the needs of the organization. Theory Y
assumes management is responsible. If something goes awry within an
organization, managements methods must be looked in to, rather than
blaming the subordinates incompetence, skill, etc.
Examples of ways to put theory Y into practice:

A manager having confidence in subordinates abilities (downward

confidence).

A manager regarding subordinates with high esteem.

A manager taking responsibility for the climate of company.

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MANAGEMENT BY
TOPIC

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Managerial Control and Selective Adaptation

Control ...involves the selection of means which
are appropriate to the nature of the phenomena
with which we are concerned (6). For a manager
to gain more control over an organization, he
must be willing to give up control. He can help
them only if he is prepared to relinquish control in
the conventional sense, only if he has enough
confidence in their willingness and ability to
achieve organization objectives that he can risk some poor judgments and
some mistakes as a natural cost of their growth (6).
Selective adaptation involves an organization conforming to the needs of
the employee to better enable and motivate them to do their job, and to do
it well. Improve the ability to control by recognizing that control consists in
selective adaptation to human nature rather than attempting to make
human nature conform to our wishes (6).

Control can mean taking responsibility so that the organization can be

successful. The price of freedom is responsibility.

Successful management depends significantly on the ability to predict

and control human behavior.

Progress is associated with the ability to predict and control.

Many of our attempts to

control are in direct
violation of human
behavior.

It is the managers
responsibility to select
appropriate means for
control.

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You need dependence to have control. Employees are dependent on their

management, but it is equally true that ...every manager at every level is
dependent upon those below him in the organization (6).
The success of any form of social influence or control depends ultimately
upon altering the ability of others to achieve their goals or satisfy their
needs (6). A manager can affect many lives. He or she has the opportunity
to bring out the best in others and to lift them to a higher way of functioning
and understanding.

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Adaptability
There are two types of leaders: relationship-oriented and task-oriented
leaders. A leaders type is based on whether he receives more gratification
from others or if the leader receives more from completing a task. A
relationship-oriented leader is more focused on the relationship they have
with the members of the group and keeping the group satisfied. A taskoriented leader is focused on the task at hand and at bettering production.

This theory states that neither training nor personality is the determining
factor of a good leader. A good leader should be trained to know which of
the two types of leaders he or she is so that they can better adapt to
whatever situation they are faced with.
Examples:

If the relationship-oriented leader is

in an unfavorable situation, one in
which he is not in control, he will
increase the rate and intensity of
interactions with members of his
group, when normally he is passive,
non-directive, and permissive.
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If a task-oriented leader is in a less

gratifying situation, he is even more
focused on completing the task than
interacting with the members of his
group.

A comparison of behaviors of successful and unsuccessful leaders shows

that the successful leaders decrease intensity and directness with their
interaction with group members. Unsuccessful leaders become less
involved, structuring, and less considerate in unfavorable group-task
situations. A leader can change or modify group situations to match them
with his leadership style.

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Humanistic Management
Managements attempts to solve the problems arising from the inadequacy
of these assumptions have often involved the search for new formulas, new
techniques, new procedures. These generally yield disappointing results
because they are adjustments to symptoms rather than causes. The real
need is for new theory, changed assumptions, more understanding of the
nature of human behavior in organizational settings (6).

A major task in management is to

organize human effort in the service of
the economic objectives of the
enterprise

Effectiveness would increase if the

manager could discover how to tap the
unrealized potential in human
resources

...the industrial organization of today is

being run by the staff. Their knowledge and
techniques have a profound influence on major
decisions, they design and administer procedures
and their control functions provide much of the
directing and control of the human resources of
the enterprise (6).

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Leadership Training
Few studies have been done to study the
effectiveness of leadership training, but
what has been done has not shown any
improvement in performance effectiveness
in leadership situations. It has been shown,
however, that leadership training does
change behavior and attitude, even though
they may not be lasting. A better approach
to training is organizational engineering.
The organizational engineering approach enables the manager at a second
or third level to provide leadership opportunities to his or her subordinates,
so that they can show their full leadership potential.
Organizational Engineering

In some organizations we can change the individuals task

assignment give specific tasks or vague ones..
We can change the leaders position power give him subordinates.
We can change the leader-member relations in the group give him
groups similar to him or very different.

The performance of interacting groups and organizations is, therefore,

contingent upon the favorableness of the leadership situation as well as
upon the executives leadership style.
A man who is able to avoid situations
in which he is likely to fail is likely to be
a success (2). A situation is favorable
when the leader can have the most
influence over his group. The
contingency model suggests that group
performance can be improved either by
modifying the leaders style or by
modifying the group task situation.
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The most ideal situation for a leader is when the following three
components are present:
The leader has a high position of power

There is a clear cut task

The leader feels that they are liked or accepted by the group members

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Employee-Centered Management
How do we increase production in the workplace in order to compete with
the ever-growing foreign markets? There are many organizations and
managers that see management as accomplishing tasks or jobs. Research
shows that management style has a direct correlation with the productivity
of employees.

Managers who are employee-centered

instead of job-centered tend to have
employees who are more satisfied and
motivated in their work and who are
generally more productive.

But, what defines employee-centered management?

Highly productive organizations have managers who:
Allow for autonomy
Show trust in the employees
Work with employees with their
personal problems
Are not critical
Create highly effective work
groups
Are present, but not overbearing
Help subordinates feel unified
Support the vision of the
organization

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Motivation
What is the most direct way of getting someone to do something? Ask!
What if they do not want to do it? Administer a kick in the pants, or a KITA.
There are two different kinds of KITAs - a negative KITA and a positive KITA.

Negative KITAs do not lead to motivation, but to movement. It is important

for managers to understand the distinct difference between motivation and
movement. If I kicked you, Im motivated, you moved. But what about next
time? I would have to kick you again in order to get you to move.
The goal of motivation is to get the employee to kick themselves. Instead of
a kick being a push in the rear, it is a pull. Instead of the organization kicking
the employee, the employee is kicking themselves - this is known as positive
KITA.
Personnel practices that help instill motivation
include:

Reducing time spent at work

Spiraling wages
Fringe benefits
Communications
Job participation
Employee counseling.

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It is important for managers to remember and understand that job

satisfaction and job dissatisfaction are not opposites. The factors involved in
producing job satisfaction (and motivation) are separate and distinct from
the factors that lead to job dissatisfaction.

Job satisfaction factors: achievement, recognition for achievement,

the work itself, responsibility, growth or advancement

Job dissatisfaction factors (hygiene factors): company policy and

administration, supervision, interpersonal relationships, working
conditions, salary, status, and security

Job enrichment is common method for increasing job satisfaction by giving

employees an opportunity to use the range of their abilities. Job enrichment
is continuous. In addition, not all jobs need to be or can be enriched. The
steps for job enrichment are stated on the next page.

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Steps for Job Enrichment:

Select jobs which need motivation most

Approach jobs with the attitude that they can be changed
Brainstorm list of changes

Eliminate suggestions that involve hygiene

Screen list for generalities
Screen list and eliminate horizontal loading suggestions
Avoid direct participation of those with jobs to be enriched
Use controlled experiment in 1st attempt at enrichment
Be prepared for a drop in performance at first
Expect supervisors to experience anxiety over changes

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As stated earlier, the study of human desires, goals, and needs must be
included in the study of employee motivation. Actions are motivated in
order achieve certain needs. Maslows Hierarchy of needs are described
below, beginning with the most basic, physiological needs.

1.

Physiological needs are the physical requirements for human survival.

If these requirements are not met, the human body cannot function
properly and will ultimately fail. These needs are most important and
should be met first. The Physiological needs include:
-

2.

Breathing
Food
Water
Sleep
Homeostasis

Safety needs take precedence after an individuals physical needs have

been relatively satisfied. These needs include:
-

Security
Stability
Dependency
Protection
Freedom from fear, anxiety, and chaos
Need for structure, order, law, and limits
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3.

The third level of human needs is interpersonal and involves feelings

of love and belongingness. Humans need to feel a sense of belonging
and acceptance among their social groups,
regardless of size. Humans need to be loved by
others.
- Friendship
- Family
- Intimacy

4.

Esteem presents the typical human desire to be accepted and valued

by others. Most people have a desire for a stable, firmly based, usually
high evaluation of themselves, for self-respect, or self-esteem, and for
the esteem of others. Maslows esteem-needs may be classified into
two categories:
- The desire for strength, for achievement, for adequacy, for
mastery, and competence, for confidence in the face of the
world, and for independence and freedom
- The desire for reputation or prestige, status, fame and glory,
dominance, recognition, attention, importance, dignity, or
appreciation

5.

Self-actualization Needs: What a man can be, he must be. He must be

true to his own nature (5). This quote is the basis of the perceived
need for self-actualization. If the previous four needs are met, an
individual may feel restless if not doing what he or she is fitted for.
Self-actualization refers to a persons desire for self-fulfillment, to
reach his/her potential in life. This level describes the need to
accomplish everything that one can and to become the most that one
can be.

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Team Management
Team management includes employees in managerial functions who
ensure that everyone is pleased with how an organization is run. A manager
who gives this type of independence to his employees recognizes that in
order to reach the optimal amount of production, employees need to have a
rewarding work experience.
A team manager whose personal
goals are aligned with those of the
organization, and who allows
employees to be part of the
management process gives the
employees incentive to reach these
goals.
Rather than let the manager dictate each employees responsibilities,
everyone decides his or her own ground rules, procedures, and
responsibilities. The manager who does this also includes many employees
in his personal responsibilities, such as decision making, because these
choices will ultimately affect them as well. Employees are satisfied because
this allows for the greatest understanding and agreement when multiple
perspectives are considered rather than just that of the managers.
When conflict does arise, a team
manager is careful to listen to all
perspectives, background information,
and personal needs. Listening to all
sides of the argument helps employees
know their feelings have not been
ignored when a resolution is decided. It
also provides the manager with
adequate information to find an answer
that satisfies the greatest number of people.
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Bibliography
1. Blake, W. & Jane Mouton. The Managerial Grid, Houston, Texas, Gulf
Publishing Company, 1985.
2. Fiedler, F.E. A Theory of Leadership Effectiveness. McGraw-Hill Inc.,
New York. 1967.
3. Herzberg, F., One More Time: How Do You Motivate Employees. in
Harvard Business Review, Jan-Feb, 1968.
4. Likert, R., New Patterns of Management. New York: McGraw-Hill,
1961.
5. Maslow, A.H., Motivation and Personality. Harper & Row, Inc. New
York, 1954.
6. McGregor, D., The Human Side of Enterprise. McGraw-Hill Book
Company, New York, 1960.

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Index
Adaptability 14
Behavior 13, 15, 16
Communication 20
Contingency Theory 5, 17
Employee Centered Management 4-5, 6, 19
Esteem Needs 8-9, 23-24
Group Work 5-6, 7-8, 15, 17
Humanistic Approach 16
Managerial Grid 4-5
Maslows Hierarchy 8, 23-24
Motivation 6-7, 8-9, 20-24
Relationships 4, 9, 21, 24
Self-actualization 8-9, 24
Training 15, 17-18
Theory X 9-10
Theory Y 9-10

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