Daniel Schenk Maastricht University 10th October 2015
Management an Introduction
Chapter 2 – Models of Management
Why study models of management?
A model or theory represents complex phenomenon by identifying main elements and
relationships. Managers act in accordance with their model of the task. Models help to identify
the variables in a situation and their relationship to confidently and save time and effort.
Pfeffer and Sutton
Why managers ignore evidence:
Trust personal experience more than research
Prefer methods which worked previously
Susceptible to vigorous consultants
Rely on dogma and myth
Copy practices that have worked well for famous companies
Alan Fox
Manager’s frame of reference:
Unitary perspective believe that organisations develop rational ways of achieving
common interests
Pluralist perspective believe that the division of labour leads to groups with different
interests
Radical perspective believe that horizontal and vertical division unequal the social
relations within capitalist society.
Gareth Morgan
Image of organisation uses metaphors to represent an organisation.
Machines – Mechanical thinking and bureaucracies
Organisms – Recognising how the environment affects health
Brains – Information processing, learning perspective
Cultures – Focus on beliefs and values
Political systems – View on conflicts and power
Psychic prisons – People become trapped by habitual thinking
Flux and transformation – Focus on change and renewal
Instruments of domination – Over members, nations and environments
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