Mr. Dees Case Study

Mr. Dees has a problem of real significance. His family and wife were affected by his actions of wanting to work all the time and providing for his family. He was less successful that he might have been because of his beliefs about what a leader is supposed to do. For him, success was climbing the corporate ladder by working hard, while being loyal to your employer. This limited his awareness of important alternatives, thus keeping him from performing as effectively as he might have been. Unfortunately for him, Mr. Dees rethought his beliefs to alter his behavior a little too late because his wife and kids have already left him.

There are four management models that must be followed for it to work effectively. The four models are; open systems model, rational goal model, internal process model, and human relations model. In the open systems model, the organization is faced with a need to compete in an ambiguous and competitive environment. The key criteria of organizational effectiveness are adaptability and external support. The means ends assumption is continual adaptation and innovation lead to acquiring and maintain external resources. Since the organization has an innovative climate and is more of an adhocracy than a bureaucracy, risk is high and decisions are made quickly. The rational goal model is the ultimate criteria of organization effectiveness are productivity and profit. The basic means-ends is assumption in this approach is the belief that clear direction leads to productive outcomes. Hence there is a continuing emphasis on processes such as goal clarification, rational analysis, and action taking. The organizational climate is rational economic, and all decisions are driven by considerations of “the bottom line.” The Internal Process model is highly complementary to the rational goal model. The criteria of effectiveness are stability and continuity. The means-ends assumption is based on the belief that routinization leads