Management Theories & Practices - Past, Current & Future

Final Paper

Management Theories & Practices - Past, Current & Future

Introduction

The action mind-set describes the association between managers and subordinates to ensure the achievement of goals (Gosling and Mintzberg, 2003). The mind-set focuses in the role of the manager as the sole responsible of ensuring that employees work tenuously to attain those goals (Gosling and Mintzberg, 2003). However, Gosling and Mintzberg (2003) also state that managers must accomplish those goals without oppression and recommends the use of engaging management as a tool to unite and persuade employees. This paper discusses the relationship of this mind-set to different topics discussed throughout this course.

Unit 1

The action mind-set seeks to mobilize the efforts of everyone to correct what needs to be changed, while what works keeping intact (Gosling & Mintzberg, 2003). The mind-set doesn’t seek to enforce others into action by the use of dictatorial practices; instead it achieves its purpose through the use of encouragement, assessment of the team’s capabilities, and the needs of the organization (Gosling & Mintzberg, 2003).

Fayol (2005) talks about the use of division of labor or specialization duties to increase productivity. However, he establishes a clear separation between the employees and the managers. Fayol (2005) is a strong supporter of the chain of command and his managerial practices lean towards a controlling or micro-managing style. While Fayol (2005) seeks to emphasize the hierarchical levels of the organization and establishes a division based on the power, the action mind-set attempts to place everything together by building awareness of the terrain, the capabilities of the employees, and the development of relationships (Gosling & Mintzberg, 2003). This believes are opposite to the concepts framing the action mind-set and makes it impossible of it to be valuable under such premises.

Taylor (2005) on the other hand places...