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Max Weber

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The founder of this Scientific Management theory found efficiencies in how work was performed using bureaucratic structure which focused on structure of organizations.

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Bureaucracy

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With this management theory placement & promotion are based on technical competence ( what you knew) instead of who you know. This management theory is also at a disadvantage of rules & procedures becoming end in themselves.

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Frederick Taylor

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The founder of this Scientific Management theory found efficiencies in how work was performed by using pay linked to performance and having the right person for the right job.

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Frank Gilbreth

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The founder of this Scientific Management theory aimed to reduce inefficient processes and increase productivity

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Henry Gantt

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The founder of this Scientific Management theory found efficiencies in how work was performed by promoting favorable working conditions.

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Henri Fayol

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The founder of this Administrative Management theory felt all operations could be classified as technical, commercial, financial, security oriented, accounting or administrative and that principles could be developed for accomplishing these administrative functions.

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Hawthorne Studies

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The founder of this Humanistic Management Theory looked at the interpersonal relations between workers which was based on the idea that to manage, you have to understand the people being managed.

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The Human Relations Movement was based on what belief?

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That satisfied workers are more productive.

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The behaviourally oriented aspects of human relations management focuses on:

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motivation, leadership, interpersonal & inter group conflict and effective communication

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Abraham Maslow

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The founder of this Human Resources Management Theory believed that hierarchy of needs would explain certain behaviors and could guide managers in how to motivate workers.

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Douglas McGregor

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The founder of this Human Resources Management Theory believed that some workers known as (X) inherently disliked work and only work to provide security where workers known as (Y) were naturals at working and with the right conditions would seek responsibilities and be creative.

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Peter Drucker

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The founder of this Contemporary Management Theory believed in Management by Objectives which would include managers with subordinates setting individual objectives related to organizational goals.

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W. Edwards Deming

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The founder of this Contemporary Management Theory believed in Total Quality Management which offered a way to build in high performance by maximizing employee potential and continuous improvement of process.

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Four major changes adopted in Deming principles were?

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1. Looking at the customer rather than competition 2. Cease dependence on inspection to achieve quality by eliminating emphasis on mass inspection and building quality in from the beginning 3. Break down barriers between departments so various departments can work as a team 4. Institute a program of education and self improvement by emphasizing lifelong learning and employment

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Which historian viewed workers as assets and recommended that managers offers clear target objectives, that directed behaviour and could measured to their subordinates?

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Peter Drucker

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List four most important Managerial Functions:

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Planning Organizing Controlling Leading

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Which managerial function involves setting goals and establishing priorities?

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Planning

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The Planning Stage of managerial function requires Scanning the external environment. What does this mean?

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Having a understanding of opportunities and threats facing the organization which is used to develop the organizations strategic plan.

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What are the two types of planning?

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Strategic Planning & Tactical Planning

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Strategic Planning

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Applying the philosophy of strategic mgmt - focus is on fitting the organization to its environment

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Tactical Planning

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Also referred to as operational planning. It converts the strategic plans into operations or actions that can be scheduled, monitored or adjusted as need be.

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Which managerial function involves allocating resources to achieve goals and outlines the formal structure of organization?

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Organizing

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What are the two types of authorities outlined in the organizing managerial function?

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Line authority and Staff authority

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Line authority

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The right of managers to direct the activities of subordinates immediately under their control

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Staff authority

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Related to expert knowledge of specialists and involves their advising and recommending courses of action.

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Which managerial function accomplishes goals by influencing behaviour, motivating people to high performance?

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Directing/Leading

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Which managerial function requires necessary corrective actions to address discrepancies between actual and desired performance which is called variance?

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Controlling/Evaluating

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Effective controls should be:

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Flexible - need to be able to adapt to changing situations Simple - should not be so complex that no one can understand them Economical - controls should not cost more than they save Timely - need to be alerted to problems early enough to be able to make changes

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What are the four stages of Team Development?

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1. Forming the Team: Early Stages 2. Storming Stage 3. Norming Stage 4. Performing Stage

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Early Stages of Team Development

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Getting to know one another Learning about the project or the task at hand

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Storming Stage of Team Development

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Conflicts due to disagreements, lack of overall understanding of the project, or possible personal agendas

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Norming Stage of Team Development

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Team starts to work together Sharing of ideas, good feedback

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Final Stage of Team Development

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Members feel a sense of accomplishment and achievement

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Leadership

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The art of setting a direction and influencing people to move in that direction.

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Leaders

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There to affect change to move the organization forward or in a new direction More involved in helping organization adapt to change More creative, more flexible Seek opportunities to try new ways, methods, move in new directions

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Managers

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Ensure current operations run smoothly More structured and analytical modes of thinking Responsible for running efficient and effective operations - with little variation

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Great Person Theory

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This leadership theory suggest that leadership is an inborn ability which is sometimes passed down through families, or position or social tradition.

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Trait Theory

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This leadership theory tried to describe the types of behavior and personality tendencies associated with effective leadership and assumes that certain traits or characteristics will tend to lead to effective leadership. Probably the first academic theory of leadership.

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Behavioral Theories

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This leadership theory emphasizes the actions that the person in the leadership role takes on the job.

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Contingency Theories

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This leadership theory recognizes that success of a particular behaviour depends on the organizational context.

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Contingency Model

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Included in the Contingency Leadership Theories, Fred Fiedler argued a leader's success depends not just on behaviour, but also on his relationship to his followers & on the types of tasks followers are expected to undertake.

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Path-Goal Model

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Included in the Contingency Leadership Theories, this model states those in a leadership role must identify the strongest barrier to achieving their goal and target their leadership style and actions to address those needs for the employee.

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They might direct followers to specific goals, challenge them to set higher goals, draw followers more into participation in setting goals, or support followers through times when the goals are emotionally or physically stressful. Which Contingency Leadership Theory Model would this statement represent?

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Path-Goal Model

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Dyadic Relationship Theory (Leader Member Exchange Theory)

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This leadership theory argues that those in a leadership role react differently to their trusted and limited "in group" who are given more autonomy and flexibility in tasks than the "out group" who may also report to or work with the person in the leadership role, but who have more clearly defined roles and a greater formality in their relationship with him.

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Laissez Faire

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This leadership style works well with workers who have a high sense of professionalism, Employees have a lot of autonomy.

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Democratic (Participative)

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With this leadership style leaders help employees understand the issues which increases the chance that employees will accept & support decisions.

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Autocratic (military)

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With this leadership style leaders uses their positions as a way to influence the behaviour of others.

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Transactional Approach

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This concept of leadership, leader attains performance through a system of rewards and punishments.

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Transformational Approach

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This concept of leadership, leader transforms follower through a uni-directional positive approach. Influence through a vision and motivating through inspiration.

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Transactional Leadership

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This concept of leadership uses more direct appeals for performance by making rewards contingent on performance and correcting problems actively when performance goes wrong.

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Natural leaders

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Leadership abilities emerge during crises or events of major significance

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Authoritarian leader

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Leadership status attained through promotion rather than through true ability

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Dynamic leader

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Cultivates or promotes innovation and entrepreneurship within the organization

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Acceptance function

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Organization's managers might involved using counseling skills to help managers sort out their emotions to gain an objective perspective of the organization.

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Catalytic function

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Organization's managers might involved in Helping to collect and interpret data about organization

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Authoritarian leader

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Leadership status attained through promotion rather than through true ability.

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Prescriptive function

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Consultant may tell a manager what to do to correct a situation

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Confrontation function

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Challenges the managers thinking processes and assumptions

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Theory and Principle function

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Helps the client internalize the alternate explanations of what is happening in the organization

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Stages for working through major transitions

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shock & denial anger stage bargaining stage depression stage acceptance stage

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Scouting stage

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Organization Development: Activities include inquiry and observations to determine how receptive organization is to change

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Entry and contracting stage

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Organization Development: Begins building a working relationship with members of the organization

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Diagnosis or data gathering & feedback stage

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Organization Development: Data is obtained and analyzed with input from members of organization

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Implementation stage

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Organization Development: Plans are carried out as designed

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Stages of Organization Development

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Scouting stage Entry and contracting stage Diagnosis or data gathering & feedback stage Planning stage Implementation stage Evaluation stage Termination stage

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Evaluation stage

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Organization Development: Select appropriate measurements, monitoring of the change process, looking at the outcomes keep people informed

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