Management Theory

*Management Theory of Robert House How to Keep Others From Ripping Off Your Ideas "No matter how great the technology or how big the market for it, there is no guarantee that the value from a new technology will go to the innovator," notes Wharton management professor Sidney G. Winter in a chapter from the recent book, Wharton on Managing Emerging Technologies. Winter, whose research areas include technological change and competitive advantage, looks at methods by which innovators can realize the gains from their innovation. The topic is especially relevant in such areas as gene therapy, information technology, intelligent sensors, digital imaging and superconductivity, where the benefits of a particular idea or advance frequently dont accrue to the innovator. As Winter points out, "many of the gains may go to rivals who have either imitated the innovation or reached similar results on their own. The value could also be captured by buyers or suppliers of other resources involved in the processes of production and use." Wharton on Managing Emerging Technologies, edited by marketing professor George S. Day, a founder of Whartons Emerging Technologies Managing Research Program, and Paul J. H. Schoemaker, research director of the program, brings together insights from members of both academia and the business community. The book covers a range of issues related to the successful management of emerging technologies. In a chapter called "Appropriating the Gains from Innovation," Winter looks at four strategies used by the creators of innovation to ensure that they reap at least some of the financial rewards from their technological advances. The strategies include patents and related legal protection, secrecy, control of complementary assets and lead time. *Management Theory of Max DePree Max DePree and leadership is an art Max DePree began his career working in his father's furniture store, rising to CEO, where he brought the company to the level of one of the most profitable Fortune 500 companies. Depree's leadership theory is based on his CEO experience and all his experience with employees. One of his most famous quotes is: "The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant." The management theory of Max DePree is based on the idea that leadership is an art. His theory questions some of the basic ideas about leadership, such as whether leadership has a future. His company thrived on diversity, and a belief that quality work can be done with openness, ideas, joy, healing and dignity. 1. Leaders give workers the strategy and the vision of the organization. 2. Leaders need to remove obstacles and get out of the way for workers to perform their jobs.

3. Depree's management theory is basically humanitarian, focusing on employee needs financially and emotionally, and giving incentives to employees such as stock options in the company. Action Steps The best contacts and resources to help you get it done Consider the management theory of Max DePree and how it led to such a huge success It is common practice in management theories to emphasize the importance of 'the people,' but as noted by several industry experts, no other company has an HR expert on its board of directors. 'Leadership Is an Art' by Max DePree won rave reviews from Peter Drucker and Sam Walton, to name two business giants. I recommend: Herman Miller is the furniture company that Max DePree made into a Fortune 500 company using his theory of leadership. The company website is an eye-opening look at the kind of quality product, profitability and employee satisfaction his theory brought to fruition. The Max DePree Leadership Center focuses on the integration of "hard" and "soft" business needs to create a quality product and profitable organization that employs successful and happy workers. Use Depree's leadership theory to inspire you DePree's leadership theory has influenced pastors as well as respected business people. Let the Max DePree leadership theory inspire your management growth. I recommend: In his book Leadership Jazz, DePree shares surprising ideas about the similarities between making music and manging creative people. American National Business Hall of Fame has a long, informative article on DePree's career. It discusses the Scanlon Plan, which was vital to the company's success during the Depression. Innovate your work force with the spirit of Max DePree Even using a few of Max DePree's management ideas could invigorate the climate of your company. Using a consultant or attending a seminar or program can bring new life to old ways of doing things. I recommend: Core Coaching is a management consulting firm that coaches the principles of the Max DePree leadership theory. The Disney Institute has training and management programs that operate along Max DePree management theories, including the hiring and keeping of creative people. Tips & Tactics Helpful advice for making the most of this Guide It shouldn't be forgotten that Max DePree organizational theories contain pragmatic, solid business sense, too. In the growth of Herman Miller, Max DePree and his father and brother made very smart hires that look unconventional on the surface. Their hiring decisions always emphasized quality and smart marketing.

*Management Theory of Robert Greenleaf Theory of Servant-Leadership

*Modern Theories of Management

As the twentieth century approached, a new industrial society arose. Theres no exact date for the appearance of this new society. It was brought about by the mechanical genius of such men as Richard Arkwright, Eli Whitney, and Thomas Newcomb, who initiated technical ideas in the 18th century that triggered the expansion of heavy industry in the 19th and 20th centuries. Coal and the steam engine, and (later on) electricity and the internalcombustion engine were the basis for this new industrial society. The formal use of managers in business first appeared about 1830. Canal corporations, such as the Delaware, Hudson, and Lehigh, were expanding westward; hundreds of new employees were hired. Managers had to be employed since the new hires were working hundreds of miles from company headquarters. The idea of using managers as foremen and supervisors worked so well for the transportation companies that by the 1840s these companies employed managers at progressively higher levels. Such titles as vice-president, general manager, general freight agent, and general passenger agent were added. Meanwhile, enterprises owned by such families as the Mellons, DuPonts, McCormicks, and Rockefellers were expanding. They also required the services of managers to carry out the responsibilities of their growing corporations. Until the 20th century, management, in one form or another, was practiced but not thought about. One historian suggests that this lack of thought or writing throughout the Industrial Revolution reflects the lack of recognition of management as a technology or learnable set of skills. There are three reasons for this: 1. It was difficult to isolate the actual managerial function and distinguish it from the technical and the financial function. Entrepreneurs performed a mixture of financial, technical, and managerial duties. Financial and technical considerations were considered the important functions. No one gave much thought to the problems of fitting together all of the other business functions, which is a major part of management today. 2. An organizations performance was thought to be a direct result of the personality traits of its founder/leader. This period in time we dominated by a group of dynamic founder managers. It was assumed that their personal qualities, rather than their managerial skills, were responsible for their organizations success. 3. Workers werent regarded as a resource little, if any, thought was given to the idea of adapting the work to the worker. The prevalent idea was to transform the worker into an obedient servant of the organization. Despite these conditions, a body of literature began to take shape early in the 20th century. This literature originally emphasized tasks, then people, until finally it focused upon management principles.

*Management Theory of John Kotter Maintain a sense of urgency to maximize Kotter's theory Making the most of management theory of John Kotter requires creating a sense of urgency and reducing complacency. Its crucial to put change in motion, after establishing a planned strategy to shift the direction of the organization. Change management theory affirms, without a sense of urgency the business as usual attitude can set in and impede the progress of change. A sense of urgency initiates the motive for change and if applied at each stage of Kotters eight-step process, keeps the momentum towards change in action. As John Kotter theory of transformational change notes, buying into change must include forward thinking. Change is an integral part of business operations to sustain profitability. If the momentum of the Kotter management model stalls at any stage, a sense of urgency can jump-start the process again. Kotter change management teaches that credible and competent leadership is able to convince the staff that change is valuable, practical and necessary. 1. Make the case for a new direction using Kotter change management. 2. Use Kotter management theory to train workplace management teams the method to initiate change. 3. Implement Kotter's theory to reduce complacency in leaders and managers. Action Steps The best contacts and resources to help you get it done Create a sense of urgency at every stage of Kotter's eight-step change management model Schedule John Kotter to speak at your next conference to inspire leaders about the need to see changes as a crucial aspect of conducting business. Review each step of the management theory of John Kotter. It's vital to use a variety of methods to instill a sense of urgency and dispel complacency. I recommend: Arrange to have John Kotter speak at a company gathering through Speaker.com. MindTools.com provides a step-by-step review of each stage of Kotter's theory. Knowledge at W.P. Carey offers insightful methods to create urgency and other articles to maximize change management. Explore training methods based on Kotter's theory of change John Kotter Change Management provides practical ways to address transformational change in the workplace. Teach the managers and leaders in your organization a new approach to address the need for change and expose the myth about how organizational change really occurs in the workplace. I recommend: At John Kotter.com, view short video clip presentations on key topics about Kotter's theory. Also find the latest in resource materials, new ideas, speaking schedule and books. Kotter Associates is the official training site which offers a free interactive pre-work demonstration and free access to web seminars on change management.

View Kotter change theory in action There are a number ways to implement Kotter's theory. It's important to know that theory can produce practical results. Many companies share information about the benefits of using information from John Kotter articles to redirect the way to approach business and change. I recommend: Michael S. Hyatt's website gives insightful application of creating a sense of urgency using Kotter's change theory at his publishing company. Northwest Center for Public Health Practice applies John Kotter's theory in the health industry. Tips & Tactics Helpful advice for making the most of this Guide Kotter's theory of change requires management teams to shift away from thinking of their work in terms of a task force or committee and produce changes working as a cohesive team.

Project in T.L.E Management Theory

Juan Miguel C. Ocampo lV- 15 Mrs. Javier