Over the years, theories of how to manage a venture have been developed that range from measuring everything to focusing on human relations. Some, like Quality Circles, have had a long life while others, like T-groups, have disappeared quickly. Management gurus Edward de Bono and Robert Heller advise that "sound management theories can be the foundation of a successful business," but caution that "if you are looking for ready-made theories that will turn a failing business into a successful one, then you will find the answer will remain elusive and your quest will end in disappointment."
What Doesn't Work:
Management styles influence leadership styles and I would hope that this real-life account, which identifies with Douglas McGregor's 1960s view that some managers believe "employees inherently dislike work, prefer laziness, avoid responsibility, and must be coerced into working hard," is rare; but we know better, don't we.
I entered into the following conversation at a local business I worked for after retiring from teaching. It illustrates how employees react to management that devalues people. It began when I walked into the shop and encountered a group that included Roy- a profit unit manager- and four employees we'll call Shirley, Sammy, Concilia and Rags. They were standing by one of the service bays, talking. Curious, I walked over to join them.
