Summary 2

Another leading theorist in the behavioral school was
Things such as pay, working conditions, company policy, and the quality of supervision are all a
part of the working environment but are outside of the task of the job itself. Stated another way,
Herzberg argued that the presence of satisfiers tends to motivate people toward greater effort
and improved performance. However, the presence of dissatisfiers has a tendency to demotivate
employees.
THE MANAGERIAL GRID
They found that a managerial grid could be established, whereby a maximum or minimum
concern for production could be equated with a maximum or minimum concern for people. The
managerial grid attempts to define the various ways in which people think through decisions.
The way people think or feel can have a great influence on the quality of commitment from a
group decision, especially when it comes to resolving conflicts. Blake and Mouton held that the
best managers have both a high concern for production and a high concern for people in the
organization.
Quality circles are now undergoing heavy scrutiny in the United States and are being used to
help rekindle automobile production.
SITUATIONAL LEADERSHIP
It maintains that different problems require different solutions. This approach perhaps best
reflects the complex nature of management in the organizational setting.
SO WHAT DO MANAGERS DO?
Ask a manager that question and you will probably receive a hesitant reply, leading to
responses such as ‘‘What do I do?’’ or ‘‘That’s hard to say,’’ or ‘‘I’m responsible for a lot of
things,’’ or ‘‘I see that things run smoothly,’’ none of which actually answer the question asked.
After many years of researching the diaries of senior and middle managers in business,
extended observation of street gang leaders, U. .
The differences that do exist in managers’
As commonly thought, much of the manager’s work is challenging and nonprogrammed. But
every manager has his or her share of regular, ordinary duties to perform, particularly in moving
information and maintaining a status system. Much of the manager’s power derives from his or
her information. With access to many sources of information, some of them open to no one else
in the organizational unit, the manager develops a database that enables him or her to make
more effective decisions than the employees make.
Unfortunately, the manager receives much information verbally and, lacking effective means to
disseminate it to others, has difficulty delegating tasks for decision making. Hence, the manager
must take full charge of the organization’s strategy-making system. The prime occupational
hazard of the manager is superficiality. Because of the open-ended nature of this job, and
because of the responsibility for information processing and strategy making, the manager is
induced to take on a heavy workload and to do much of it superficially.
Hence, the manager’s work pace is unrelenting, and the work activities are characterized by
brevity, variety, and fragmentation. The manager is in kind of a loop. The pressures of the job
force the manager to adopt work characteristics that make it difficult to receive help from the
management scientist and that lead to superficiality in his or her work.
ELEMENTS
The manager’s task that is related to ideas is to think conceptually about matters that need to
be resolved. The task related to things is to administer or manage the details of executive
affairs.
FUNCTIONS
The functions of a manager can be thought of as continuous functions and sequential functions.
The continuous functions relating to ideas and conceptual thinking are to analyze problems. The
sequential functions of management are more recognizable as a part of the classical definition of
management.
The third sequential function, staffing, involves people.
As with other managerial relationships involving people, leadership is accomplished through

communication.
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Another leading theorist in the behavioral school was

THE MANAGERIAL GRID

SO WHAT DO MANAGERS DO?

The differences that do exist in managers’

The third sequential function, staffing, involves people.

As with other managerial relationships involving people, leadership is accomplished through

Powered by TCPDF (www.tcpdf.org)

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