Scheins Three Cultures of Management Kouzes and Micos Domain Theory

0 Comment

The learned theories have then been set&nbsp.into practice and have resulted in 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 the 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.
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). The operator culture is highly dependent on human interaction and relation in an organizational setup.
As viewed by Schein (1996, p. 13), the operator culture ensures effective communication, collaboration and trust among workers and even bringing the individual workers together to strike efficient and effective teamwork. Schein (1996, p. 13) further clarifies that operator culture within organizations enables and empower individual workers opportunities to innovate ideas that are fundamental to the survival of the individual organization. In that respect principles of the operator, culture allows individual workers to operate in disregard to rules set to run particular organizations when certain conditions prevail.&nbsp.