MBO Principles: Management by Objectives

Management by Objectives
Management
by Objectives
MBO is a system in which specific performance objectives are jointly determined by

subordinates and their superiors, progress toward objectives is periodically reviewed, and
rewards are allocated on the basis of this progress.
MBO Principles
Cascading of organizational goals and objectives
Specific objectives for each member
Participative decision making
Explicit time period
Performance evaluation and feedback
This page has been designed by Shikha Sharma
Send your comments and suggestions to: choo@fis.utoronto.ca
All contents copyright © 1995. Faculty of Information Studies, University of Toronto. All rights reserved.
http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/plan4.htm [2/4/2002 7:27:52 PM]

Planning, Goals and Objectives
Planning is the management of the organization's future in an uncertain

environment.
Types of Plans:
Strategic
Strategic plans are organizationwide, establish overall objectives, and position the organization
with relation to its environment.
Operational Plans
Operational plans specify details on how individual objectives are to be achieved.
Plans may be long-term or short-term, directional or specific.
Contingency factors in planning:
Organizational level
Life cycle of the organization
Environmental uncertainty
Length of future commitments.
http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/plan1.htm (1 of 2) [04.12.2002 12:27:50]

Planning, Goals and Objectives
Myths about Planning
Planning that proves inaccurate is a waste of management's time.

Planning can eliminate change.
Planning reduces flexibility.

Objectives: The Foundation of Planning
Hierarchy of objectives
Vision
Mission
Goals
Objectives
Policies
Procedures
Objectives should be specific, attainable, yet challenging.
Is the objective appropriate for the library at this time?

Does it take the organization in the direction it wants to go?
Does it support the overall mission of the library?
Is it compatible and complementary with the other objectives?
Is it acceptable and understandable to the majority who will be charged with
implementing it?
Is it affordable for the organization?
Is it measurable and achievable?

Objectives: The Foundation of Planning
Is it ambitious enough to be challenging?

Strategic Planning
The strategic planning process is continuous:
Identify current mission, goals, values ------->

Environmental assessment ------->
Strategic goal setting and elaboration ------->
Development of operational plans and budgets ------->
Implementation ------>
Evaluation and Feedback.
Environmental scanning and forecasting
SWOT analysis
Benchmarking

Strategic Planning
Operations research
Standards and guidelines

LIS 1230 Management of Information Organizations
LIS 1230 Management of Information Organizations

Instructor: Prof. Chun Wei Choo
1. Historical Development of Management Thought
2. Planning
3. Organization Design
4. Motivation
5. Leadership
http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/1230.htm [04.12.2002 12:31:35]

Development of Management Thought
Frederic Taylor's 4 principles of management:
Develop a science for each element of an individual's work
Scientifically select, train and develop the worker
Heartily cooperate with the workers
Divide work & responsibility equally between managers & workers
Improve production efficiency through work studies, tools, economic incentives
(Taylor 1911. Principles of Scientific Management)
http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/history1.htm [04.12.2002 12:31:57]

What is Management?
Management is the process of getting activities completed efficiently and effectively with and through
other people.
Management functions:
Planning
Organizing
Staffing
Directing
Coordinating
Reporting
Budgeting
(Gulick & Urwick 1937. Papers on the Science of Administration)
Management roles:
Interpersonal rolesFigurehead, Leader, Liaison

Informational rolesMonitor, Disseminator, Spokesperson
Decisional rolesEntrepreneur, Disturbance handler, Resource allocator, Negotiator
(Mintzberg 1973. The Nature of Managerial Work)
http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/history4.htm (1 of 2) [04.12.2002 12:32:22]

What is Management?

General Theories of Administration
Henri Fayol identified 14 principles of management - universal truths that can

be taught in schools:
Division of work
Authority
Discipline
Unity of command
Unity of direction
Subordination of individual interest
Remuneration
Centralization
Scalar chain
Order
Equity
Stability of tenure
Initiative
Esprit de corps
All managers perform 5 functions:
Plan
Organize
Command
Coordinate

General Theories of Administration
Control
(Fayol 1916. Industrial & General Administration)
Max Weber described an ideal Bureaucracy as a theory of administration

based on rational-legal authority systems:
Division of labour. Organizations need to appear rational and so gain legitimacy, in order to secure
resources and support, and to inspire confidence and trust.
Authority hierarchy is an essential part of PR. May be through internal data analysis or external
consultants.
Formal selection
Formal rules & regulations
Impersonality
Career orientation
(Weber 1947. The Theory of Social & Economic Organization)

Principles of Organizational Design
Division of Labour
Departmentalization
Specialization
Unity of Command
Line of command
One superior
Authority and Responsibility
Line and staff authority

Authority and power
Spans of Control
Levels of control
Centralization and decentralization
http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/od1.htm (1 of 2) [04.12.2002 12:34:09]

Principles of Organizational Design
Contingency Factors
Environment and technology

Knowledge technology: task variability & problem analyzability
Suggested Readings

Organizational Structures
Functional Organizations
Reduces duplication of activities

Encourages technical expertise
Creates narrow perspectives
Difficult to coordinate
Divisional Organizations
Improves decision making

Fixes accountability for performance
Increases coordination of functions
Hard to allocate corporate staff support
Loses some economies of scale
Fosters rivalry among divisions
Matrix Structures

Organizational Structures
Reinforces & broadens technical excellence

Facilitates efficient use of resources
Balances conflicting objectives of the organization
Increases power conflicts
Increases confusion & stress for 2-boss employees
Impedes decision making
Lateral Relations
Dotted-line supervision
Liaison roles
Temporary task forces
Permanent teams
Integrating managers
Suggested Readings

Effective Organizational Design
Use functional structures when the organization is small, geographically centralized, and
provides few goods and services.
When the organization experiences bottlenecks in decision making and difficulties in

coordination, it has outgrown its functional structure.
Use a divisional structure when the organization is relatively large, geographically

dispersed, and/or produces wide range of goods/services.
Use lateral relations to offset coordination problems in functional and divisional structures.

Effective Organizational Design
When the organization needs constant coordination of its functional activities, then lateral
relations do not provide sufficient integration. Consider the matrix structure.
To adopt the matrix structure effectively, the organization should modify many traditional
management practices.
Suggested Readings

Organizational Change
Organizational Development
Set of activities and techniques to manage change

Change agent
Change intervention
Unfreezing-------> Movement -------> Refreezing
Structural Interventions
Reorganization
New reward systems
Cultural change
Task-Technology Interventions
Job redesign
Socio-technical systems
Quality of working life
People-focused Interventions

Organizational Change
Sensitivity training
Survey feedback
Process consultation
Team building
Intergroup development
Suggested Readings

Motivation: Hierarchy of Needs Theory
Suggested Readings
http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/motive1.htm (1 of 2) [04.12.2002 12:36:14]

Motivation: Hierarchy of Needs Theory

Motivation: Theory X and Theory Y
Theory X Assumptions:
People inherently dislike work

People must be coerced or controlled to do work to achieve objectives
People prefer to be directed
Theory Y Assumptions:
People view work as being as natural as play and rest

People will exercise self-direction and -control towards achieving objectives they are committed to
People learn to accept and seek responsibility
(Douglas McGregor, The Human Side of Enterprise, 1960)
Suggested Readings
http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/motive2.htm [04.12.2002 12:36:35]

Motivation: Hygiene Factors Theory
Motivator factors increase job satisfaction:
Achievement
Recognition
Work itself
Responsibility
Advancement
Growth
Hygiene factors are those whose absence can create job dissatisfaction:
Supervision
Company policy
Working conditions
Salary
Peer relationship
Security
(Frederick Herzberg, Work and the Nature of Man, 1966)
Suggested Readings

Motivation: Hygiene Factors Theory

Motivation: Three Needs Theory
Need for Achievement
Need for Achievement

Personal responsibility
Feedback
Moderate risk
Need For Power
Influence
Competitive
Need for Affiliation
Acceptance and Friendship

Cooperative
(David McClelland, The Achieving Sociey, 1961)
Suggested Readings

Motivation: Three Needs Theory

Motivation: Goal-Setting Theory and Equity Theory
Specific goals increase performance, and difficult goals, when accepted, result
in higher performance than easy goals.
An employee compares her/his job's inputs-outcomes ratio with that of

referents.
If the employee perceives inequity, she/he will act to correct the inequity:
Lower productivity
Reduced quality
Increased absenteeism
Voluntary resignation.
(J. Stacey Adams, 1965)
Suggested Readings

Motivation: Goal-Setting Theory and Equity Theory

LIS 1230 Readings List
LIS 1230 Managing Information Organizations
Readings List
Introduction.
Introduction to the course. Administrative functions of organizations. The development of management

thought. The professional role.
Bradsher, James Gregory and Michele F. Pacifico. "History of Archives Administration." In Managing
Archives, ed. James Gregory Bradsher, 18-33. Chicago: University of Chicago Press, 1988.
Evans, G. Edward. "History and Styles of Management." In Management Techniques for Librarians, 39-
62. New York: Academic Press, 1983.
Kurtz, Michael J. "Archival Management." In Managing Archives and Archival Institutions, ed. James
Gregory Bradsher, 241-252. Chicago: University of Chicago Press, 1988.
Laudon, Kenneth C. and Jane Price Laudon. "Information Systems and Organizations." In Management
Information Systems: A Contemporary Perspective, 2d ed., 95-142. New York: Macmillan, 1991.
McCarthy, Paul H. "The Management of Archives: A Research Agenda". American Archivist 51, no. 1/2
(Winter/Spring 1988): 52-69.
Swift, Michael. "The Use of Management Techniques and Technical Resources in Response to the
Challenges Facing Modern Archives". In Proceedings of the 10th International Congress on Archives
held in Bonn, 17-21 September 1984, 119-134. Munchen: K.G. Saur Verlag.
Wilsted, Thomas and William Nolte. "The Management Process." In Managing Archival and Manuscript
Repositories, 3-8. Chicago: Society of American Archivists, 1991.
Planning, Goals and Objectives, Evaluation.
Administration is not an end in itself but rather a means directed towards accomplishments. These
accomplishments include the defining of objectives, the assigning of priorities, the translating of
objectives into operational terms and the evaluation of results.
Clemons, Eric K. "Evaluation of Strategic Investments in Information Technology." Communications of

the ACM 34, no. 1 (January 1991): 22-36.
http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/readlist.htm (1 of 8) [04.12.2002 12:38:02]

Earl, Michael J. "Experiences in Strategic Information Systems Planning." MIS Quarterly 17, no. 1
(March 1993): 1-24.
Evans, G. Edward. "Planning." In Management Techniques for Librarians, 2d ed., 130-154. New York:
Academic Press, 1983.
Hackman, Larry J., James M. O'Toole, Liisa Fagerlund, and John Dojka. "Case Studies in Archives
Program Development." American Archivist 53, no. 4 (Fall 1990): 548-560.
Jacob, M.E.L. "The Strategic Planning Process." In Strategic Planning, 9-24. New York: Neal Schuman
Publishers, 1990.
Laudon, Kenneth C. and Jane Price Laudon. "The Strategic Role of Information in Organizations and
Management." In Management Information Systems: A Contemporary Perspective, 2d ed., 69-94. New
York: Macmillan, 1991.
Schwirtlich, Anne-Marie and Gunnel Bellviken. "Getting Organized." In Keeping Archives, ed. Ann E.
Pederson, 21-72. Sydney, Australia: Australian Society of Archives, 1987.
Stueart, Robert D. and Barbara B. Moran. "The Planning Process." In Library Management, 3d ed., 19-53.
Littleton, CO: Libraries Unlimited, 1987.
Wilsted, Thomas and William Nolte. "Managing Archival Facilities." In Managing Archival and
Manuscript Repositories, 55-67. Chicago: Society of American Archivists, 1991.
Wilsted, Thomas and William Nolte. "Planning." In Managing Archival and Manuscript Repositories, 27-
34. Chicago: Society of American Archivists, 1991.
Organizational Design.
The structure of formal organizations and the nature of classical organizational theory. Situational theory
and organizational design. Implications of such design in the fulfillment of objectives.
Klaassen, David. "The Provenance of Archives Under Library Administration: Organizational Structures
and Organic Relationships." Journal of Library Administration 7, no. 2/3 (Summer/Fall 1986): 35-47.
McCarthy, Paul H. "Archives Under Library Administration: Points of Convergence and Conflicts."
Journal of Library Administration 7, no. 2/3 (Summer/Fall 1986): 17-34.
Orlikowski, Wanda J. and Daniel Robey. "Information Technology and the Structuring of Organizations."
Information Systems Research 2, no. 2 (June 1991): 143-169.

Stueart, Robert D. and Barbara B. Moran. "Organizing." In Library Management, 3d ed., 54-95. Littleton,
CO: Libraries Unlimited, 1987.
Wilsted, Thomas and William Nolte. "Organizational Structure." In Managing Archival and Manuscript
Organizational Behaviour I: Motivation.
Models of human behaviour provide an orderly image of the work world which guides the manager's
actions. Theories of motivation and their application to the work situation.
Baker, Betsy and Beth Sandore. "Motivation in Turbulent Times: In Search of the Epicurean Work
Ethic." Journal of Library Administration 14, no. 4 (1991): 37-50.
Evans, G. Edward. "Motivation." In Management Techniques for Librarians, 2d ed., 174-198. New York:
Academic Press, 1983.
Nadler, David A. and David E. Lawler. "Motivation: A Diagnostic Approach." In The Management
Process: A Selection of Readings for Librarians, ed. Ruth Person, 315-326. Chicago: ALA, 1983.
Organizational Behaviour II: Supervision, Delegation, Change and Conflict.
The supervisory function; the purpose of delegation; the adaptation of individuals and organizations to
conflict and change.
Baker, Sharon L. "Managing Resistance to Change." Library Trends 38, no. 1 (Summer 1989): 53-61.
DeLisi, Peter S. "Lessons from the Steel Axe: Culture, Technology, and Organizational Change." Sloan
Management Review 32, no. 1 (Fall 1990): 83-93.
Derr, C. Brooklyn. "Managing Organizational Conflict: Collaboration, Bargaining and Power

Approaches." In The Management Process: A Selection of Readings for Librarians, ed. Ruth Person, 253-
264. Chicago: ALA, 1983.
Erkkila, John and Pamela MacKay. "Practical Supervision: The First Line of Management." Journal of
Library Administration 12, no. 1 (1990): 103-115.
Kotter, John P. and Leonard A. Schlesinger. "Choosing Strategies for Change." Harvard Business Review
57, no. 2 (March/April 1979): 106-114.
Lawrence, Paul R. "How to Deal with Resistance to Change." Harvard Business Review 47, no. 1

(January/February 1969): 4-12, 166-176.
Smith, H.A. and J.D. McKeen. "Computerization and Management: A Study of Conflict and Change."
Information and Management 22, no. 1 (January 1992): 53-64.
Zuboff, Shoshana. "New Worlds of Computer-Mediated Work." Harvard Business Review 60, no. 5
(September/October 1982): 142-152.
Films.
Organizational Climate I: Communication and Decision-Making.
All organizations develop their own climates derived from such factors as traditions, purposes,
personalities and stereotypes. Organizational climate affects staff behaviour and compatability. It also
affects and is affected by the way decisions are made and communicated within an organization.
Auster, Ethel. "Human Management in Times of Restraint." Canadian Library Journal 44 (December
1987): 413-419.
Conroy, Barbara and Barbara Schindler Jones. "How Communication Occurs." In Improving
Communication in the Library, 6-28. Phoenix, AZ: Oryx Press, 1986.
Evans, G. Edward. "Decision Making." In Management Techniques for Librarians, 2d ed., 111-129. New
York: Academic Press, 1983.
Laudon, Kenneth C. and Jane Price Laudon. "Information, Management and Decision Making." In
Management Information Systems: A Contemporary Perspective, 2d ed., 143-183. New York: Macmillan,
1991.
McCaskey, Michael B. "The Hidden Messages that Managers Send." Harvard Business Review 57, no. 6
(November/December 1979): 135-148.
White, Herbert. Library Personnel Management. White Plains, New York: Knowledge Industry
Publications, 1985. [Read "Approaches to Decision Making" 83-126, and "Communication Today and
Beyond" 149-159.]
Organizational Climate II: Leadership and Authority.
Organizational climate also affects, and is affected by, the quality of leadership and the lines of authority
obtaining in an organization.
"Leadership." In Libraries in the 90s: What the Leaders Expect, ed. D.E. Riggs and G. AL. Sabine, 102-

130. New York: Horrocks, 1988.
Evans, G. Edward. "Leadership in Management." In Management Techniques for Librarians, 2d ed., 199-
Moran, Barbara B. "Gender Differences in Leadership." Library Trends 40 (Winter 1992): 475-491.
Tannenbaum, Robert and Warren H. Schmidt. "How to Choose a Leadership Pattern." Harvard Business
Review 51, no. 3 (May/June 1973): 162-175, 178-180.
Wilsted, Thomas and William Nolte. "The Archivist as Manager." In Managing Archival and Manuscript
Zaleznik, Abraham. "Managers and Leaders: Are They Different?" Harvard Business Review 70, no. 2
(March/April 1992): 126-135.
Power and Influence.
Patterns of governance and the impact of power and politics of the internal structure of information
organizations.
Bartolome, Fernando and Andre Laurent. "The Manager Master and Servant of Power." Harvard Business
Review 86, no. 6 (November/December 1986): 37-41.
Brown, Nancy A. "The Bases and Uses of Power in a University Library." Library Administration and
Management (June 1988): 141-144.
Kraemer, Kenneth L., John Leslie King, Debora E. Dunkle, and Joseph P. Lane. "The Role of
Management States in Computing Change." In Managing Information Systems: Change and Control in
Organizational Computing, 98-126. San Francisco: Jossey-Bass Publishers, 1989.
Mechanic, David. "Sources of Power of Lower Participants in Complex Organizations." In Management

Strategies for Libraries: A Basic Reader, ed. Beverly P. Lynch, 390-405. New York: Neal Schuman,
1985.
Pfeffer, Jeffrey. Managing with Power. Boston, MA: Harvard Business School Press, 1992. [Read "When
is Power Used?" 33-48, and "Where Does Power Come From?" 71-81.]
Schuman, Patricia Glass. "Women, Power and Libraries." In Management Strategies for Libraries: A
Basic Reader, ed. Beverly P. Lynch, 444-458. New York: Neal Schuman, 1985.

White, Herbert S. "Special Libraries and the Corporate Political Process." Special Libraries 75 (1984): 81-
86.
Managing Human Resources.
An overview of the sequential steps involved in the selection, supervision and development of information
professionals.
Estabrook, Leigh, Lisa Mason, and Sara Suelflow. "Managing the Work of Support Staff." Library Trends
41, no. 2 (Fall 1992): 231-245.
Evans, G. Edward. "Personnel: The Human Side." In Management Techniques for Librarians, 2d ed., 211-
Stueart, Robert D. and Barbara B. Moran. "Staffing." In Library Management, 3d ed., 96-151. Littleton,
CO: Libraries Unlimited, Inc, 1987.
Walton, Richard E. "Promoting Organizational Commitment and Competence." In Up and Running:

Integrating Information Technology and the Organization, 73-90. Boston, MA: Harvard Business School
Press, 1989.
Wilsted, Thomas and William Nolte. "Human Resources: Dealing with People on the Job." In Managing
Archival and Manuscript Repositories, 35-45. Chicago: Society of American Archivists, 1991.
Worthy, James C. "Management Concepts and Archival Administration." In A Modern Archives Reader ,
ed. Maygene F. Daniels and Timothy Walch, 299-308. Washington, DC: National Archives and Records
Service, 1984.
Labour Relations.
Employment legislation, collective bargaining, the collective agreement. Unionization and the
information professional.
Fisher, E.G. and C. Brian Williams. "Negotiating the Union-Management Agreement." In Union-
Management Relations in Canada, 2d ed., ed. John C. Anderson, Morley Gunderson, and Allen Ponak,
185-207. Don Mills, ON: Addison-Wesley, 1989.
Giles, Anthony and Hem C. Jain. "The Collective Agreement." In Union-Management Relations in
Canada, 2d ed., ed. John C. Anderson, Morley Gunderson, and Allen Ponak, 317-345. Don Mills, ON:
Addison-Wesley, 1989.
McPhillips, David and Geoffrey England. "Employment Legislation in Canada." In Union-Management

Relations in Canada, 2d ed., ed. John C. Anderson, Morley Gunderson, and Allen Ponak, 43-69. Don
Mills, ON: Addison-Wesley, 1989.
Mudge, Charlotte R. "Collective Bargaining of Librarians in Canada: Issues and Concerns." Argus 11
(June/July 1982): 91-96.
Ponak, Allen and Mark Thompson. "Public Sector Collective Bargaining." In Union-Management
Relations in Canada, 2d ed., ed. John C. Anderson, Morley Gunderson, and Allen Ponak, 373-406. Don
Mills, ON: Addison-Wesley, 1989.
Robb, Peggy P. "Changing Loyalties: Effects of Unionization on Communication Patterns in Libraries."

Canadian Library Journal 32 (October 1975): 357-367.
Fiscal Management.
The budget is the fiscal representation of an information organization's objectives. Principles of cost-
effectiveness and various budgetary approaches will be discussed.
"What Works Best in Getting Your Budget Approved." In Libraries in the 90s: What the Leaders Expect,
ed. D.E. Riggs and G. Al. Sabine, 41-50. New York: Horrocks, 1988.
Clemons, Eric K. and Bruce W. Weber. "Strategic Information Technology Investments: Guidelines for
Decision Making." Journal of Management Information Systems 7, no. 2 (Fall 1990): 9-28.
Evans, G. Edward. "Fiscal Management." In Management Techniques for Librarians, 2d ed., 263-288.
New York: Academic Press, 1983.
Kantor, Paul B. "Library Cost Analysis." Library Trends 38, no. 2 (Fall 1989): 171-188.
Kelly, Lauren. "Budgeting in Non-profit Organizations." Drexel Library Quarterly 21 (Summer 1985): 3-
18.
Lederer, Albert. "Information System Cost Estimating: A Management Perspective." MIS Quarterly 14,
no. 2 (June 1990): 159-176.
Wilsted, Thomas and William Nolte. "Financial Management." In Managing Archival and Manuscript
Wilsted, Thomas and William Nolte. "Fund Raising and Development." In Managing Archival and
Manuscript Repositories, 69-78. Chicago: Society of American Archivists, 1991.


Development of Management Thought
Application of quantitative methods to solve management problems: statistics, operations research, management information
systems.
Organizations are open systems that constantly interact with the external environment:
inputs (resources and information) -------> transformation process -------> outputs (products, services, information) -------> feedback
Appropriate management approach depends on situational factors faced by an organization.
Examples of contingency variables: Organization size, task complexity, environmental uncertainty, individual differences.

Libraries as Organizations
Most libraries
Are service agencies, not profit-making firms

Purvey information, not tangible products or services
Perform functions both of supply and guidance(cf. medical services in doctor's office, hospital,
pharmacy)
Provide professional service without, in most cases, having a personal, continuous client
relationship
For all their general acceptance, are currently marked by ambiguous goals rather than clear-cut
objectives
In their long history, have accumulated concepts of function and method that make for rigid
structure and resistance to change
Respond both to resources and to clientele in a dual orientation Ð some staff are book-minded,
others people-minded
Function as auxiliaries to larger organizations (universities, schools, municipalities,
corporations), and not as independent entities
Because of their auxiliary role, are subject to external pressures from political bodies, faculties,
and users.
(Lowell Martin 1984. The Organizational Structure of Libraries.)

Libraries as Organizations

Human Relations Movement
Elton Mayo and the Hawthorne Studies discovered that the informal organization, social norms,
acceptance, and sentiments of the group determined individual work behaviour.
(Mayo 1933. The Human Problems of an Industrial Civilization)
Maslow, McGregor, Herzberg, and many others stressed the importance of social relations in
organizations, understanding workers and managers as human beings with social and emotional needs.

Leadership: Behavioral Theories
Ohio State University Studies
Initiating structure + Consideration = High-high leader
University of Michigan Studies
Employee-oriented and Production-oriented
http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/leader1.htm (1 of 2) [04.12.2002 12:58:19]

Leadership: Behavioral Theories
Suggested Readings

Leadership: Recent Theories
Attribution Theory
Leadership is merely an attribution that people make about other individuals.
People tend to characterize leaders as having these traits: Intelligence, outgoing

personality, verbal skills, aggressiveness, consistency, determination, ....
Charismatic Leadership
Followers make attributions of heroic or extraordinary leadership abilities when they

observe certain behaviors.
Charismatic leaders:
have a compelling vision or sense of purpose

communicate that vision effectively
demonstrate consistency and focus
know their own strengths and capitalize on them
Are charismatic leaders born or could they be trained?

Leadership: Recent Theories
Transformational Leadership
Transactional leaders guide or motivate their followers in the direction of established

goals by clarifying role and task requirements.
Transformational leaders provide individualized consideration, intellectual

stimulation, and possess charisma.
Transformational leadership builds on top of transactional leadership.
Suggested Readings

Leadership: Contingency Theories
Situational Theory (Paul Hersey & Kenneth Blanchard)
Relationship behavior
Task behavior
Maturity of followers

Path-Goal Theory (Robert House)
Leader's behavior is acceptable to subordinates insofar as they view it as a source of

immediate or future satisfaction.

Suggested Readings

Suggested Reading:
Suggested Reading:
Kraft, Donald H. and Bert R. Boyce. 1991. Operations Research for Libraries and Information
Agencies: Techniques for the Evaluation of Management Decision Alternatives. San Diego: Academic
Press.
http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/readkraf.htm [04.12.2002 13:00:21]

Suggested Reading:
Suggested Readings:
Choo, Chun Wei. 1994. Environmental Scanning by Canadian CEOs. In Proceedings of the 22nd
Annual Conference of the Canadian Association for Information Science held in Montreal, Quebec,
Canada, May 25-27, 1994, edited by Albert Tabah, 446-464. Montreal, Quebec, Canada: Canadian
Association for Information Science.
Auster, Ethel and Chun Wei Choo. 1993. Environmental Scanning: Preliminary Findings of Interviews
with CEOs in Two Canadian Industries. In Proceedings of the 56th Annual Meeting of the American
Society for Information Science held in Columbus, OH, October 22-28, 1993, edited by Susan Bonzi,
246-252. Medford, NJ: Learned Information, Inc.
Auster, Ethel and Chun Wei Choo. 1992. Environmental Scanning: Preliminary Findings of a Survey
of CEO Information Seeking Behavior in Two Canadian Industries. In Proceedings of the 55th Annual
Meeting of the American Society for Information Science held in Pittsburgh, PA, October 26-29, 1992,
edited by Debora Shaw, 48 - 54. Medford, NJ: Learned Information, Inc.
Auster, Ethel and Chun Wei Choo. 1991. Environmental Scanning: A Conceptual Framework for
Studying the Information Seeking Behavior of Executives. In Proceedings of the 54th Annual Meeting of
the American Society for Information Science held in Washington, DC, October 27-31 1991, edited by
Jose-Marie Griffiths, 3-8. Medford, NJ: Learned Information, Inc.
http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/scanread.htm [04.12.2002 13:00:41]

Motivation: Expectancy Theory
An individual will act in a certain way based on the expectation that the act
will be followed by a given outcome and on the attractiveness of that outcome
to the individual.
Effort -------> Performance linkage(How hard will I have to work?)

Performance -------> Reward linkage(What is the reward?)
Attractiveness(How attractive is the reward?)
(Victor Vroom, Work and Motivation, 1964)
Suggested Readings
http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/motive6.htm [04.12.2002 13:05:15]

Suggestions for Motivating the Employees

Recognize individual differences

Match people to jobs
Use goals
Individualize rewards
Link rewards to performance
Check the system for equity
Don't ignore money.
Suggested Readings

MBO Principles: Management by Objectives

Uploaded by

Copyright:

Available Formats

You might also like

MBO Principles: Management by Objectives

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

MBO Principles: Management by Objectives

Uploaded by

Copyright:

Available Formats

Management by Objectives

MBO is a system in which specific performance objectives are jointly determined by

Cascading of organizational goals and objectives

Specific objectives for each member

Participative decision making

Explicit time period

Performance evaluation and feedback

This page has been designed by Shikha Sharma

Send your comments and suggestions to: choo@fis.utoronto.ca

http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/plan4.htm [2/4/2002 7:27:52 PM]

Planning is the management of the organization's future in an uncertain

Plans may be long-term or short-term, directional or specific.

Contingency factors in planning:

http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/plan1.htm (1 of 2) [04.12.2002 12:27:50]

Myths about Planning

Planning that proves inaccurate is a waste of management's time.

This page has been designed by Shikha Sharma

Send your comments and suggestions to: choo@fis.utoronto.ca

http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/plan1.htm (2 of 2) [04.12.2002 12:27:50]

Objectives should be specific, attainable, yet challenging.

Is the objective appropriate for the library at this time?

http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/plan2.htm (1 of 2) [04.12.2002 12:28:40]

Is it ambitious enough to be challenging?

This page has been designed by Shikha Sharma

Send your comments and suggestions to: choo@fis.utoronto.ca

http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/plan2.htm (2 of 2) [04.12.2002 12:28:40]

The strategic planning process is continuous:

Identify current mission, goals, values ------->

Environmental scanning and forecasting

http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/plan3.htm (1 of 2) [04.12.2002 12:29:22]

Standards and guidelines

This page has been designed by Shikha Sharma

Send your comments and suggestions to: choo@fis.utoronto.ca

http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/plan3.htm (2 of 2) [04.12.2002 12:29:22]

LIS 1230 Management of Information Organizations

1. Historical Development of Management Thought

This page has been designed by Shikha Sharma

Send your comments and suggestions to: choo@fis.utoronto.ca

http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/1230.htm [04.12.2002 12:31:35]

Frederic Taylor's 4 principles of management:

Develop a science for each element of an individual's work

Scientifically select, train and develop the worker

Heartily cooperate with the workers

Divide work & responsibility equally between managers & workers

Improve production efficiency through work studies, tools, economic incentives

(Taylor 1911. Principles of Scientific Management)

This page has been designed by Shikha Sharma

Send your comments and suggestions to: choo@fis.utoronto.ca

http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/history1.htm [04.12.2002 12:31:57]

(Gulick & Urwick 1937. Papers on the Science of Administration)

Interpersonal rolesFigurehead, Leader, Liaison

(Mintzberg 1973. The Nature of Managerial Work)

http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/history4.htm (1 of 2) [04.12.2002 12:32:22]

This page has been designed by Shikha Sharma

Send your comments and suggestions to: choo@fis.utoronto.ca

http://choo.fis.utoronto.ca/FIS/Courses/LIS1230/LIS1230sharma/history4.htm (2 of 2) [04.12.2002 12:32:22]

Henri Fayol identified 14 principles of management - universal truths that can

All managers perform 5 functions: