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Authors Buchanan & huczynski Handy shamrock Handy’s 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

Organizational culture Organizational culture

Types of culture Cultural dimension

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

Mayo Modern writers



Leadership,Management & supervision

Fayol John French & Bertram raven Adair

Leadership,Management & supervision Leadership,Management & supervision Leadership,Management & supervision

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

development norming. ego needs.1 – Task management.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).Management & supervision Distinguish b/w leadership & managers Managing change Leadership to mobilize Kotter Heifetz Blake & mouton Psychologically distant managers (PDMS) & psychologically close managers (PCMS) Transactional leadership & transformational leadersship Changes approach pg 68 Ashtrige Leadership. Consults (participative). performing & dorming Maslow’s hierarchy Basic or physiological needs needs.Management & supervision The contingency approach Bennis Leadership. resource investigator.1 – management improvised. storming. team monitor – evaluator. social needs.Management & supervision Leadership. the company worker. plant. the finisher. the team worker. development & management Team formation. self .Management & supervision Leadership. development & management Team formation. 9.Management & supervision Leadership. development & management Motivating individuals & groups Herzberg McGregor’s theory X/Y Vroom Michael porter Team formation. level of power (left side) Competitive Advantage Mendelow’s Stakeholder Power – interest matrix . 5. 1. development & management Tuckman Maslow Team formation. shaper.Management & supervision Belbin Team formation. Joins(democratic) Manager building a Leader.9 – Team management Management Style Tells (autocratic).9 – Country club.5 – middle of the road. the expert Stage of group Forming. 9.Fiedler Leadership. safety or security. development & management Competitive Factor Technical change & adaptive change Leadership style (GRID) 1. Sells (persuasive).

feeling) Convergent ( doing. Developing & learning 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. chat. judgement. managing diversity & equal opportunity Person Specification Fraser Recruitment & selection. managing diversity & equal opportunity Person specification Beer et al Review & appraisal of individual performance 4 criteria for assessing performance J Lockett Review & appraisal of individual performance Appraisal barrier David Kolb Training. watching) Divergent ( watching. unfinished business Accommodative (doing. Developing & learning Kolb’s experiential learning theory Honey & Mumford Training. higher congruence Appraisal as confrontation. feeling) Activist (dynamic learner) Reflector (imaginative learner) Theorist (analystic learner) Pragmatist (commonsense learner) . annual event. bureaucracy. cost effectiveness. high competence. thinking) Assimilative ( thinking.Alec Rodger Recruitment & selection.