MOM Summary about authors in the book.

Mintzberg:
Ten roles of management
1. Informational roles
a. Monitor
b. Disseminator
c. Spokesperson
2. Interpersonal roles
a. Figurehead
b. Leader
c. Liaison
3. Decisional roles
a. Entrepreneur
b. Disturbance Leader
c. Resources Allocator
d. Negotiator

Max Weber
Bureaucracy (characteristics of bureaucratic management):

1. Rules and regulations: formal guidelines that define and control behavior of
employees = uniform procedures and operations no matter who does them
2. Impersonality: rules lead to impersonality which protect employees from whims of
managers
3. Division of labor: managers and employees work on specialized tasks = as Smith says:
job easier to learn
4. Hierarchy: jobs ranked by the amount of authority to make decisions = each lower
position under control of the higher one
5. Authority: right to make decisions of varying importance at different levels
(consequence of the hierarchy).
6. Rationality: using the most efficient means to achieve objectives.

Managers create bureaucratic structures and use scientific management techniques

to control production and impose discipline on factory work-> these 2 systems
complement each other.

Weber is aware that on the other hand bureaucratic rationalism traps the individual
in an iron cage-> no fantasy, magic, meaning and emotion.

Henry Fayol
1. Developed the idea of Administrative management: the use of institutions and order
rather than relying on personal qualities to get things done.
2. Fayol’s principles of management-> principles are flexible and capable of adaptation
to every need
 3. Quite similar to the approach of Weber, big difference: Initiative and Esprit de corps.

Elton Mayo
1) Applied psychological methods to industry.
2) Reflecting on the Hawthrone experiment (p.55):
a) Affirms the increase of the output isn’t related to physical changes but to changes in
the social situation (when manager asked for the cooperation of the workers)
b) Introduces the idea of ‘social man’ in contrast with ‘economic man’: subordinate
needs to be seen as a person, not just a worker-> human relations approach
managers give attention to human factors

Mary Parker Follett

Focuses her attention on the group and develops the ‘self-governing’ principle

➔ replacing bureaucratic institutions with networks in which ppl themselves analyze

their problems and implement solutions (conflict of ideas inevitable but work in
group to solve the conflict and create an integrative unity of members).
Gareth Morgan
His image of organizations: managers look at problems from several perspectives: each one
focuses on one aspect and obscures to others-> different images and metaphors can
represent organizations.
8 ways of seeing organizations:

1) Machines: mechanical thinking and the rise of bureaucracies

2) Organisms: recognizing how the environment affects their health
3) Brains: a Learning - perspective
4) Cultures: a focus on beliefs and values
5) Political system: a focus on conflicts and power
6) Psychic prisons: how people become trapped by habitual ways of thinking
7) Flux and transformation: focus on change and renewal
8) Instruments of domination: over members, nations and environments

Alan Fox
The frame of reference

He studied the relationship between managers and employees and proposed the
assumptions managers have about this type of relation affect how they work:
some take a unitarity perspective: managers work to achieve goals shared by all members
(=organizations aim to develop rational ways of achieving common interests) - pluralist
perspective: division of labor creates groups with different interests (=conflict is inevitable->
managers tries to meet all interests)radical perspective: in capitalist societies the horizontal
and vertical division of labor sustains unequal social relations-> as long as it exists managers
and employees will always be in conflict.

Frederick Taylor
1) Associated with the idea of Scientific management (school of management that
attempted to create a science of factory production
2) Focused on the relationship between the worker and machine-based production system
3) Principal object of management: secure the maximum prosperity for the employer,
coupled with the maximum prosperity of the employees
(maximum prosperity: development of every branch of business to his excellence ->
permanent prosperity). How to do that: ensure that each worker reach his state of
maximum efficiency = primary responsibility of the manager: understand the production
system and specify every aspect of the operation->detailed control of the process
4) Taylor developed 5 principles:
a) Use scientific methods to determine the best way of doing a task (not rely on
traditional methods).
b) Select the best person to do the task (suitable physical and mental qualities)
c) Train (teach precisely the procedure to the workers)
 d) Financial incentives for the workers
e) Responsibility for planning and organizing falls on the manager, not workers.
5) His philosophy: managers make decisions based on scientific analysis and fact Efficiency
if tasks are routine and predictable-> managers plan the work for employees: what to
do, how to do it, when to do it.
6) Many industrial economies adopted/still adopt Taylor’s idea (ex. Henry Ford) Some
trade unions believed his method increased unemployment.

Mr and Mrs Gilbreth

1) They supported scientific management
2) Two aspects: practical one and psychological one
1. Frank was a bricklayer and wrote a book with guidance on how to reduce unnecessary
actions in order to be more efficient while working.
2. Lillian believed scientific management enable individuals to reach their potential moves
explained in details -> easy to learn with practice -> workers do it well -> they build pride and
self-respect.

Porter
Porter’s five forces
Pestel analysis

Hoofstede
Hofstede conducted studies on national cultural differences.
He saw culture as a collective programming of people’s mind, which influences how they
react to events. He then identified 5 dimensions of culture:
Hofstede’s cultural dimensions theory: describes the effects of a society’s culture on the
values of its members and how these values relate to behavior

1) Power distance: acceptance of power

“the extent to which the less powerful members of organizations and institutions accept
and expect that the power is distributed equally”
Higher degree-> hierarchy established and accepted
Lower degree-> people question authority
2) Uncertainty avoidance: extent to which people inside an organization feel threatened by
uncertain and unknown situations.
3) Individualism vs Collectivism: the degree to which people in the society are integrated
into groups
a) Individualism: belongs to societies in which the ties between individuals are loose.
Everyone is supposed to look after him/herself and his/her immediate family =
individuals focused on their own goals
b) Collectivism: societies in which people, from birth onwards are integrated into
strong, cohesive groups = individuals focused on collective goals
4) Masculinity vs Femininity:
a) Masculinity: pertains to societies in which social (and emotional) gender roles are
clearly distinct
b) Femininity: pertains to societies in which social gender roles overlap.

➔ NOT about gender equalities

 5) Indulgence vs Restraint: degree of freedom societal norms give to its citizens
6) Long-term and Short-term orientation: how you look into the future
i) Long-term orientation (LTO): stands for the fostering of virtues oriented towards
future rewards, especially perseverance and thrift.
ii) Short-term orientation: stands for the fostering of the virtues related to the past
and present.

Overpassing diversity: a powerful constraint on the economics method is the economic

context on an essentially capitalist economic system => managers have similar
requirements independently by their location

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