MGHB02H3 Chapter Notes - Chapter 1.5-1.7: Henry Mintzberg, John Kotter, Human Resource Management
1.5 Describe the contemporary contingency approach to management
Contemporary contingency approach: there is no one best way to manage every situation and the
best way for a specific situation depends on the situation and the people involved
• There are pros and cons of both the classical and the human relations methods of
organization
• Factors to consider when deciding on the best approach include which leadership style
would be most effective, who are the people being lead, what is the goal
1.6 Explain what managers do---their roles, activities, agendas for action, and thought processes
Managerial roles: Henry Mintzberg
• Interpersonal roles: Figurehead, leader, liaison
o Create and maintain relationships (externally, internally, horizontally people)
• Informational roles: Monitor, disseminator, spokesperson
o Receive and convey information (observation, sending out information obtained
internally, and externally)
• Decisional roles: Entrepreneur, disturbance handler, resource allocator, negotiator
o Direct change, mediate conflicts, how to use resources, negotiate with external
forces
Managerial activities: Fred Luthans, Richard Hodgetts and Stuart Rosenkrantz
• Routine communication: sending and receiving information
• Traditional management: planning, decision making, controlling
• Networking: interactions within organization and externally
• Human resource management: managing employees (motivation, discipline, conflict
management, training, etc.)
Managerial agendas: John Kotter
• Agenda setting: Successful managers made informal agendas of what they wanted to
accomplish, and they were based on informal discussions with various people
• Networking: Successful managers developed their networks of formal and informal contacts
internally and external to the organization that helped provide information and skills to
accomplish goals
• Agenda implementation: Successful managers use their networks to meet their goals,
particularly informal contacts (people they had no organizational power over)
Managerial minds: Herbert Simon and Daniel Isenberg, ft. managerial intuition
Intuition: good intuition is built on education and experience
• Sense that there is a problem
• Be quick on routine mental tasks
• Relate and connect information
• Double check formal analysis with common sense
International managers: basic requirement of goal accomplish is the same across cultures, but
behaviour requirements differ (other countries may focus on group solidarity, consensus, less
professionalism, etc.)
find more resources at oneclass.com
find more resources at oneclass.com
Document Summary
1. 5 describe the contemporary contingency approach to management. 1. 6 explain what managers do---their roles, activities, agendas for action, and thought processes. Interpersonal roles: figurehead, leader, liaison: create and maintain relationships (externally, internally, horizontally people) Informational roles: monitor, disseminator, spokesperson: receive and convey information (observation, sending out information obtained internally, and externally, decisional roles: entrepreneur, disturbance handler, resource allocator, negotiator, direct change, mediate conflicts, how to use resources, negotiate with external forces. Managerial activities: fred luthans, richard hodgetts and stuart rosenkrantz: routine communication: sending and receiving information, traditional management: planning, decision making, controlling, networking: interactions within organization and externally, human resource management: managing employees (motivation, discipline, conflict management, training, etc. ) Managerial minds: herbert simon and daniel isenberg, ft. managerial intuition. Intuition: good intuition is built on education and experience: sense that there is a problem, be quick on routine mental tasks, relate and connect information, double check formal analysis with common sense.
