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Authors Buchanan & huczynski Handy shamrock Handys Schein Chapter The business organization Organizational structure Organizational culture Organizational culture Reference Definition of organization Workforce flexibility Definition of culture Defining culture Main points
Interface, core & suppliers Artifact, Espoused value, Basic assumption & values Power, role, task & person culture Individualism vs collectivism, uncertainity avoidance, power distance index, masculinity vs feminity, long term orientation The classical of school (one best way) Forecasting & planning, organization, command, co-ordination & control Social group
Handy Hofsede
Taylor Fayol
Leadership,Management & supervision Leadership,Management & supervision Leadership,Management & supervision Leadership,Management & supervision Leadership,Management & supervision
Theories of management 5 broad areas of management The human relations school Contribution on management
Drucker
Mintzberg
Contingency approach, behaviourism, systems theory 5 basic operation in Set objectives, organize, the work of the motivate & Manager communicate, establish yardstick, Develop people 10 skills (interpersonal, (Interpersonalinformational, figurehead,leader, decisional) liaison)(informational Monitor, disseminator, spokesperson)(decisional Entrepreneur, Disturbance handler, resource allocator, negotiator) Managerial authority Line, staff & functional authority 5 source of power Reward, Coercive, Expert, Referent & legitimate The action-centred Group need, task need, approach individual needs
Fiedler
Bennis
Leadership,Management & supervision Leadership,Management & supervision Leadership,Management & supervision Leadership,Management & supervision
Psychologically distant managers (PDMS) & psychologically close managers (PCMS) Transactional leadership & transformational leadersship Changes approach pg 68
Ashtrige
Belbin
Tuckman
Maslow
Herzberg
Vroom
Michael porter
Team formation, development & management Team formation, development & management Team formation, development & management Competitive Factor
Technical change & adaptive change Leadership style (GRID) 1.1 management improvised, 1.9 Country club, 5.5 middle of the road, 9.1 Task management, 9.9 Team management Management Style Tells (autocratic), Sells (persuasive), Consults (participative), Joins(democratic) Manager building a Leader, shaper, plant, team monitor evaluator, resource investigator, the company worker, the team worker, the finisher, the expert Stage of group Forming, storming, development norming, performing & dorming Maslows hierarchy Basic or physiological needs needs, safety or security, social needs, ego needs, self - fulfillment 2 factors theory of Hygiene factor & motivation motivator 2 opposite sets of assumptions Expectancy model Theory x assumption & theory Y assumptions Force = valence X Expectancy Choice one( cost leadership Vs differentiation) OR Chice two (Degree of Focus) Level of interest (upward), level of power (left side)
Competitive Advantage
Mendelows
Stakeholder
Alec Rodger
Person Specification
Fraser
Person specification
Beer et al
J Lockett
Appraisal barrier
David Kolb
Learning Style
7 POINTS S-special aptitudes C-circumstances I-interest P-physical makeup D-disposition A-attainments G-general intelligence 5 point F-flexibility & adjustment I-impact on other people R-required qualifications M-motivation I-innate abilities High commitment, high competence, cost effectiveness, higher congruence Appraisal as confrontation, judgement, chat, bureaucracy, annual event, unfinished business Accommodative (doing, feeling) Convergent ( doing, thinking) Assimilative ( thinking, watching) Divergent ( watching, feeling) Activist (dynamic learner) Reflector (imaginative learner) Theorist (analystic learner) Pragmatist (commonsense learner)