Approaches to Management

Empirical or Case Approach Characteristics/contribution: Studies experience through cases. Identifies successes and failures Limitations: Situations are all different. No attempt to identify principles. Limited value for developing management theory. Managerial Roles Approach Characteristics/contribution: Original study consisted of 5 CEOs. On the basis of this study, ten managerial roles were identified and grouped into (1) interpersonal, (2) informational and (3) decision roles Limitations: Sample was very small. Some activities are not managerial. Some important activities were left out.

Contingency or Situational Approach Characteristics/contribution: Managerial practice depends on circumstances. This recognizes the influence of given solutions on OB patterns. Limitations: Difficulty in determining all relevant contingency factors and showing their relationships can be very complex. Mathematical or Management Science Approach Characteristics/contribution: Managing is seen as mathematical processes, concepts, symbols and models. Looks at mgmt purely as logical process expressed in mathematical symbols and relationships. Limitations: Many aspects in mgmt cannot be modeled. Maths is a useful tool, but hardly a school or an approach to mgmt.

Decision Theory Approach Characteristics/contribution: Focus on the making of decisions, positions, and the decision-making process. Limitations: There is more to managing than making decisions. The focus is at the same time too narrow and too wide Reengineering Approach Characteristics/contribution: Fundamental rethinking process analysis Radical redesign Dramatic Results Limitations: Neglect of external environment, possibly ignoring customers needs. Neglect of human needs ignores total mgmt system as in the mgmt process, or operational approach

Socio-technical System Approach Characteristics/contribution: Technical system has great effect on social system (personal attitudes, group behaviour). Focus on production and other areas with close relationships bet the tech system and people Limitations: Emphasis only on blue collar and lower level office work. Cooperative Social System Approach Characteristics/contribution: Concerned with both interpersonal and group behavioural aspects leading to a system of cooperation. Limitations: Too broad a field for the study of mgmt. It overlooks many managerial concepts, principles and techniques.

Group Behaviour Approach Characteristics/contribution: Emphasis is on behaviour of people in groups. Based on sociology and social psychology. Primarily study of group behaviour pattern. OB Limitations: Often not integrated with mgmt concepts, principles, theory, and techniques. Needfor closer integration with structure design, staffing, planning, and controlling. Interpersonal Behaviour Approach Characteristics/contribution: Focus on interpersonal behvaiour, human relations, leadership, and motivation. Limitations: Ignores planning, organizing and controlling. Psychological training is not enough to become effective manager.

McKinseys Framework Characteristics/contribution: The Seven Ss are: Strategy, Structure, Systems, Style, Staff, Shared values and Skills. Limitations: Terms used are not precise and topics are not discussed in depth Total Quality Management Approach Characteristics/contribution: Dependable satisfying products and services (Deming). Product or services that is fit for use (Juran). Conformance to quality requirement (Crosby) Continuous improvement Limitations: No complete agreement of what Total Quality Management is.

Management Process or Operational Approach Characteristics/contribution: Draws together concepts, principles, techniques, and knowledge from other fields of managerial approaches. The attempt is to develop science and theory with practical application. Distinguishes between managerial and nonmanagerial knowledge. Develops classification system built around the managerial functions of planning, etc. Limitations: Does not identify representing or coordination as a separate function.