Resources an organization’s effective leader ensures alignment between leadership theories and their real-world applications for behavior and change. Media Gallery Develop an original response answering these questions:
What are the main differences between administrative theory and scientific management theory?
How do these two theories influence the overall operation and level of success within an organization?
How can a leader apply these theories incorrectly and become a toxic leader?
What specific experiences have you had related to toxic leaders? (Please do not divulge any identifying information for individuals.) How will your experiences shape how you lead others in the future?
Module 1 Discussion: Administrative Management and Scientific Management Theory
Difference between Administrative management and scientific management theory:
Administrative management theory considers behavioral and human determinants of the organization, whereas scientific management theory considers human efficiency. Furthermore, Scientific theory focuses on the time of study of workers and work-study, whereas administrative theory focuses on activities like controlling and planning. These are the significant differences between Administrative management and scientific management theory.
Influence of these theories in overall operation and level of success within an organization:
In the case of scientific management theory Fredric Winslow Taylor who developed this theory argued that everybody should be assigned to a specific job based on their skill set, and the tasks should be completed as efficiently as possible. After the job is done, it must be evaluated based on the quality and quantity of the work.
On the other hand, in the case of the Administrative management theory Henry Fayol who developed the theory, emphasizes a clear division of labour, and each employee has only one manager to report directly. This method will lead to a healthy manager-employee relationship, and everyone in an organization should be aligned with organizational goals. According to Fayol, the organizational structure is essential for the productivity and success of an organization. Thus, these two theories significantly influence an organization’s overall operation and success.
Incorrect application of these theories to become a toxic leader:
Toxic leaders continuously use debilitated behaviors to intimidate, deceive, or unfairly punish their subordinates for getting what they want for their gain. Toxic leaders can also be toxic to team members and or colleagues. In the case of Administrative management theory, it is recommended that each employee should report to only one manager. Still, if the manager misuses this opportunity, they can intimidate or unfairly punish the employees for achieving personal goals instead of organizational goals. Similarly, in the case of scientific management theory, assigning tasks to employees based on their skills and abilities is recommended. Still, if the manager wants to misuse this method, the employees can be assigned tasks that do not suit their skills and expertise. Thus these theories can be misused by toxic managers.
Experience related to toxic leaders:
My experience with toxic leaders is that they do not listen to employee feedback, which demotivates them, and arrogant behavior toward subordinates is not healthy for an organization. Another major trait of toxic leaders is that they discriminate between employees and focus on self-interests instead of organizational goals.
This bitter experience will guide me to lead others properly in the future. I will focus on being polite as much as possible with the employees, listening to their feedback carefully, and making necessary changes. The employees will be specifically assigned tasks based on their expertise. I will also focus on organizational goals instead of personal interests and motivate others to do so.
Reference list:
Kerns, C. D. (2020). Managing Organizational Culture: A Practice-Oriented Framework. International Leadership Journal, 12(1).
Ordaz, K., Tan, K., Skett, S., & Herremans, I. M. (2021). Developing leadership qualities in environmental sustainability through university co-curricular activities. International Journal of Sustainability in Higher Education.
Casey, T., Turner, N., Hu, X., & Bancroft, K. (2021). Making safety training stickier: A richer model of safety training engagement and transfer. Journal of safety research, 78, 303-313.
Maak, T., Pless, N. M., & Wohlgezogen, F. (2021). The fault lines of leadership: Lessons from the global Covid-19 crisis. Journal of Change Management, 21(1), 66-86.
