Managers in the deliberation theory are members of the group that are responsible for decision making and motivating group members accordaning to the decided direction. In order to achieve their goals they have to be good at decision making and in their ability to motivate and supervise other members to advance along the lines of decisions made by the managers.
Managers will be evaluated by higher mangers for their ability to promte their intrests, and to play politics in a way that will cause things to happen. Mangers do this by knoweing people and engaing them in a way that motivate them to do what the managers want.
Contents
Efficient management
- Social aspects – turning on the hive switch
- Making the movement visible, massive and rewarding. Make the improvement visible.
- Make the change go along the values of the group and it's stake holders.
- Creating social capital.
- Giving daily rest, weekly rest and monthly rest: create social capital on these rests.
- diminshing negative organizational politics.
- ROI
- Making people go along with a clear plan, and clear vision, and effective course of action, which seems to be optimal for group members. make every effort cost effective and socially rewarding.
- Optimizing human resources
- division of responsibilities, according to merits.
- Clear reward system, acourding to the values and needs of the organization.
- efficient collaborative decision making systems:
- For each unit (a team, a department, a division, the whole organization, stakeholders).
- Intervals and special occasions (daily, weekly, monthly quarter etc..).
- Solving disputes.
Difficulties in Management
Managers are evaluated by other members of the group, and especialy by higher ranck managers, to their ability to "make things happen". Because managers are promoted by their precived ability they may tend to show-off their abilities in extravagnat ways. In some ways, managers how show-off, tend to be in some level of narcissism. It was found by some research (that I couldn't find) that overconfident are more likely to get hired then less confident managers, and this causes the bias toward overconfident managers.Narcissits are percived as attractive and leaders at first sight[1]. It was shown that narcissists tend to become leaders and are perceived as leaders, by other members of the group[2].Narcissists are overconfident and less empathic then ordinary people. exhibitionist narcissists seeks perfect admiration all the time from others, to build their concealed inconfidence.
Narcissism seem to be caused by threatened egotism, which depicts aggression as a means of defending a highly favorable view of self against someone who seeks to undermine or discredit that view[3]. Although the research on narcissism seems to be lacking, from my experience, narcissism seems to be caused by high level of euphoria which are caused by overdose of dopamine, and from low self-esteem, which need to be guarded. This may be the reason that most of the managers I met with were most sensitive to criticism.
To overcome the lack of real abilities, caused by over-confidence, managers will use organizational politics. They will try to look important, and very-busy.Thy will blame other of lack of good work, They will use exclusive knowledge, as an advantage to manipulate the system to their needs, while preventing from non-colation mambers this knowledge. They will use this knowledge as a resource in exchange to other benefits. They will connect to the higher rancks managment, and they will show that they have good connections to higher powers in the organization[4].
I suspect that Managers in big organizations will be more of the A type (also called alpha dominance or doers). The Type A managers will be goal orinted and there fore will stress the system.They will consult less with their workers.
Difficulties in management will arise when the managers are not well adjusted making decisions or motivating their workers and other managers in the organization. When a manager takes decisions which are perceived by other members as bad decisions, her legitimacy will decline. When she is unable to motivate workers and managers, her status might be challenged. In order to compensate on inability to make appropriate decisions and motivating other members, often managers tend to use force. They might talk in a threatening voice, and may imply that they may fire whom who do not obay. They will try to gain power and make others comply to their will, because they hold resources or power that is important to others. For instance a manager that may have decision power on who will go to a vacation or not, will use this power to achieve the compliance of other members who need or want to go to a vacation.
Managers, who have the lack of ability to motivate others, may be very stressed and react accordingly.
Organization with ill adjust managers will take bad decisions and will very stressful and inconvenient place to work in. It's overall ROI may be lower relative to a group with better suited managers.
Control freaks
Some managers are freak control. I suggest that their FFFF is very active. They understand any criticizem as threat. They understand that sombody is not acting as they wnat he is threatening their success, so they atack him. I suggest that most of the control freaks, have truble to engaging other people, so they use power or manipulation to control other. Very nice example are the couple in Kitchen Nightmares - Amy's Baking Company
creating better communication
To give the workers the silence to create as they want, managers use to handle politics in the background, without the workers attention. But this habit has flows. To be able to decide, workers need to understand the decision making system in the group. So they gossip to understand. And because gossip is also used for collations struggle, the information in the gossip-network tends to skew for slanders. This causes the organization to be perceived as having bad politics.
To solve it, I suggest that a better communication between the partners should be developed. Better understanding of how people can cooperate. This should be a quest for better communication within organization.
Read also
References
- ↑ Back, Mitja D., Stefan C. Schmukle, and Boris Egloff. "Why are narcissists so charming at first sight? Decoding the narcissism–popularity link at zero acquaintance." Journal of personality and social psychology 98.1 (2010): 132.
- ↑ Brunell, Amy B., et al. "Leader emergence: The case of the narcissistic leader." Personality and Social Psychology Bulletin 34.12 (2008): 1663-1676.
- ↑ Baumeister, Roy F., Brad J. Bushman, and W. Keith Campbell. "Self-Esteem, Narcissism, and Aggression Does Violence Result From Low Self-Esteem or From Threatened Egotism?." Current directions in psychological science 9.1 (2000): 26-29.
- ↑ Allen, Robert W., et al. "Organizational politics." California Management Review 22.1 (1979): 77-83.