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Corporate Social Responsibility Corporate Social Responsibility and Leadership Coercive – where the structure is hierarchical and conformity depends upon the imposition of sanctions for failure to conform. The ultimate example of this kind of structure is the military. Utilitarian – where the structure is focused around the completion of the tasks which need to be undertaken. Thus an organisation structured into departments such as Accounting, Production and Marketing would normally be a utilitarian structure. Normative – where the culture of the organisation is focused upon a shared vision which all members of the organisation buy into. For this type of culture the structure is largely irrelevant as it is the vision which prevails. Many of the new dot com companies have this type of culture. A different type of classification was provided by Handy, who classified organisations into 4 types: Hierarchical – where the organisation and the people within it are organised into lines of responsibility reaching upwards and downwards in the organisation. Functional – where the organisation is organised according to the functions to be performed. This is similar to the utilitarian structure identified by Etzioni. Matrix – where the organisation has a mix of hierarchy and functionality to meet the needs of particular tasks. Thus a person may have two sets of responsibilities – a functional one depending upon his / her area of specialism (eg accounting or IT) and a task one – eg the implementation of a new project which requires a multi-disciplinary team. Individual – where people work largely on their own and only joint together into an organisation for administrative convenience. Examples of this type of organisation would be the doctors in a health centre of barristers in a practice. A third type of classification was provided by Miles & Snow. They classified organisations into the following types, based upon their approach to change and development: Defender Prospector Analyser Reactor Download free ebooks at bookboon.com 120
Corporate Social Responsibility Corporate Social Responsibility and Leadership 10.5 Motivation We can see that leadership is to a large extent concerned with dealing with people in order to optimise the results achieved. Indeed all managerial action is concerned with dealing with people. This has been expressed by McGregor in the following terms: “Every managerial decision has behavioural consequences. Successful management depends upon the ability to predict and control human behaviour” McGregor also classified people according to two types , which he labelled as Theory X and Theory Y. According to him Theory X described the fact that people dislike work and can only be persuaded to work by coercion. His Theory Y on the other hand described the fact that people are conscientious and self motivated. As far as organisations are concerned they are often managed on the assumption that Theory Y applies to managers and senior professionals, who car motivated and can be trusted to perform effectively, while Theory X applies to other workers who need to be controlled and coerced through sanctions. The ideas of good leadership which we have discussed however show this to be problematic. What we should be aiming for as part of good leadership is to motivate people. There are a variety of different theories of motivation however which all suggest different thing about what motivates people. Please click the advert Download free ebooks at bookboon.com 121
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