Ledarskap i en föränderlig värld. Från Frederick W. Taylor till Tom Peters. Paradigmskifte. Torsdagen den 7/

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1 Ledarskap i en föränderlig värld. Från Frederick W. Taylor till Tom Peters Torsdagen den 7/ , Univ.lektor i företagsekonomi, Linköpings universitet. TGTU04 VAD SKALL VI LÄRA IDAG? 1. Förstå bakgrunden till dagens diskussioner om ledarskap. 2. Ledarstilar och ledarbeteenden som förklarar ett effektivt ledarskap. 3. Se skillnader mellan ett order/uppgiftsorienterat ledarskap, ett relationsorienterat och ett transformativt ledarskap 4. Analysera ledarskap med hänsyn till situationen och mognadsgrad. LÅNGT TILLBAKA I TIDEN; 1. Mellanöstern (Babylon, 2250 BC) 2. Fjärran östern (Byråkrati i Kina, 1000 BC) 3. Egypten vizier 1750 BC 4. Den judiska historien (Moses, 1300 BC) 5. Grekerna (Socrates, 400 BC) 6. Rommarna (Decentralisering-centralisering) 7. Katolska kyrkan (300 AD ----) 8. Feudalismen (Marco Polo 1300, Machiavelli 1520, Liberalismen) 9. smekanismen Etik (Adam Smith ) Industrialiseringens genombrott (1800-talet) 1. Befolkningsutvecklingen 2. Jordbrukets effektivisering 3. Transportsystemens utveckling 4. Den industriella revolutionen 5. Ekonomins - handelns förändring 6. Ideologiernas framväxt (socialismen - marxismen - liberalismen) Frederick W. Taylor, USA ( ) Henry Fayol, Frankrike ( ) Max Weber, Tyskland ( ) Affärskoncept Människosyn Ledarskap Produktionsorientering Kundorientering Fragmenterad Paradigmskifte Helhetsbaserad Orderorienterad orienterad Beckérus & Edström

2 From Frederick Taylor to Tom Peters. Classical School Bureaucracy Max Weber ( ) Rational authority Positional authority Charismatic authority Efficiency in bureaucracies comes from: (1) clearly defined and specialized functions; (2) use of legal authority; (3) hierarchical form; (4) written rules and procedures; (5) technically trained bureaucrats; (6) appointment to positions based on technical expertise; (7) promotions based on competence; (8) clearly defined career paths., Linköping University, SWEDEN Classical School Administrativ Management Henri Fayol ( ) Planera Organisera (administration) Styra (Command) Samordna Kontrollera, följa upp, Linköping University, SWEDEN Management history Controlling Monitor activities and make corrections Directing Motivate and coordinate employees Planning Select goal and ways to obtain them MANAGEMENT Organizing Assign authority and responsibility for task accomplishment Staffing Recruit and obtain employees Scientific Management Frederick Taylor ( ) Classical School Taylor broke the job down into its smallest constituent movements, timing each one with a stopwatch. The job was redesigned with a reduced number of motions as well as effort and the risk of error. Rest periods of specific interval and duration and a differential pay scale were used to improve the output. With scientific management, Taylor increased the worker's output from 12 to 47 tons per day!, Linköping University, SWEDEN Frederick W. Taylor, USA ( ) Genombrottet kom 1911 med boken the Principles of Scientific Management. Vetenskapliga metoder och inte tumregler skall styra arbetsutformningen. Urval av den mest lämplige för ett arbete och sedan skall träning öka skickligheten. Ledning och arbetare skall eftersträva ett gott samarbete. Arbetsfördelning mellan arbetstagare och ledning skall ske på ett funktionellt sätt. The One Best Way Give me your hands 2

3 From Frederick Taylor to Tom Peters. Human Relations-rörelsen Produktiviteten bestäms inte bara av tekniska och fysiska förutsättningar utan också av sociala normer. Belöningar och bestraffningar påverkan påtagligt arbetarens beteende. Betoningen av individens och gruppens normer (och att de samverkar). Ledarskapet har stor betydelse för att fastställa och genomdriva gruppnormer. Elton Mayo From Frederick Taylor to Tom Peters. Ett situationsbestämt ledarskap. 1. Professionella färdigheter (Technical skills) 2. Sociala färdigheter (Interpersonal skills) 3. Begreppsmässiga färdigheter (Conceptual skills) Conceptual skills Interpersonal skills Conceptual skills Interpersonal skills Herbert Simon Ekonompriset 1978 till Nobels ära Conceptual skills Interpersonal skills Technical skills Technical skills Technical skills Line manager Middle manager Top manager Ledarskap (Blake o Mouton, 1964) Managerial Grid. Ledarskapsstil (Hersey & Blanchard, 1977). Relationsorientering Human Relations Uppgiftsorientering / Leader Taylor Relationsorientering Participating Share ideas and facilitate in decision making Delegating Turn over responsibility for decisions and implementation Selling Explain decisions and provide opportunity for clarification Telling Provide specific instructions and closely supervise behaviour Uppgiftsorientering Medarbetarnas mognad 3

4 TGTU04 LEDARSKAP Suppor&ve Par&cipa&ng Selling Delegate Telling group maturity Direc&ve Ledarskapsstil (Hersey & Blanchard). Relationsorientering Participating Share ideas and facilitate in decision making Delegating Turn over responsibility for decisions and implementation Selling Explain decisions and provide opportunity for clarification Telling Provide specific instructions and closely supervise behaviour Uppgiftsorientering Medarbetarnas mognad Drivkrafter för företag och organisationer LEDARROLLER (H.Mintzberg, 1975) Drivkrafter för företag och organisationer LEDARSTILAR Formell auktoritet och status Interpersonella roller: - Toppfigur, Anförare, Förbindelselänk Informationsroller: - Informatör, Talesman Beslutsroller: - Initiativtagare, - Krislösare, - Resursfördelare - Förhandlare. 1. Den auktoritäre ledaren Bygger på den position eller ställning ledaren har. 2. Den demokratiske ledaren Grupporienterat ledarskap. Extern - intern maktmas 3. Laissez-Faire ledaren Passivt ledarskap, antingen därför att gruppen klarar sig själv eller att ledaren inte har förmåga att leda. From Frederick Taylor to Tom Peters. Företagskulturen och ledarskap som bygger på karisma och delade visioner. Radikalt ökad förändringstakt Ökade kundkrav Överskott av allting Ekonomi utan gränser Information - snabbhet (IT, INTERNET) Globalisering - lokalt fokus (Glocal). Förr: Frederick Taylor Give me your hands Nu: Tom Peters... and your head. 4

5 Idealized influence Inspirational motivation Individual consideration Intellectual Stimulation What is culture? Attributed behaviour Articulate visions Supportive behavior Transformational leadership New ideas and empowerment 22 Roots in anthropology Different levels of culture Different models of culture Definitions, definitions, definitions, but no agreement... Some basic differences are we a culture or do we have a culture? General culture Values and norms Nature of the business Founder s basic assumptions Origin of a unique organisational culture Significant actors Ideal goal Informel communication Rules and rituals Deal & Kennedy, 1982 Artefacts Symbols What we can see and assume. Visible but often not decipherable. 1 Preselection and hiring of new members Norms and values. What we can know and understand. Greater level of awareness Basic assumptions Taken for granted Invisible, preconscious. 2 Socialization of members 6 Cultural communication 5 Culture Justifications of behaviour 4 3 Removal of members who deviate Behaviour Ott,

6 Means to accomplish cultural change: New recruitment and selection procedures (hire people who will support the new culture, and maybe fire those who are against it) New ways of socializing people, and new training programs to signal the desired values and beliefs New performance appraisal systems which make sure the correct ways of being and behaving are rewarded and encouraged Promote people who express and symbolize the desired culture Leadership which communicates cultural values in talk, actions and material arrangements Use organizational symbols, such as language (slogans, expressions, stories), actions (meeting rituals, how managers use their time signals what is important) and material objects (corporate architecture, logotype, dress code) Management Strategy Culture Business Concept Organisation/Corporation Culture as a variable Technology Management Strategy Culture Business Concept Organisation/Corporation Technology Culture as a metaphore Leadership and Change Five characteristics of a good leader: A good example for other people Can create a passion Balance between Work, Family and Leisure Create participation The leader is a coach The Leader for the future Linköping Chamber of Commerce (2000) ASK ANY GROUP of businesspeople the question "What do effective leaders do?" and you'll hear a sweep of answers. Leaders set strategy; they motivate; they create a mission; they build a culture. Then ask "What should leaders do?" If the group is seasoned, you'll likely hear one response: the leader's singular job is to get results. What are the six styles of leadership? Daniel Goleman (2000) Coercive leaders demand immediate compliance. Authoritative leaders mobilize people toward a vision. Affiliative leaders create emotional bonds and harmony. Democratic leaders build consensus through participation. Pacesetting leaders expect excellence and self-direction. Coaching leaders develop people for the future. Leadership style - theories Leadership that gets result (Daniel Goleman, 2000) Coersive Do what I tell you Negative Authoritative Come with me Most strongly positive Affiliative People come first Positive Democratic What do you think Positive Pacesetting Do as I do, now Negative Coaching Try this Positive, Linköping University, SWEDEN 6

7 Leadership and Change SELF LEADERSHIP Flexibility (Adizes, 1979) Controllability Prime time (Adizes, 1979) (Adizes, 1979) Integrator Administrator Producer/Performer Entrepreneur Prime PAEI time PAeI PAEI PaEi p-e- pa-i PAEI -A-i -A time 7