Final Project Guidelines Management Theories and Practices: Past, Current and Future emphasizes Gosling and Mintzberg's Action Mindset portion of "The Five Minds of a Manager" article. NOTE: This...

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Final Project Guidelines
Management Theories and Practices: Past, Cu
ent and Future emphasizes Gosling and Mintzberg's Action Mindset portion of "The Five Minds of a Manager" article.
NOTE: This project will take the action mindset and synthesize the components discussed in each unit; how management and change is not mechanistic, but a decision-making process with the variables of culture, motivation, and systems thinking, and how management theory places an influence. It is more than a “mechanistic schedule of steps of formulation followed by implementation.” Action and reflection are blended, a need for energized action is necessary but not without structure.
For the Final Project (submitted in Unit 6), you will write a 10-12 page referenced paper (this translates into approximately 2 pages for each unit), in APA format, assessing how the action mindset integrates with the topic of each unit. **  You were encouraged to start this paper after you complete Unit 1 and update it after each unit thereafter to eliminate a large amount of work at the end of the term.
Answer these questions for each unit:
1.    How does the action mindset integrate with the topic of the unit?
2.   What specific content from the unit contributes or doesn’t contribute to the action mindset?
3.   Does the action mindset add value to the unit’s topic or not?
For Unit 1, connect the three questions to the foundations of management theory (Taylor, Fayol, Selznick, etc.).
For Unit 2, connect the three questions to how the evolution of organizational thought has taken shape (Organic vs. mechanistic systems, putting people first, etc.).
For Unit 3, connect the three questions to how the internal and external environments shape the action of a manager (family/work balance, toxic managers, emotional intelligence).
For Unit 4, connect the three questions to how the strategy an organization adopts affects productivity, profits and its people (globalization, business ethics, work-out strategy, theories X & Y).
For Unit 5, connect the three questions to how the design an organization adopts affects productivity, profits, and its people (systems thinking, strategic imperatives, organizational structure and design).
For Unit 6, connect the three questions to organizational culture, learning, and change.
**See the analytic ru
ic below for grading criteria.
Example to help with each section: (You can use these sentence stems to help you formulate your final paper or use other versions that more appropriately fit the content you wish to highlight from each unit’s materials. These are meant to be guidelines to help, but are in no way mandatory.)
Unit 2 Example:
Evolution of organizational thought has evolved over time from…
The action mindset integrates with the evolution of organizational thought in that…
Author (year) state that…which contributes to the Gosling & Mintzberg’s XXXXXXXXXXaction mindset by…
Gosling & Mintzberg’s XXXXXXXXXXaction mindset adds value to the evolution of organizational thought because…
 
**As with all papers, include an introductory paragraph to open the paper as well as a conclusion. One inch margins, double-spacing, proper set up for the title page and reference page, etc. are all expected as well.
 
 
Unit 6 Final Project:
 
Assignment Checklist: Be sure your paper includes each of these 4 parts:
 
1. Interpret Gosling and Mintzberg’s Action Mindset
2. Illustrate how the action mindset integrates with the topic of each unit
3. Show how the topics of each unit contribute or not contribute to the action mindset
4. Demonstrate how the action mindset does or does not add value to each unit’s topics
 
Ru
ic: Apply theoretical knowledge to organizational and managerial problems
 
Analytic Ru
ic
     
    No Progress
0
    Introductory
1
    Emergent
2
    Practiced
3
    Proficient
4
    Mastery
5
    Total Points
     
Interpret Gosling and Mintzberg’s Action Mindset
 
    Student work demonstrates no understanding or progress towards achievement of this outcome.
    Student work demonstrates the ability to list a few of the components to Mintzberg’s Action Mindset.
    Student work demonstrates the ability to explain some of the aspects of Mintzberg’s Action Mindset.
    Student work demonstrates the ability to discuss (at the level of comprehension) many aspects of Gosling and Mintzberg’s Action Mindset.
    Student work demonstrates the ability to incompletely interpret Gosling and Mintzberg’s Action Mindset.
    Student work demonstrates the ability to accurately interpret Gosling and Mintzberg’s Action Mindset.
     
     
Illustrate how the action mindset integrates with the topic of each unit
    Student work demonstrates no understanding or progress towards achievement of this outcome.
    Student work demonstrates the ability to list a few of the components to the action mindset.
    Student work demonstrates the ability to explain how the action mindset integrates with some of the units.
    Student work demonstrates the ability to discuss (at the level of comprehension) how the action mindset integrates with most of the units.
    Student work demonstrates the ability to partially illustrate how the action mindset integrates with the topic of each unit.
    Student work demonstrates the ability to fully illustrate how the action mindset integrates with the topic of each unit.
     
     
Show how the topics of each unit contribute or not contribute to the action mindset
    Student work demonstrates no understanding or progress towards achievement of this outcome.
    Student work demonstrates the ability to list ways that a few of the units contribute or not contribute to the action mindset.
    Student work demonstrates the ability to explain ways that some of the units contribute or not contribute to the action mindset.
    Student work demonstrates the ability to discuss (at the level of comprehension) the ways that most of the units contribute or not contribute to the action mindset.
    Student work demonstrates the ability to minimally show how the topics of each unit contribute or not contribute to the action mindset.
    Student work demonstrates the ability to clearly show how the topics of each unit contribute or not contribute to the action mindset.
     
     
Demonstrate how the action mindset does or does not add value to each unit’s topics
    Student work demonstrates no understanding or progress towards achievement of this outcome.
    Student work demonstrates the ability to list the ways that action mindset does or does not add value to a few of the units.
    Student work demonstrates the ability to explain the ways that action mindset does or does not add value to some of the units.
    Student work demonstrates the ability to discuss (at the level of comprehension) the ways that action mindset does or does not add value to many of the units.
    Student work demonstrates the ability to partially demonstrate how the action mindset does or does not add value to each unit’s topics.
    Student work demonstrates the ability to critically demonstrate how the action mindset does or does not add value to each unit’s topics.
     
    Mean
     
 
 
 
 

The world of the manager is complicated
and confusing. Making sense of it requires
not a knack for simplification but the
ability to synthesize insights
from different mind-sets into
a comprehensible whole.The .
Five
Minds
of a
Manage
onathan Gosling and ^ ^ -^byjonathan Gosling and
Henry Mintzberg
54
THE CHIEF EXECUTIVE of a major Canadian com-pany complained recently that he can't get hisengineers to think like managers. It's a common
complaint, but behind it lies an uncommonly important
question: What does it mean to think like a manager?
Sadly, little attention has been paid to that question in
ecent years. Most of us have become so enamored of
"leadership" that "management" has been pushed into
the background. Nobody aspires to being a good manage
anymore; everybody wants to be a great leader. But the
separation of management from leadership is dangerous.
Just as management without leadership encourages an
uninspired style, which deadens activities, leadership
without management encourages a disconnected style,
which promotes hu
is. And we all know the destructive
HARVARD BUSINESS REVIEW
power of hu
is in organizations. So let's get back to plain
old management.
The problem, of course, is that plain old management
is complicated and confusing. Be global, managers are
told, and be local. Collaborate, and compete. Change, per-
petually, and maintain order. Make the numbers while
nurturing your people. How is anyone supposed to rec-
oncile all this? The fact is, no one can. To be effective,
managers need to face the juxtapositions in order to ar-
ive at a deep integration of these seemingly contradic-
tory concerns. That means they must focus not only on
what they have to accomplish but also on how they have
to think. Managers need various "mind-sets."
Helping managers appreciate that was the challenge
we set for ourselves in the mid-1990s when we began to
develop a new master's program for practicing managers.
We knew we could not rely on the usual structure of MBA
education, which divides the management world into
the discrete business functions of marketing, finance, ac-
counting, and so on. Our intention was to educate man-
agers who were coming out of these na
ow silos; why
push them back in? We needed a new structure that en-
couraged synthesis rather than separation. What we came
up with-a structure based on the five aspects of fhe man-
agerial mind - has proved not only powerful in the class-
oom but insightful in practice, as we hope to demon-
strate in this article. We'll first explain how we came up
with the five managerial mind-sets, then we'll discuss
each in some depth before concluding with the case fo
interweaving the five.
NOVEMBER XXXXXXXXXX
The Five Minds of a Manage
The Five Managerial Mind-Sets
The Intemational Federation of Red Cross and Red Cres-
cent Societies, headquartered in Geneva, has a manage-
ment development concern. It wo
ies that it may be
drifting too far toward a fast-action culture. It knows that
it must act quickly in responding to disasters every-
where-earthquakes and wars, floods and famines-but it
also sees the need to engage in the slower, more delicate
task of building a capacity for action that is careful,
thoughtful, and tailored to local conditions and needs.
Many business organizations face a similar problem -
they know how to execute, but they are not so adept at
stepping back to reflect on their situations. Others face
the opposite predicament: They get so mired in thinking
about their problems that they can't get things done fast
enough. We all know bureaucracies that are great at plan-
ning and organizing but slow to respond to market forces,
just as we're all acquainted with the nimble companies
that react to every stimulus, but sloppily, and have to be
constantly fixing things. And then, of course, there are
those that suffer from both afflictions-for example, firms
whose marketing departments are abso
ed with grand
positioning statements while their sales forces chase
every possible deal.
Those two aspects establish the bounds of manage-
ment: Everything that every effective manager does is
sandwiched between action on the ground and reflection
in the abstract. Action without reflection is thoughtless;
eflection without action is passive. Every manager has
to find
Answered Same DayDec 20, 2021

Solution

David answered on Dec 20 2021
3 Votes
MANAGEMENT THEORIES AND PRACTICES
[Year]

[Type the company
name]

STUDENT’S NAME

[MANAGEMENT THEORIES AND
PRACTICES]
[Type the abstract of the document here. The abstract is typically a short summary of the contents of the
document. Type the abstract of the document here. The abstract is typically a short summary of the contents
of the document.]
1
INTRODUTION
In this series of units I will try to address the ultimate outcome of implementing action in comparison
to the various Management Theories and Practices. This focused project will elaborate the theories
and will explain that the action has caused the development of the Theories and Management
Practices. The units explained during the project will be compared with Gosling’s and Mintzberg’s
(2003) article. The main aim of this project is to provide a clear picture and clarifying that the theory
only takes place after an action has been taken. I will provide the final result of implementing action
in comparison to various techniques and principles of management. Action creates theory, rather than
theory used to determine action.
Foundation theory of management ( Taylor and Fayol)
Evolution of organizational thought has evolved over time and have co
esponded management
theory in order to have an in depth knowledge about the management. To move an organization in a
new direction experts suggest of having extraordinary skills to get the desired results for an
organization. Combinations of energy, hopes, aspirations and the teamwork of the employees of the
organization can move toward the vision of the organization to achieve the goals.
Eminent such as Henri Fayol, F.W. Taylor, Selznick have laid down foundation theory for the
management. Fayol stressed upon the need for formal education and training in management. Taylor
described, management as an art of knowing exactly what you want your men to do and then seeing
that they do it in best desired way, that is, in best and cost effective way. He stated that each and
every job and the method of doing it should be based on scientific study and analysis rather than on
trial and e
or basis. In the recent days, there has been laying a strong emphasis on action but at the
cost of reflection. People all around the management are laying an overwhelming effect on the action
without caring for the desired reflection. Therefore any business is judged by the goods it sells and
the services they provide rather than change a business makes. And hence the action mind set aims to
2
utilize energy around those material things that need changing rather. This condition of action mind
set has been relatively contributed in the foundation theory of Taylor, as Taylor emphasized on
“Maximum but not restricted output”, That is to increase the surplus or gains so that each team of
management and workers can have a larger share of it,
Taylor also suggested that management should concentrate on planning the job for the workers rather
than workers planning their job so that the workers can concentrate on their respective performance
of work. Henry Fayol’s theory also integrated with the action mind set concept, as Fayol laid a
greater emphasis on the principle of division of work or task which means division of work into
compact jobs and allocating the jobs to different person in the organization. It also
ings about
specialization in every activity and hence the workers can always work on the same part, the
managers concern remains always with the same matters which helps to improve the efficiency,
ability and accuracy as it helps to avoid wastage of time and efforts. Hence division of work gives
maximum productivity and efficiency level in both technical and managerial activities. Therefore
Fayol’s total perspective was for top level management and focused on improving overall efficiency
of the workers.
Therefore the foundation theory by Henry and Fayol does not add value to the action mind set as the
theory of Fayol seeks to emphasize on the hierarchical levels of the organization and establishes a
division based on the power, but the concept of action mind set attempts to place everything together
y increasing the capabilities of the employees, developing the relationship and creating awareness
of the te
ain ( Gosling and Mintzberg, 2003).
3
Mechanic and Organic Systems
Tom Burns and G.M. Stalker have provided us with the theory of Mechanistic and Organic Systems
to understand the change and stability in the organization during any incident or occu
ence.
Mechanistic System tells us how definitely rights, obligations and methods are joined with one
another’s role. The communications between the members of concerns is vertical between the
superior and subordinate. And Organic System tells us how to cast off responsibility in respect of
limited actions of rights, obligations and methods. The communications between the members of
concern is Lateral between the people of different position or standing.
It has been observed that organic systems are not based on the concept of hierarchy as the former
mechanistic systems are based on hierarchy and they remain stratified based on the management. The
people’s commitment to the cause of the management is regarded as to be more effective in respect
to organic systems. In the organic system the chain of hierarchical command gives way to general
agreement among a group of people based on the commitment. The two forms of this system
epresent two ends of the same continuum. Hence most of the individual behavior lies in between
these two ends of the continuum. Therefore the concept of organic and mechanic systems can be
integrated with that of action mind set, as the content of organic system states to understand the
change and stability within the organization. Action mind set also deals with managing change
through which the organizational goals can be achieved easily. Therefore the concept of
organizational behavior can also nicely be gel up with the Mechanistic and Organic system.
Individuals, groups and structure have on behavior within organizations for the purpose of applying
such knowledge towards improving the effectiveness of the organizations.
4
Putting People First
Putting people first is good time management. Daily time record gives the information of a person on
a daily or weekly basis. Proper team work is the best option to save time to result in increase of work
ability and reduction of wastage of time. The organization’s policy should be mainly based by
putting people first rather than the organizations objectives to increase the profitability. Organization
should carve out various evolutions in order to maintain a healthy balance between organizational
goals and customer satisfaction. The concept of putting people first does states that people should be
the first priority for any organization. And hence the concept of action mind set does not integrate
with the concept putting people first, as both have different objectives to be served, and cannot be
interlinked with each other.
Effect of Internal and External Environment on Manager
Globalization, technological development, and the desires of human being to excel in different
spheres of life have been increasing constantly and due to which the stress among the people have
also been increasing to a greater extent. Management of human behavior and channelizing it into the
desired direction has become an integral part among the top levels of management.
Art of leadership, scientific management, skills of redesigning the human mind has been a major
concern for the management team. The internal environment for a manager means the conditions and
forces within the organization and in which the manager has to cope and increase its capabilities to
achieve the desired goal whereas the external environment refer to those elements and factors which
are relevant to business operations but are outside the organization. Hence external factor states the
factors which are generally uncontrollable on the hands of the organization and managers. An
organization takes goods or...
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