MANAGEMENT

Lecture 2
Stractural framework

Weber’s formal-rational bureaucracy

 An. Established division of labor among staff
 Coordination via an authority and responsibility
hierarchy
 Generally valid rules that determine different work
tasks and rewards
 Clear distinction between personal and official
property and responsibility
 Recruitment and promotion of staff on the basis of
formal qualification
 Full employment and established career paths
 A full-time job with a solid wage to live on.
SWEDEN

The basic assumption of the structural framework

 Organizations exist because they are efficient tools to
achieve established goals
 Well-advanced division of labor/ specialization leads to
efficiency
 Coordination is best achieved through vertical
hierarchical control
 People are motivated to work through material rewards,
clear. Formalized work description and control.

Efficiency “doing things right”

Effectiveness “Doing right things”
System Efficiency
- Ability over time to convert production to changing
demand
Flow efficiency
- Ratio between value adding time and lead time.

Division of labor (each worker has a specific task) - principles

based on
 On product
 Function
 Customer and market
 Location
 Time
 Process
 Project

Simple one-dimensional model

Mintzberg’s structural configurations

Machine bureaucracy
Pros:
o Specialization
o Structure
o Predictability
o Stability

Cons:
 Rigidity
 Goal Displacement
 Impersonality
 Red tape
  Hampering communication

Professional bureaucracy
Simple structure
Upper management
Middle management
Lower-level management

Lecture 3 Chapter 3
Structural framework 2
An in-depth structural framework: LEAN, team, leadership
and projects
  Size and age
 Central processes complexity

PESTEL
- Political
- Economic
- Social
- Technological
- Environmental
- Legal

HR framework
Extrinsic motivation – external regulation (when boss is
looking), introjected regulation (avoid shame, ego arise),
identified regulation (do what is needed), integrated
regulation (your own perception of the purpose).
Intrinsic motivation – interest and enjoyment of the task).
Amotivation – absence of regulations.
 Implications of leadership
 Socialization (share experiences, observe and imitate,
uncritical brainstorming) mingling by coffee machine
 Externalization (document in writing )
 Internalization (access to coded knowledge, uncritical
brainstorming, problem based learning)
 Combination (recombination, method and model
development, “best practice”)

High-performance teams
 Four basic Qs
 Team development phases (forming(dependency) ->
storming(conflict) -> norming(confidence) ->
performing(productivity).


Communication patterns in high-performance teams

Agile project and agile manifesto
1. Plan
2. Design
3. Develop
4. Test
5. Deploy
6. Review

Leadership vs management
The managerial/ leadership grip
Blake and Mouton model

Situational leadership
 Telling/ directing low competence low motivation
Selling / coaching some competence, low motivation
Participating/ supporting high competence, low
motivation
Delegating high competence, high motivation.

HR framework assumes: motivated employees ->

successful organization

Some studies show: successful organization ->

motivated employees.

Powerful Framework
Political prospective
Luke’s 3 dimensions of power:
- Decision-making power
- Power over agenda
- Manipulation – power over thought

Marxism and its Notion of Power

1. Power relations are configuration of class domination
2. Are concerned with the link among economic, political
and ideological class domination.

English coffee houses of the 17th and 18th century where

public social places for conversation, coffee and the birth
of the modern corporation.

17/11
Powerful framework
POWER
 IS constructive, makes things happen
Highly civilized and sophisticated, could even be gentle
Not written in our ‘human genes’

Fundamental scarcity:
- Land
- Water
- Energy
- Raw materials
- Time
Social scarcity:
- Friendship
- Happiness
- Togetherness
- Justice
- Democracy
Management scarcity:
- Money
- Innovation
- Leaders
- Competition
- Rationality
- Entrepreneurship
- Profits
- Growth
- Labor
- Human capital
- Cost-efficiency
Excess resources
- Care
- Togetherness
 - Responsibility
- Reason or common sense
- Meaningfulness in life

Consumer society is a overdetermined system

“Freedom” – you always have to choose – because it is a
liberty.
- Panopticon: one monitors many
- Synopticon: many monitor many

Alfred Hirschman
-Exit
-Loyalty (yes-sayer)
- Voice – stand up against what is perceived wrong