1. Leadership and Administrative Dynamics
Eckerd Fall 2011

2. Agenda
Myers Briggs exercise
• Bureaucracy
Organization • Scientific Management
theories
• Universal Management Principles
• Classical Theories in modern organizations
• Human Relations approaches
• Human Resources Model
• Open Systems
• Contemporary Developments
• Contingency Theories
Memo
writing
Read memos in class.

3. What is Myers Briggs
Carl Jung
• Swiss psychiatrist and founder of analytical psychology
• Father of Myers Briggs Type Indicator
• Jung believed:
• Eight psychological types (for our purposes two)
• Introverted and extroverted.
• Four main functions of consciousness
• Two perceiving functions – sensation and intuition
• Two judging functions – thinking and feeling

4. Myers Briggs
• There are certain preferred ways of thinking and acting.
• There is not a better or worse type.
• Four pairs of opposites equal 16 possible psychological types.

5. Why is this important to a leader?
• It is important to know yourself as a
supervisor.
• It is equally important to know who
you are supervising.

6. • Introvert • Sensing
• Extrovert • Intuition
How do I
Where do I
take in
get energy?
information?
How do I How do I
make organize my
decisions? world?
• Thinking • Judging
• Feeling • Perceiving

7. EXTREMES
• Introvert • Sensing
• Extrovert • Intuition
Work in Facts or
groups or 30,000 feet in
Work alone the air
Solve the
Business
problem or
decision or
prefer
People
processing
decision
and flexibility
• Thinking • Judging
• Feeling • Perceiving

8. • Pre-Scientific Management (Pre-1800s)
• Classical Management (1800-1930)
• Administrative Theory/Universalism (Henri Fayol)
• Scientific Management (Federick Taylor, Frank and Lillian Gilbreth, Henry Gantt-“Gantt
Chart”)
• Structuralist School (Max Weber-“bureaucracy”)
• Neoclassical Management and Organization Theory (1930-1960s)
• Human Relations School (Human Relations/Hawthorne Experiments)
• Behavioral School (Abraham Maslow, Douglas McGregor, Rensis Likert, Chris Argyris,
Frederick Herzberg, David McClelland)
Modern Management and Organization Theory (1960-2000s)
Management Science (OM, MRP, JIT, CI, TQM)
Systems Theory (Peter Senge)(Subsystems, Open/Closed)
Contingency Theory (Open Systems Planning, Organizational Design, Leadership)

9. Extraverted/Introverted (E/I)
At work
• In general:
Introvert Extrovert
Reflects then acts ACTION!
Needs time alone Needs people
Deep interaction Breadth of knowledge
Prefers depth of knowledge Frequent interaction

10. Extrovert / Introvert
Extrovert – 70% US population Introvert – 30% of US population
• Let’s talk about it. (extracts • Let me think about it.
information externally) • Quiet please!
• Loud
• Prefer to work alone.
• Prefer environments where • Even if they know working in a
co-workers are talking. team is important, they will still
• Do not like long intervals of need “alone time” to re-
working alone. energize.
• Want to work with other
people in teams.

11. Dark Side – particularly in a leader
I E
• Seems to have decided • Seems
to have
but is really just thinking. decided but are just
• Staff observe introverts to processing out loud.
be aloof and unfriendly.
• Can overwhelm
• If dismissed in
discussions, they will • Can
dominate the
retreat and not provide conversation
valuable input.

12. Sensing/intuition (S/N)
At work
• How do we gather information
Sensing Intuition
Details/fact abstract, theoretical
Information that touches the 5 senses unconscious mind
hunches

13. Sensing Intuitive
 Work NEEDs to be  Thinks conceptually at the
organized from point 30,000 foot level.
A to point B and so
 Policies, procedures, repetition
on.
and rules are boring.
 Loves policies,
 May start by considering the
procedures,
outcome first.
repetition and rules
 Have to start from
point A.

14. S I
• Do the work. • Conceive the work
• Prefer to work at one project at a • Major multi-taskers
time and even better if the • Energy bursts
projects are in order.
• Long-term stamina to complete a
project.

15. Dark Side
S I
• Future oriented tasks • Details and simplistic
are not appealing. explanations are points
of frustration.
• Can’t see the forest for
the trees syndrome. • Get to the bottom line!
• May make decisions
that are unrealistic
based on what could be
vs. what is.

16. Feeling/Thinking (T/F)
Once we get the data from either sensing or intuition
• How do we judge? How do we make decisions?
Thinking Feeling
Logical empathy
Rational consensus
“Business approach” balance
harmony

17. Dark Side
T F
• Can be perceived as • May appear naïve
uncaring and cold • Poor decision making
• Staff may have hurt to spare feelings
feelings • Time not effectively
• No crying! utilized trying to make
staff feel better.

18. Judgment/perception (J/P)
Once we get the data from either sensing or intuition
• How do we judge? How do we make decisions?
Judging Perceiving
•I like to have things decided. •I like to stay open to respond to whatever
•I appear to be task oriented. happens.
•I like to make lists of things to do. •I appear to be loose and casual. I like to keep
•I like to get my work done before playing. plans to a minimum.
•I plan work to avoid rushing just before a •I like to approach work as play or mix work
deadline. and play.
•Sometimes I focus so much on the goal •I work in bursts of energy.
that I miss new information. •I am stimulated by an approaching deadline.
•Sometimes I stay open to new information so
long I miss making decisions when they are
needed.

19. Judging vs. Perceiving
J P
• Makes decision in order • Delays decision making
to solve the problem and to gain more
move on. information.
• Last minute vs. planners
• Strong planners
• Personal life/having a
• Strong organizers
good time
• Work is much more
is more
important than personal important
life/having a good time.
than work.

20. J P
• Routine • Adaptable
• Order • Process and
• Do not like open processing is good.
ended issues • Need motivation from
• Can motivate others.
themselves • Life is a sojourn and
• The goal is getting so is work.
there.

21. Dark Side
J P
• Resistance to change • May not get things
• Decisions made to accomplished in a
quickly timely way.
• Focus is not at 30,000 • May be off on
foot level enough another tangent while
staff are still working
on the first
idea.

22. Theories compared
CLASSICAL MODERN
• Administrative setting, well-educated
• Context: factory work, under-educated
professionals.
workers. (assembly lines)
• People need to be challenged, work
• People can be organized through
together, trust each other.
measured steps to deliver the best
outcome. • Staff participates in decision making (to
varying degrees).
• Staff do not participate in decision
making (to varying degrees). • Flatter organizational structure
• Hierarchical. • Formal teams.
• Informal peer leaders. • Complex jobs.
• Routine jobs. • Continuous learning.
• Division of labor. • Ecosystem is world-wide
• Functional departments.
• Hierarchical supervision.
• Management by control.

23. CLASSICAL MANAGEMENT

24. Refined at the turn of the century, by Frederick Taylor
(scientific management), Henri Fayol (principles and
elements of management), and Max Weber (bureaucracy),
this is the management philosophy that still dominates our
organizational landscape.
Weber
Fayol Taylor
Early 20th
Century
thinking

25. Bureaucracy and Max Weber (I864-1920)
Formalized, hierarchical, specialized with a clear functional division
of labor and demarcation of jurisdiction, standardized, rule based,
and impersonal.
Professional, full-time administrative staff with lifelong employment,
organized careers, salaries, and pensions, appointed to office and
rewarded on the basis of formal education, merit, and tenure.
Normative structure where government is founded on authority,
that is, the belief in a legitimate, rational-legal political order.

26. In 1847, a professor in political science at
Heidelberg, Robert von Mohl, observed
that:
"the privileged classes complained of
loss of privileges, the commercial classes
of interference in commerce, artisans of
paperwork, scientists of ignorance,
statesmen of delay."

27. Weber
Social and Economic differences can be
mitigated through the law
Legal guarantees against
arbitrariness
Recruitment based on merit

28. Changes in human services decision making
Public
administration Citizens/clients
is a are
“supermarket” “customers”
of services
Flatter decision
making, power
sharing Privatization
internally and
externally

29. What are rules?
• Rules can assist with interpretation of ambiguous
worlds.
• Rules define the world.
• roles, rights, obligations, interests, values,
worldviews, and memory
• Rules can mean change.
• Rules can fulfill the “invisible veil”
Principle.
• Rules need flexibility and discretion.
• Rules are not inflexible, people are
• inflexible.

30. Scientific Taylor (1856-1915)
Management • mass production
• low cost,
• acceptable quality
• organizing large numbers of
under-educated and/or non-
English speaking immigrants
• non-technical
• rural workers for
urban technical
work.

32. Fayol (1841-1925)
What do managers do? What do companies do?
• Planning Production,
• Organizing Selling/marketing
• Staffing Finance
• Budgeting Security
• Coordinating Accounting
• Controlling Management
• Fayol considered the need for staff to participate
in decision making.

33. Fayol continued
• 1. division of labor authority • 14. esprit de corps
• 2. the establishment • 9. Scalar hierarchy, in
of authority which each employee
• 3. the enforcement of is aware of his or her
discipline place and duties
• 4. unified command, • 10. a sense of order
one employee reports and purpose
to only one supervisor • 11. Equity and
• 5. unity of direction fairness in dealings
• 6. subordination of between staff and
individual interests to managers
the interest of the • 12. stability of jobs
organization and positions
• 7. fair salaries • 13. development of
• 8. Centralized individual initiative

34. HUMAN RELATIONS

35. Mary Parker Follet (1868-1933)

36. Human Relations Approaches
• Elton Mayo
• Western Electric experiments
• Conclusions
• Group activity, collaboration and
the role of informal teams.
• Social world of adults
• Belonging
• Complaining
• Social demands

37. BEHAVIORAL APPROACH
Abraham Maslow, Douglas McGregor, Rensis
Likert, Chris Argyris, Frederick Herzberg,
David McClelland

38. McGregor Theory X and Theory Y
Buying a pair of hands Building people

39. Human Resources Approach
• Douglas McGregor
Theory X Theory Y
Avoid
Work is Natural
Work
Must be Self-
Controlled Direction
Avoid Seek
Responsibility Responsibility
Good Decisions
Seek Security
Widely Dispersed

40. Chris Argyris – classical organization structures
lead to immature, dependent staff
Assumptions (values)
SINGLE LOOP
DOUBLE LOOP
Action
Actual Results
Results Gap
Desired Outcome

41. Argyris

42. Open Systems Peter Senge
•Teams COMMUNICATE more than individuals
operating alone.
•Leadership is key element to implementing and
sustaining a learning environment.
•Leaders are responsible for promoting an
atmosphere conducive to learning
•CREATIVE TENSION - Represents difference between
the “vision” of where the organization
could be and the reality of the current
organizational situation.

43. Senge
• Systems Theory is NOT a • Emphasizes
prescriptive management COMMUNICATION in the
theory Learning Process
• Attempts to widen lens • Organizations cannot
through which we examine separate from their
and understand environment
organizational behavior • Organizational teams or
• The Learning Organization subsystems cannot operate in
• Synergy isolation
• Nonsummativity
• Interdependence
• Equifinality
• Requisite Variety

44. Contemporary Developments
Professional Bureaucracies (hospitals, universities)
Community-Based Organizations (small non-profits)
Total Quality Management
The Excellence Movement (In Search of Excellence)
Business Process Reengineering

45. Taylor to TQM
Customer is always right
Upstream quality, not downstream fixing
Consistency in production
People work within systems not “how I think it is best to do it”
Continuous improvements of processes
Staff participate
Commitment from the top to the bottom

46. BPR (downsizing)
•Addresses silo
“thinking” between
functions.
•Eliminates what is
not needed.

47. Contingency Theory
• There is no one best way to structure and
manage organizations.
• Structure and management are contingent on
the nature of the environment in which the
organization is situated.
• Argues for “finding the best communication
structure under a given set of environmental
circumstances.”

48. Memos