Management Theories-2

For use with Cole/Kelly, Management Theory and Practice, 9th edition 9781473769724, ©Cengage 2020
BUSN11129
Creating Business
Advantage
Lecture 2
1
Management Theory
in Turbulent Times
Learning Outcomes
 explain the process view of management
 explain what is meant by a learning organization
 describe characteristics of postmodern organizations
 discuss management theories that explain how an organization can meet the
challenges of a turbulent business environment
 distinguish between the strategic and HR approaches to competence
 discuss how the HR approach may support the strategic approach to
competence
 evaluate competency approaches from the perspective of the organization
DISCUSS
TURBULENT TIMES NEED FLEXIBLE SUPPLY CHAINS
TURBULENT TIMES PRESENT SYSTEMIC CHALLENGES
Vignette
Cole and Kelly (2020) p:152
Cole and Kelly (2020)

NEW ERA OF MANAGEMENT?
ATTACKING THE OLD – POSTMODERN AND BEYOND

ORGANIZING FOR MANAGEMENT IN THE NEW ERA
LEARNING ORGANIZATION
THE RESILIENT ORGANIZATION
TECHNOLOGY ENABLED, HORIZONTAL/PROCESS
ORGANIZATIONS
MANAGEMENT OF SUPPLY CHAINS
INTERNET TECHNOLOGIES
THE INNOVATIVE ORGANIZATION
THE RESILIENT ORGANIZATION

aside from aligning themselves with the external environment to exploit opportunity,
contemporary organizations must also take steps to withstand major disruptive events
emanating from the external environment
FIGURE 12.1 The evolution of

the ‘emerging risk’ concept
TECHNOLOGY ENABLED PROCESS ORGANIZATIONS
The contemporary workplace is more likely to be unified horizontally around integrated business
processes that are enabled by database and internet technologies and in the hands of
coordinated and empowered teams.
FIGURE 12.2
SUPPLY CHAINS
INTERNET TECHNOLOGIES
FIGURE 12.4 E-Commerce

Source: Google Books Ngram http://books.google.com/Ngrams
Discuss the Innovative Organization

Does Innovation drive the modern enterprise?
Vignette

The contemporary organization
FIGURE 12.5 The

contemporary organization

The ‘ICE’ age is referred to by Cole and Kelly (Chapter 12) - what does
the ‘E’ stand for?
a. Environment c. Efficiency
b. Entrepreneurialism d. External
Cole and Kelly 2020: 12

Who declared that ‘BUREAUCRACY MUST DIE …’
a. Richard Daft c. Michael Porter
b. Paul Lawrence and d. Gary Hamel

Jay Lorsch

DISCUSS THE CIVIL

SERVICE COMPETENCY
FRAMEWORK
Vignette

Civil Service Success Profiles
FIGURE 13.2 Civil Service

Success Profiles
the competent organization
The concepts of competent, competence or competency

dominated the management strategy literature of the 1990s,
which emphasized ‘core competence’ as a key organizational
resource that could be exploited to gain competitive
advantage. From the perspective of a resource-based theory of
the firm, sustained competitive advantage is seen as deriving
from a firm’s internal resources (including talented people) if
these can add value, are unique or rare and are difficult for
competitors to imitate and non-substitutable.
Approaches to Competence
A core competence is something unique that a
firm has, or can do, strategically well
Job Competency: ‘underlying characteristic

of an employee which results in effective
and/or superior performance in a job’,
FIGURE 13.3 Relating the strategic
and HR approaches to Competence
Generic competences
An ability to:
– keep the organization aligned with its environment, and, through learning, stay matched in a
changing environment
– focus on the customer – able to understand, attract and satisfy customers better than
competitors by adding value more effectively
– create, share and implement a winning vision
– empower personnel and motivate them towards continuous organizational improvement
– provide excellent quality as perceived by the customer
– invoke a creative, innovative and self-organizing climate in the organization
– develop new products and services and bring them to market both effectively and in the
appropriate timescale
– harness the potential of information technology for fast, efficient and effective information
processing and sharing
– avoid business-failure situations and plan for when things go wrong
– manage to be socially responsible
Thompson and Richardson (1996)

THE HR COMPETENCY APPROACH
FIGURE 13.4 Competency

Managerial competences
Managerial competences
TABLE 13.1 Managerial competences
DECISION-MAKING COMPETENCE
FIGURE 13.8 Decision model


Identify the concept discussed by Grant (1991) which is similar to that

of competence
a. aptitude c. skill
b. talent d. capability

Select the item that is considered in both the UK Civil Service Profile
(Chapter 13) and their competency framework
a. behaviours d. skills
b. experience e. abilities
c. knowledge


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For use with Cole/Kelly, Management Theory and Practice, 9th edition 9781473769724, ©Cengage 2020

Cole and Kelly (2020)

NEW ERA OF MANAGEMENT?

ATTACKING THE OLD – POSTMODERN AND BEYOND

THE RESILIENT ORGANIZATION

FIGURE 12.1 The evolution of

TECHNOLOGY ENABLED PROCESS ORGANIZATIONS

FIGURE 12.4 E-Commerce

Discuss the Innovative Organization

Cole and Kelly (2020)

The contemporary organization

FIGURE 12.5 The

Cole and Kelly (2020) p:165

Cole and Kelly (2020)

Cole and Kelly 2020: 12

Who declared that ‘BUREAUCRACY MUST DIE …’

a. Richard Daft c. Michael Porter

b. Paul Lawrence and d. Gary Hamel

Cole and Kelly 2020: 12

DISCUSS THE CIVIL

Cole and Kelly (2020)

Civil Service Success Profiles

FIGURE 13.2 Civil Service

the competent organization

The concepts of competent, competence or competency

Job Competency: ‘underlying characteristic

Thompson and Richardson (1996)

THE HR COMPETENCY APPROACH

FIGURE 13.4 Competency

FIGURE 13.8 Decision model

Cole and Kelly (2020) p:180

Cole and Kelly (2020)

Identify the concept discussed by Grant (1991) which is similar to that

Cole and Kelly 2020: 13

Cole and Kelly 2020: 13

Cole and Kelly (2020)

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