motivational analysis of organizations

more than the overall average), 30 percent to traditional management (2 percent less
than the overall average), 20 percent to networking (1 percent more than the overall
average), and 20 percent to human resource management (the same as the overall
average).
In summarizing their study, Luthans et al. point out that the most “successful”
managers engage in 70 percent more networking activities and 40 percent fewer
traditional management activities than their “effective” counterparts. In fact, the authors
found that managers seem to not be doing what management texts say they should be
doing. Nor is the profile of a “successful” or “effective” manager particularly consistent
with what actual managers say a manager should do. In addition, the authors encourage
their readers to ask whether organizations are rewarding the wrong people (“successful”
managers) or rewarding the right people (“effective” managers) in the wrong way. They
also urge organizations to identify ways to encourage the development of more
“successful and effective” managers.
Management Competencies in the Age of Hypercompetition
Finally, a study by D’Aveni (1995) identifies seven competencies that managers must
demonstrate if their employers are to cope successfully with the challenges of
hypercompetition in the mid-1990s. D’Aveni’s framework mandates that managers
become skilled at:
1. Satisfying customers before employees and investors.
2. Envisioning future trends and creating appropriate self-fulfilling prophecies.
3. Constantly disrupting the status quo.
4. Being the first to create new competitive advantages.
5. Continually shifting the rules of the game plan and then updating the plan.
6. Announcing the organization’s vision to everyone and being highly visible.
7. Utilizing competitive thrusts to upset the status quo and opening new
opportunities (innovating).
This entrepreneurial call to arms reflects similar models contained in Reagan
(1996), Peters (1994), and Pinchot (1985). These studies all urge managers and their
employers to become more risk taking, innovative, rule bending, and—in Peters’ case—
“weird.” The bottom line is that traditional PLOCS-based, management-training
programs show little ability to help managers obtain successful careers.
The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 199