SCHEIN’S THREE CULTURES OF MANAGEMENT AND KOUZES AND MICO’S DOMAIN THEORY Institution Date Leadership and management have been used interchangeably in various organizations to mean the ways individual organizations are run, operated and governed…
The learned theories have then been set into practice and have resulted to positive success as well as negatives failures depending on the individual theories and the ways they get implemented. Among the most renowned and well governing theories are the Schein’s Three Cultures of Management and Kouzes and Mico’s Domain Theory. The two theories exhibit particular similarities concerning the rightful proposals of how the managerial and leadership issues ought to be handled to achieve success of the individual organizations. However, the two theories also have some points of differences that call for careful analysis of the theories by an individual consulting leader before finalizing on particular decisions. Schein’s Three Cultures of Management According to Schein (1996, p.3), a typical organization has to be founded on the basis of three cultures of management including the operator, engineering and executive cultures of management. These cultures have to been incorporated and made to be dependent on each other in order to attain a more comprehensive and complete organizational management. The success or failure of the individual organization then depends on the manner in which the three cultures of management are linked up and run (Schein1996, p.3). ...
hat operator culture within organizations enable and empower individual workers opportunities to innovate ideas that are fundamental to survival of the individual organization. In that respect principles of operator culture allows individual workers to operate in disregard to rules set to run particular organizations when certain conditions prevail. While operating complex activities and unanticipated occurrences, operator culture brings workers together by creating interdependency to formulate adaptable strategies for teamwork to accomplish the impending task. Schein (1996, p.13) however indicates that operator culture is often met with rules especially in the case of unpredictable conditions. Schein (1996, p.13) points out that the simmering problem with the operators is that they understand well that for job to be well done then they must involve innovation and personal skills in solving problems as not set out in the rules. However, this becomes difficult due to lack of incentive or managerial support defined to compensate such efforts. The result of such speculations is operators’ subversion of the true and more practical strategies to rely on the set rules. In the observation of Schein (1996, p.15), executive culture mainly applies to the individual CEOs who get promoted to the rank after passing through other levels of organizational management. The executive culture is mainly focused on the maintaining and ensuring adaptable financial health of the individual organization. As outlined by Schein (1996:13), there occurs difference in role between the CEO appointed from among the founders or family heading the organization and the promoted CEO. The former type of CEO exercises broader focus and assumptions in the organization while the later type of CEO focuses ...
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