Managing by Values

Table of Contents

Introduction 2

Summation of Article 2

Review of Case 3

Linking 4

Solutions 4

Conclusion 5

References 6

Introduction

This recount will focus on the article on managing by values, summarising it, and integrating it with the review of the case study. Lastly, provide solutions for Allworld.

Summation of Article

The author brings forth three management systems; management by instructions (MBI), management by objectives (MBO) and management by values (MBV).

Based on taller hierarchical structures, MBI and MBO are considered old models, giving poor results. The competitiveness of today’s market suggests that MBV is a better tool from its relevance in practical development. MBV manages by understanding and applying knowledge of behavioural sciences. With three purposes of absorbing organisation complexity, focusing vision for future and developing employee’s commitment to increase performance, MBV voices out information flow and creates values in daily activities.

There are four factors affecting why management should adapt. Firstly, with demand for increase in quality work and client satisfaction, MBV allows clients to be pleased with charges and value of purchase. Secondly, with an increase of demanding clients, employees must be autonomous and flexible to draw out their competencies. Thirdly, need for superiors to facilitate autonomous workforces to ensure right things happen (Bass 1996). Lastly, flatter structure to nurture efficient staffs (Dolan et al. 2000).

MBV can absorb organisation complexity, redesign corporate culture and guide strategic change by using four components. First, distinguish conflicts between perceived culture and actual culture to reach a common ground on daily work (Schein 1992). Next, use long term goals to shape the organisation and implement clear plans to regulate behaviour of employees (Dolan et al. 2000). Third, execute change management by redistributing resources to reinforce strengths and improve...