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  • Charles Handy MGMT 426

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    Sajad Ahmad
    109 vizualizări6 pagini
    Charles Handy was an influential management thinker who wrote extensively about organizational culture and the changing nature of work. He identified four main types of organizational culture - power, role, task, and individual - which are metaphorically associated with Greek gods. Handy also advocated for flexible, networked organizational structures like the "shamrock" and "donut" models to better adapt to changing business needs. Throughout his work, he emphasized the importance of empowering individuals, managing through persuasion rather than rigid hierarchy, and maintaining a balance between the various cultural types within organizations.

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    Charles Handy was an influential management thinker who wrote extensively about organizational culture and the changing nature of work. He identified four main types of organizational culture - power, role, task, and individual - which are metaphorically associated with Greek gods. Handy also advocated for flexible, networked organizational structures like the "shamrock" and "donut" models to better adapt to changing business needs. Throughout his work, he emphasized the importance of empowering individuals, managing through persuasion rather than rigid hierarchy, and maintaining a balance between the various cultural types within organizations.

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    Attribution Non-Commercial (BY-NC)
    Descărcați ca PDF, TXT sau citiți online pe Scribd
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    109 vizualizări6 pagini

    Charles Handy MGMT 426

    Încărcat de

    Sajad Ahmad
    Charles Handy was an influential management thinker who wrote extensively about organizational culture and the changing nature of work. He identified four main types of organizational culture - power, role, task, and individual - which are metaphorically associated with Greek gods. Handy also advocated for flexible, networked organizational structures like the "shamrock" and "donut" models to better adapt to changing business needs. Throughout his work, he emphasized the importance of empowering individuals, managing through persuasion rather than rigid hierarchy, and maintaining a balance between the various cultural types within organizations.

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    Descărcați ca PDF, TXT sau citiți online pe Scribd
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    din 6

    Charles Handy

    MGMT 426

    Charles Handy

    MGMT 426

    The Meaning of Work

    Charles Handy

    First book: Understanding Organizations


    Published 1976 Followed six years of teaching at the London Business School Sought to discover laws governing behavior and organizations that would be as sure and immutable as the laws of physical sciences. Found seven main schools of organizational thought incomplete

    Charles Handy

    Looking at Motivation
    Role problems such as ambiguity and conict lead to low morale and poor communication Remedies for role stress:
    Compartmentalize work/family roles Prepare for role transition Encourage a second career Clarify role expectations

    Craig P. Dunn, PhD

    Charles Handy

    MGMT 426

    Charles Handy

    The Leading Role


    Skeptical about how participative management could succeed through persuasion and internalization Problems with management groups:
    Taskinappropriate Constraintsareimpossible Groupisbadlyled Inecientprocedures Wrongpeople Toomanypeople Tooli7lepower Infrequentmee>ngs

    Charles Handy: Gods of Management

    Four types of organizational culture:


    The power culture (Zeusfather of the gods)
    Revolves around one dominant person
    Father-gure from whom all authority ows

    The role culture (Apollogod of reason)


    Characteristic of bureaucracy
    Works through use of logic and rationality

    Charles Handy: Gods of Management

    Four types of organizational culture:


    The task culture (Athenagod of wisdom)
    Metaphor of a net
    People brought together to perform specic tasks

    The individual culture (Dionysius)


    Introduces the element of disorganization within an organization

    Craig P. Dunn, PhD

    Charles Handy

    MGMT 426

    Charles Handy: Gods of Management

    Advice for escaping Apollonian structure:


    Organize your business to t real-life circumstances, not some ideal model Many organizational problems stem from role diculty Set the proper culture Rely on task-force members, making room for individuals Opportunity for alternative work structures

    Charles Handy: Gods of Management

    Apollo methods are good for:


    Steady-state task, about 80% of all work

    Athena methods are good for:


    Develop solutions to situations or problems

    Asterisk methods are good for:


    Rulebook oers no solutions
    Instinct and speed rather than logic or problemsolving are required

    Charles Handy: Gods of Management

    Once a business reaches a certain size, its founder (Zeus) brings in its professional managers (Apollonians) and introduces Athenians to develop the business
    The wrong mix can breed ineciency

    Craig P. Dunn, PhD

    Charles Handy

    MGMT 426

    Charles Handy: Gods of Management

    Organizational Hijack
    Dichotomy between organizational logic and individuals feelings
    Unit withholds labor or talent

    Charles Handy: Gods of Management

    Lessons:
    Adopt academic work-style
    Command operates by consent

    Prepare for exceptions and emergencies Combine four basic types of culture Continuously review the organization Give individuals rights and independence Keep organizational design exible and loose Spread ownership as widely as possible

    Charles Handy: The Age of Unreason

    The structure of the shamrock


    Professional core of qualied professionals, technicians and managers
    Most valuable in an organization

    People outside the organization who work as subcontractors


    Non-essential

    Flexible labor force of part-time workers and temporary workers


    Fastest growing

    Craig P. Dunn, PhD

    Charles Handy

    MGMT 426

    Charles Handy: The Age of Unreason

    Lessons:
    Contract out everything which can be done better or cheaper by others Exercise control through specifying results Ensure consensual decisions are made Make vision dierent, and live it Flatter organizational structures Employ skilled and thinking people Manage by persuasion and consent

    Charles Handy: The Empty Raincoat

    Nine paradoxes
    Work: specialization has resulted in too high a price being paid for work Time: reductions in workforce coupled with people agreeing to work longer Individual: greater individualism yet organizations which stie individualism Justice: capitalism seems to foster injustice

    Charles Handy: The Empty Raincoat

    The Portfolio Career


    Individuals benet from a variety of challenges within the organization Alternative to rigid stratication of the organization that boxes people in within their specied job descriptions

    The Donut Organization

    Craig P. Dunn, PhD

    Charles Handy

    MGMT 426

    Charles Handy

    MGMT 426

    The Meaning of Work

    Craig P. Dunn, PhD

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