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S03a - The Moral Character Management Practice

S03a - The Moral Character Management Practice

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Presentation by Joyce Liu and Karin Goh on "The Moral Character Management Practice".
Presentation by Joyce Liu and Karin Goh on "The Moral Character Management Practice".

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Published by: api-3695734 on Oct 21, 2008
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03/18/2014

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The Moral Character of Management Practice

- John Roberts
Karin & Joyce

Background

“We are not accustomed to doubt the effectiveness of managers in achieving what they set out to achieve and we are equally unaccustomed to think of effectiveness as a distinctively moral concept” (Macintyre 1981,pg 71)

Background

Morality - Private sphere of our lives, realm of our immediate personal relationship Management- Realm of public affairs

Background

Managers’ practices are not judged by reference to moral standards but merely in terms of the effectiveness with which they secure given objectives Effectiveness of manager’s day to day practice depends upon his or her ability to manipulate other human beings into compliant modes of behavior

Case Study – PYT Ltd

In early years, PYT Ltd had achieve a very rapid growth In recent years, it begun to reach the limits of its customer market and failed to repeat business Senior management blamed on its style of management

Research – PYT Ltd
High Sales Target, Incentive Payments, Threats to job security Short term personal interest in mind Staff oversells to customers Sales people preferred to leave the company High turnover and strong customer resistance

Case Study - Dave

Hard and detached manager Easier it make objective decisions when there’s no friendship No ‘advantage’ in finding out more about the people he worked with Personal relationship might actually interfere with his ability to make ‘objective’ decisions

Case Study - Dave

His relationship with his staff were viewed as means to achieve future promotion Staff were generally unwilling to work and required to be forced to do so Style of management characterized as ‘Theory X’

Case Study - Val

Val’s values changed when she got married, she realize that there was more to life than being a success in the job Her style of management characterized in a shift from ‘Theory X’ to ‘Theory Y’ She recognized that treating staff ‘like kids’ might have been a contributory factor to the high rate of turnover in staff She had force herself to let others be responsible

Case Study - Val

Present herself to staff as an advisor and co-ordinator of their activities Managers were now presented as the servants of staff Her aim was to help them develop their own capacity for self-direction and selfcontrol Developed relationships with her staff and she appeared much more responsive to individual differences in beliefs, feeling and aspirations

Case Study- Rita (Dave)
Dave demoted her due to her poor performance  Dave used his aloofness and distance to get Rita do what he wanted  This undermined her confidence  Thus diminished her chances of proving herself to Dave

Case Study- Rita (Val)
Consoled Rita  Val tried to rebuild Rita’s confidence  Rita thought that Val handled her just right  This way Val is able to serve her own and Rita’s interest.

Case Study- Christine (Val)
Confided in Val as to why she missed her sales target  Val used this ‘personal information’ to gain control  Demonstrated that her interest in Christine was only instrumentally motivated  Caused a resistance in Christine

Dave’s style of management
Strength  The most effective means for achieving his targets  Led him to impress his superiors and be indifferent to the consequences of his actions for his staff Weakness  Staff were generally unwilling to work and required to be forced to do so.  High turnover rate

Val’s style of management
Strength  Enable her to understand the needs and concerns that informed their behavior.  More effective practice, good sales results and low turnover rate Weakness  Superficial  In the case of Christine, Val’s appearance of concern, led her not into conformity but into resistance.

Critical Thinking

Personal motives and beliefs Led them to ignore subjectivity of the staffs People behave differently when they are observed People act like how they are being treated It seems that employees prefer theory Y

Critical Thinking

When people perceive they have friendly supervision, they are happier Do not use ‘personal information’ as tool to manipulate and control staffs Manipulative forms of control forces staff’s individualism Individualism diverts the realization of potential organized relationships Only moral character of management practice is effective

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