“The models of management which individuals and organizations use come from a variety of sources. Sometimes the model comes from a theory. The theory may emerge from someone's thoughts about the desired characteristics of a manager, or about the characteristics of competent managers. Sometimes the model comes from a panel. A group of people, possibly in the job or at levels above the job within the organization, generates a model through discussion of what is needed to perform a management job competently.”

—  Richard Boyatzis

Source: Competent manager (1982), p. 7.

Adopted from Wikiquote. Last update June 3, 2021. History

Help us to complete the source, original and additional information

Do you have more details about the quote "The models of management which individuals and organizations use come from a variety of sources. Sometimes the model co…" by Richard Boyatzis?
Richard Boyatzis photo
Richard Boyatzis22
American business theorist 1946

Related quotes

“Models of management sometimes come from task and function analyses of management jobs. Someone studies what managers do, or what duties and responsibilities they are expected to perform, and then develops a model or image of what competent management is (Mintzberg, 1973). Typically, task and function analyses result in detailed descriptions of what activities must be performed in the job. Often these are not arrayed in any order of importance or relevance to the particular job or to the desired output from someone performing the job. Such models have been tested, in that systematic research is conducted to determine if the dentified activities are part of the job. Unfortunately, models based on task or function analysis focus on the job and do not address the person in the job. In doing so, the models include many specific and detailed descriptions of activities, but no mention is made of the characteristics that enable or increase the likelihood of a person performing those activities. These models do not establish a casual link between characteristics of people and performance in a job.”

Richard Boyatzis (1946) American business theorist

Source: Competent manager (1982), p. 7-8.

“The Competent Manager: A Model for Effective Performance offers an empirical, total system approach that determines which characteristics of managers enable them to be effective in various management jobs.”

Richard Boyatzis (1946) American business theorist

Introduction text.
Competent manager (1982)

“The second model is the functionalist model of mind. The organism through acquired S-R responses or through operations on the environmental manages to stay alive and adjust itself to the environment. The Thorndykian and Skinnerian approaches to learning and the adaptive model of the psychoanalytical theory come under this heading.”

Thaddus E. Weckowicz (1919–2000) Canadian psychologist

Source: Models of Mental Illness (1984), p. 102

“The result of a job element analysis is a weighted list of characteristics that managers perceive as important in distinguishing superior from average performers, and those characteristics required by anyone in the job.”

Richard Boyatzis (1946) American business theorist

Source: Competent manager (1982), p. 41.

“The Management Process School : This approach to management theory perceives management as a process of getting things done through and with people operating in organized groups. It aims to analyze the process, to establish a conceptual framework for it, to identify principles underlying it, and to build up a theory of management from them. It regards management as a universal process, regardless of the type that the environment of management differs widely between enterprises and levels. It looks upon management theory as a way of organizing experience so that practice can be improved through research, empirical testing of principles, and teaching of fundamentals involved in the management process.”

Harold Koontz (1909–1984)

Source: "The Management Theory Jungle," 1961, p. 175-6

Lynda Gratton photo

“Two of the most widely adopted models of human resource management are the hard and soft versions. These are based on opposing views of human nature and managerial control strategies. The hard model is based on notions of tight strategic control, and an economic model of man according to Theory X, while the soft model is based on control through commitment and Theory Y. We argue that because these assumptions are so divergent, they cannot both properly be incorporated within a single model of human resource management.”

Lynda Gratton (1953) Business theorist

Catherine Truss, Lynda Gratton, Veronica Hope-Hailey, Patrick McGovern and Philip Stiles (1997). "Soft and hard models of human resource management: a reappraisal." Journal of Management Studies, 34(1), 53-73.

“If these responsibilities were applied to the total organization, they might reflect the job description of the general manager. This analogy between project and general managers is one of the reasons why future general managers are asked to perform functions that are implied, rather than spelled out, in the job description.”

Harold Kerzner (1940) American engineer, management consultant

Source: Project management: a systems approach to planning, scheduling, and controlling (1979), p. 95-96 (1e ed. 1979) cited in: Howard G. Birnberg (1992) New directions in architectural and engineering practice. p. 192

“The Mathematical School; Although mathematical methods can be used by any school of management theory, and have been, I have chosen to group under a school those theorists who see management as a system of mathematical models and processes. Perhaps the most widely known group I arbitrarily so lump are the operations researchers or operations analysts, who have sometimes anointed themselves with the rather pretentious name of "management scientists." The abiding belief of this group is that, if management, or organization, or planning, or decision making is a logical process, it can be expressed in terms of mathematical symbols and relationships. The central approach of this school is the model, for it is through these devices that the problem is expressed in its basic relationships and in terms of selected goals or objectives.”

Harold Koontz (1909–1984)

Source: "The Management Theory Jungle," 1961, p. 181

“Understanding the concept of competency is a prerequisite to understanding his integrated model of management.”

Richard Boyatzis (1946) American business theorist

Source: Competent manager (1982), p. 10.

Grady Booch photo

“The development of the Model Driven Architecture (MDA) standards by the Object Management Group”

Grady Booch (1955) American software engineer

OMG
The Limits of Software

Related topics