Management Theory of Rosabeth Moss Kanter

The management theory of Kanter

Kanter has written extensively about change management; her management theory provides a framework for fostering positive change in an organization. This model is based on Kanter’s belief that an organization’s operations and its leaders’ actions play integral roles in employees’ attitudes and behaviors.

The theory proposes that employees exhibit different behaviors based on whether certain structural supports exist. To ensure workers have positive experiences and are open to changes in the workplace, Kanter encourages organizations to follow her six keys:

1. Show up
2. Speak up
3. Look up
4. Team up
5. Never give up
6. Lift others up

How to implement Kanter’s six keys for leading positive change

Kanter’s six keys are guidelines for how business owners and managers should behave if they want to foster positive change and have employee support. Here’s how to implement each of the six keys:

1. Show up.

Kanter argues that leaders who want to make a positive change in their organization need to be present. Rather than hiding in the background, managers should attend more meetings and make themselves visible to their teams. Having a strong presence in the office and in front of your staff builds their trust in you. It also gives workers the confidence to approach managers with their own new ideas and suggestions. An increased presence also gives managers the opportunity to witness workplace morale firsthand.

2. Speak up.

Kanter’s positive change theory states that managers should share information from the top down so that everyone is aware of the business’s goals. Spreading knowledge and sharing ideas will lead to innovation and collaboration among staff. Be transparent with workers about updates to policies and any other potential changes. Your team will feel more valued when they hear about changes directly from their supervisors — as opposed to reading it in an email or hearing it secondhand from a co-worker.

When you make company decisions, talk through your process and encourage your team to do the same. Lead discussions with the entire organization about potential changes and ask for feedback. Employees may offer perspectives or advice you hadn’t considered. Ask team members questions, instead of just doing what you think is in their best interest; also, reframe the issues to give everyone new perspectives.

3. Look up.

As a business owner or leader, you have to focus on your many daily responsibilities. In addition to overseeing a team, managers must ensure they meet specific goals and metrics to support their supervisors. All of this work can make it difficult to actively maintain a strong company culture.

To implement a positive change within a team and the business at large, managers must take a step back to get a big-picture view of their staff and workflows. Then, they need to decide on the type of positive change that will boost their team’s morale and make team members receptive to any restructuring. Leaders should have a higher vision of what their team can achieve and should share those objectives with their team members. Having these conversations will help show employees the value of their work and how it helps to achieve the business’s overarching goals. When team members’ perspectives are taken into account, employees are more motivated; this leads to increased productivity and bigger profits.

4. Team up.

At the heart of Kanter’s management theory is the idea that people derive power from alliances they form with superiors, peers and subordinates. Sometimes, achievement depends on how well you exert your leadership influence on others. To improve manager-employee relationships, encourage more collaboration among your team, including yourself. Build partnerships in which workers solve problems together; also, invite team members to engage in discussions with you and to give their points of view on managerial issues you’re facing.

This collaboration also means making connections outside the office. Set up more social events for your team members to get to know one another on a personal level — not just in terms of the work they do. Team-building activities, like a scavenger hunt or happy hour, can go a long way in forging new friendships and partnerships with your staff. When team members enjoy working with each other, it improves employee engagement.

5. Never give up.

For business owners to successfully lead a company and managers to execute change properly, they must be resilient in the face of adversity. It’s easy for leaders to encourage communication and create a positive work environment when everything is going well. But when challenges arrive, the strongest managers maintain that perspective; they persist until the job is complete, regardless of the circumstances.

Change often takes longer than you anticipate, and, during the process, it can be hard to discern accomplishments from failures. Be flexible in your approach, however, and maintain your persistence. Resilience will trickle down to your team members, making them mentally stronger and more motivated. Everyone on the team will feel accomplished after seeing the success that resulted from their persistence and fortitude. By empowering your staff in this way, you can also help prevent employee burnout and reduce turnover.

6. Lift others up.

Kanter defines “support” as receiving feedback from peers and management. She contends that staff who feel supported by management will have a greater stake in the organization; in turn, they will be happier and more productive than those who do not feel supported by management.

It may seem obvious that company leaders should encourage their staff, but many fail to do it. If you give employees goals, you should invest in the training and resources for your staff to achieve those goals; also, recognize their work — perhaps with a discretionary bonus. Kanter’s theory proposes that team members who feel they have reasonable workloads, exert some control over their work and are rewarded for their contributions will be more engaged.

Regularly share employee success stories with the larger team. Employees who deserve that credit will feel valued, proud and inspired; employees who hear this praise will admire their co-workers and feel motivated to achieve the same type of success and recognition.

How Kanter’s theory applies to SMBs

Entrepreneurs and small business owners should always look to implement and maintain a positive work environment. This is especially important for new businesses, as they need to establish a company culture and create a set of values to motivate their employees as well as themselves. If employees don’t have a positive sense of the business and its mission, they are unlikely to perform to the best of their abilities — and the business will falter.

Kanter’s theory of structural empowerment focuses on strengthening the organization at large rather than the individual. Her beliefs align with the adage “A rising tide lifts all boats.” If the company has a positive culture and is successful, its employees will feel empowered to perform at the highest level; plus, they will be more receptive to change. By employing these six keys in their everyday operations, business leaders will be on their way to fostering a successful company.

Alternatives to Kanter’s management theory

Building on Kanter’s foundation, other management theories further explore the areas of organizational behavior, leadership styles and strategic decision-making.

Follett management theory explained

The Follett management theory emphasizes the importance of human relations and psychology in collaboration for organizational success. Mary Parker Follett advocated for a management approach where power is shared and employees are involved in the decision-making processes.

Follett introduced concepts such as conflict resolution through integration and the importance of informal processes; also, the idea that management should facilitate cooperation and coordination to achieve organizational goals. Her management philosophy supports small businesses and employee-first models by integrating successful employee engagement strategies into overall business goals.

Mintzberg management theory explained

Henry Mintzberg’s theory has significantly influenced business management. It has done this by providing a framework for defining managerial roles and responsibilities, enhancing decision-making structures, and building trust within organizations since its introduction in the early 1970s.

For small businesses utilizing this theory, starting with an entrepreneurial model where decision-making is centralized among the founders has proven effective. As a business grows, it becomes necessary to expand the leadership team to tackle the increasing responsibilities and streamline the workflow to maintain efficiency.

Mintzberg argues that regardless of individual differences, every manager should strive to master and practice the interpersonal, informational and decision-making roles essential to effective management.

Taylor management theory explained

Geared toward improving industrial efficiency by simplifying tasks, Frederick Taylor’s management theory is an older concept that continues to influence modern management practices. This theory promotes rewarding employees for increased productivity; this creates a pro-employee stance that aligns with the contemporary emphasis on work-life balance and healthy work environments.

Over the years, Taylor’s method has faced criticism for potentially reducing the importance of certain roles; it’s also caught flak for not providing adequate opportunities for creative employees to grow within an organization. However, when implemented correctly, Taylor’s scientific management can significantly improve efficiency — making it a valuable asset for many businesses.

Weber management theory explained

Max Weber’s management theory stresses strict rules and a clear power hierarchy to achieve efficiency; advancement is based on merit rather than personal relationships. Weber’s theory also encourages only hiring employees who possess specific skill sets to ensure organizational success.

When organizations properly apply Weber’s theory, everyone is treated equally and work responsibilities are assigned based on expertise. This approach encourages the development of standardized operating procedures (SOPs) and documentation to streamline processes; it can also enhance employee morale. When applying Weber’s theory, it is advised to avoid rule-bound pitfalls such as excessive paperwork and reduced transparency.