30+mba-第35部分

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enough　market　to　allow　the　business　to　grow　and　realize　its　potential。　You　
can　always　add　a　bit　on　later。　
In　summary；　the　mission　statement　should　explain：　
。　what　business　you　are　in　and　your　purpose；　
。　what　you　want　to　achieve　over　the　next　one　to　three　years；　ie　your　
strategic　goal；　
。　how；　ie　your　ethics；　values　and　standards。　
Above　all；　mission　statements　must　be　realistic；　achievable　–　and　brief。　
Objectives　
The　milestones　on　the　way　to　realizing　the　vision　and　mission　are　measured　
by　the　achievement　of　business　objectives。　These　objectives　‘cascade’　
through　the　organization　from　the　top；　where　they　are　measures　of　profit；　
through　to　measures　such　as　output；　quality；　reject　rates；　absenteeism　and　
so　forth。
146　The　Thirty…Day　MBA　
Objective　se。。ing　is　a　primary　process　in　which　clear　performance　measures　
are　agreed　with　every　employee。　The　achievement　of　specific　objectives　is　
the　ultimate　measure　of　effective　leadership。　
MANAGEMENT　
Leadership　and　management　are　not　the　same　thing；　but　you　need　both。　A　
leader　challenges　the　status　quo；　while　a　manager　accepts　it　as　a　constraint。　
A　boss　usually　has　to　be　both　a　leader　and　a　manager。　Dozens　of　catchy　
titles　such　as　bo。。om…up；　top…down；　management　by　objectives　and　crisis　
management　have　been　used　to　describe　the　many　and　various　theories　as　
to　how　to　manage。　
Judy　Lever　and　Vivienne　Pringle　started　Blooming　Marvellous　over　20　
years　ago　when　they　were　both　pregnant。　After　searching　for　the　kind　
of　fashionable　clothes　they　used　to　wear　and　drawing　a　blank；　they　
guessed　they　had　found　a　gap　in　the　market。　They　stated　their　purpose　
and　goals　as　follows：　
Arising　out　of　our　experiences；　we　intend　to　design；　make　and　market　
a　range　of　clothes　for　mothers…to…be　that　will　make　them　feel　they　can　
still　be　fashionably　dressed。　We　aim　to　serve　a　niche　missed　out　by　
Mothercare；　Marks　&　Spencer；　etc；　and　so　bee　a　significant　force　
in　the　mail　order　fashion　for　the　mothers…to…be　market。　
We　are　aiming　for　a　5　per　cent　share　of　this　market　in　the　Southeast；　
and　a　25　per　cent　return　on　assets　employed　within　three　years　of　
starting　up。　We　believe　we　will　need　about　￡25；000　start…up　capital　to　
finance　stock；　a　mail　order　catalogue　and　an　advertising　campaign。　
They　kept　on　their　day　jobs　and　would　meet　after　work　every　day　
at　Judy’s　house　to　answer　enquiries；　send　out　leaflets　and　dispatch　
products　in　the　post　every　day。　They　outsourced　work　to　a　pattern　
cutter；　a　small　factory；　some　fabric　suppliers；　and　eventually　a　small　
distribution　centre。　After　a　year　or　so　of　modest　sales　they　felt　confident　
enough　to　set　up　their　first　business　premises　–　a　1；200　sq　ft　warehouse　
on　a　business　park　staffed　by　four　of　the　women　who　had　been　working　
in　their　distribution　centre。　
The　pany　now　employs　150　people；　has　14　shops　and　has　
extended　its　range　to　include　nursery　products；　toys；　themed　bedroom　
accessories　and　a　separate　brand　called　Mini　Marvellous　that　caters　
for　children　aged　2–8　years。　Over　a　third　of　sales　e　directly　via　their　
website　（bloomingmarvellous。uk）。
Organizational　Behaviour　147　
American　engineer　Frederick　Winslow　Taylor　（circa　1911）；　who　is　credited　
with　coining　the　phrase　‘time　is　money’；　was　one　of　the　pioneers　of　the　
search　for　the　‘one　best　way’　to　execute　such　basic　managerial　functions　
as　selection；　promotion；　pensation；　training　and　production。　Taylor　
was　followed　by　Henri　Fayol　（1919）；　a　successful　managing　director　of　a　
mining　French　pany；　who　developed　what　he　called　the　14　Principles　
of　Management；　recognizing　that　his　list　was　neither　exhaustive　nor　universally　
applicable。　He　also　set　out　what　he　saw　as　the　five　primary　functions　
of　a　manager。　Nearly　a　decade　later；　Luther　Gulick；　an　American；　
and　Lydnall　Urwick；　a　founder　of　the　British　management　consultancy　
profession；　expanded　Fayol’s　list　to　seven　executive　management　activities　
summarized　by　the　acronym　POSDCORB：　
。　Planning：　determine　objectives　in　advance　and　the　methods　to　achieve　
them。　
。　Organizing：　establish　a　structure　of　authority　for　all　work。　
。　Staffing：　recruit；　hire　and　train　workers；　maintain　favourable　working　
conditions。　
。　Directing：　make　decisions；　issue　orders　and　directives。　
。　Coordinating：　interrelate　all　sectors　of　the　organization。　
。　Reporting：　inform　hierarchy　through　reports；　records　and　inspections。　
。　Budgeting：　depend　on　fiscal　planning；　accounting　and　control。　
By　1973　Canadian　academic　Henry　Mintzberg；　now　professor　of　organizations　
at　INSEAD　in　France；　had　further　expanded　the　manager’s　tasks　
and　responsibilities　into　10　areas：　
1。　Figurehead：　performs　ceremonial　and　symbolic　duties　as　head　of　the　
organization。　
2。　Leader：　fosters　a　proper　work　atmosphere　and　motivates　and　develops　
subordinates。　
3。　Liaison：　develops　and　maintains　a　network　of　external　contacts　to　
gather　information。　
4。　Monitor：　gathers　internal　and　external　information　relevant　to　the　
organization。　
5。　Disseminator：　passes　factual　and　value…based　information　to　
subordinates。　
6。　Spokesperson：　municates　to　the　outside　world　on　performance　and　
policies。　
7。　Entrepreneur：　designs　and　initiates　change　in　the　organization。　
8。　Disturbance　handler：　deals　with　unexpected　events　and　operational　
breakdowns。　
9。　Resource　allocator：　controls　and　authorizes　the　use　of　organizational　
resources。　
10。　Negotiator：　intermediates　with　other　organizations　and　individuals。
148　The　Thirty…Day　MBA　
All　of　these　a。。empts　at　formulating　an　overarching　and　universal　approach　
to　arriving　at　a　single　best　definition　of　the　role　of　management　foundered　
on　the　limitations　of　the　information　flow　from　the　front　line　upwards。　
Two　management　theorists；　Tom　Peters　and　Nancy　Austin；　suggest　that　
managers　in　effective　panies　get　the　information　they　need　by　ge。。ing　
out　of　their　offices　and　talking　with　people　–　employees；　suppliers；　other　
managers；　and　customers。　They　coined　the　approach　as　‘management　by　
walking　around’；　or　‘MBWA’　（Peters　and　Austin；　1985）。　
Today；　the　view　of　the　role　of　a　manager　is　best　described　as　being　contingent　
on　the　internal　and　external　circumstances　they　find　themselves　
in。　Expanded　into　the　rather　grandiose　title　of　‘contingency　theory’；　its　
exponent　Fred　Fiedler；　a　business　and　management　psychologist　at　the　
University　of　Washington；　first　introduced　what　he　called　the　contingency　
modelling　of　leadership　in　1967。　
Management　styles　and　processes　
Despite　the　near…universal　acceptance　that　there　are　no　absolutes　in　management；　
the　search　for　a　tool　or　technique　for　helping　managers　understand　
and　improve　on　their　role　as　a　manager　goes　on。　These　are　some　of　
the　more　practical　of　those　a。。empts。　
The　Management　Grid　
Robert　R　Blake　and　Jane　Srygley　Mouton；　who　worked　together　at　the　
psychology　department　of　the　University　of　Texas　during　the　1950s　and　
1960s；　developed　the　‘Managerial　Grid’　as　a　framework　for　understanding　
managerial　styles。　Their　grid　（see　Figure　4。9）　had　two　dimensions；　concern　
for　task　and　concern　for　people；　with　management　styles　being　described　
by　their　position　on　the　grid：　
。　Country　Club　operates　on　the　belief　that　as　long　as　the　people　are　happy　
the　results　will　follow。　
。　Produce　or　Perish　states　that　we　are　only　here　to　deliver　results。　It’s　an　
authoritarian　style　that　subjugates　people　and　their　concerns　to　ge。。ing　
tasks　performed　at　all　costs。　This　is　very　much　a　Theory　X　（see　above）　
method　of　operating。　
。　Impoverished　Manager　is　equally　disinterested　in　both　output　and　
people。　
。　Team　Manager　has　a　parallel　concern　for　people　and　results。　This　is　
considered　the　optimal　role。　
。　Middle　of　the　Road　is　an　a。。empt　to　balance　the　concern　for　output　
with　a　parallel　concern　for　people。　In　promising；　neither　of　the　
peting　needs　is　met　satisfactorily。　This　style　can　also　occur　when　
a　manager　alternates　between　pu。。ing　people　first　at　one　stage　then　if　
Organizational　Behaviour　149　
results　aren’t　ing　through　swinging　the　other　way：　this　is　known　as　
the　Pendulum　approach　to　management。　
Your　position　on　the　grid　is　arrived　at　by　answering　a　ba。。ery　of　questions　
that　can　be　obtained　from　Chartwell　Learning　and　Development　（　
chartwell…learn。uk/teleometrics_instrument/management_leadership_　
style）。　Alternatively；　download　a　questionnaire　from　（leadership…andmotivation…
training/support…files/blake…mouton…questionnaire。pdf）。　
Management　by　objectives　
Peter　Drucker　first　described　this　system　in　his　book；　The　Practice　of　Management　
（1954）。　Drucker’s　proposition　was　that　managers　should　sidestep　
what　he　called　the　‘activity　trap’　where　managers　got　involved　in　the　minutiae　
of　day…to…day　activities　and　set　them　SMART　objectives：　
。　Specific　–　relate　to　specific　tasks　and　activities；　not　general　statements　
about　improvements。　
。　Measurable　–　it　should　be　possible　to　assess　whether　or　not　they　have　
been　achieved。　
Figure　4。9　The　management　grid
Concern　for　task　
Concern　for　people　
or　Pendulum　
（1。9）　
Country　Club　
（1。1）　
Impoverished　
（9。1）　
Produce　or　Perish　
（9。9）　
Team　
（5。5）　
Middle…of…the…road　
High　
Low　High
150　The　Thirty…Day　MBA　
。　A。。ainable　–　it　should　be　possible　for　the　employee　to　achieve　the　
desired　oute。　
。　Realistic　–　within　the　employee’s　current　or　planned…for　capability。　
。　Timed　–　to　be　achieved　by　a　specific　date。　
Objectives；　Drucker　claimed；　should　cascade　throughout　the　organization；　
interlocking　so　that　the　overall　business　objectives　would　be　achieved。　
Value…based　management　
The　value…based　management　（VBM）　model　is　the　management　approach　
that　goes　a　stage　beyond　objectives　and　introduces　the　idea　that　organizations　
are　run　consistently　for　long…term　shareholder　value。　That　doesn’t　mean　
ignoring　other　stakeholder　groups。　The　three　guiding　principles　of　VBM　
are：　
。　Creating　value：　actively　seeking　ways　to　increase　or　generate　maximum　
long…　term　value。　
。　Managing　for　value：　colleagues；　customers；　munity　and　shareholders。　
。　Measuring　value：　validating　that　long…term　real　value　has　been　created　
by　using　appropriate　financial　techniques　such　as　discounted　cash　flo