College of Computing and Informatics

Department of Information Systems

Course Title: INTRODUCTION TO MANAGEMENT
Group Assignment

Group members I'd no

1. EYOB ASSEFA 2729/14
2. BAHAR ABDI T/4877/14
3. SUZAN KASAYE 1607/14
4. ANILEY SAMUEL 2175/14
5. GULED ABDISALAM 3062/14
6. KENU KEFYALEW 2887/14

Instructor: Mr. Lelisa Milku

Date: June. 2023

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Contents

Contents ........................................................................................................................................................ ii
Introduction .................................................................................................................................................. 1
1. Discuss Early pioneer Contributors to Management ............................................................................ 2
2. Briefly explain the following Classical theory of Management: ........................................................... 3
2.1 Scientific Management Theory by Fredrik W. Taylor ......................................................................... 3
2.2 Organization/Administrative/Process Management Theory by Henri Fayol ...................................... 4
2.3 Bureaucratic Theory by Max Weber ................................................................................................... 4
3. Summarize the following Modern theories of Management ................................................................... 5
3.1 Management Science Approach ......................................................................................................... 5
3.2 System Approach ................................................................................................................................ 5
3.3 Contingency theory approach............................................................................................................. 6
4. List and briefly explain the common controlling techniques ................................................................ 6
5. Explain the types of organizational structure ....................................................................................... 8
6. Discuss the core difference between authority and power ................................................................. 9
7. Explain the concept of motivation through goal setting ...................................................................... 9
8. What are the common change management strategies? .................................................................. 11
Summary ..................................................................................................................................................... 14
Reference .................................................................................................................................................... 15

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 Introduction

▪ Early pioneer contributors to management can be traced back to the late 1800s and early
1900s. These pioneers laid the foundations for modern management thinking, which has
become an essential tool for businesses and organizations worldwide.
▪ Theories of management refer to the various concepts, principles, and practices that have
been developed over time to help organizations manage their operations and achieve their
goals. These theories have been developed by management scholars and practitioners who
have tried to understand what makes organizations effective and how management can be
improved.
▪ Common controlling techniques are the methods used by organizations or individuals to
monitor, measure, and regulate processes in order to achieve desired outcomes. These
techniques may include setting performance standards, establishing goals, tracking
progress, analysing data, making adjustments, and taking corrective measures as needed.
▪ Organizational structure refers to the hierarchical arrangement of lines of authority,
communications, rights and duties within an organization. It defines the roles,
responsibilities, and relationships between different positions in an organization, as well as
how information flows and decisions are made.
▪ Authority refers to the power or right that a person or entity has to give orders, make
decisions, and enforce compliance.
▪ power refers to the ability of a person or group to influence or control the behaviour of
others or events.
▪ Motivation through goal setting is a concept that emphasizes how setting specific and
challenging goals can drive individuals to increase their effort and persistence towards
achieving those goals.

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 1. Discuss Early pioneer Contributors to Management

Early pioneer contributors to management can be traced back to the late 1800s and early 1900s.
These pioneers laid the foundations for modern management thinking, which has become an
essential tool for businesses and organizations worldwide.
Their contributions helped to establish management as a formal discipline, and their ideas are still
influential today in fields such as organizational behaviour, operations management, and strategic
management. Overall, early pioneer contributors to management are recognized as trailblazers who
paved the way for modern management practices and paved the way for future researchers and
practitioners.
Here are some of the significant names:
A. Frederick Taylor: He is often referred to as the "Father of Scientific Management." His focus
was on improving efficiency in the workplace by studying workers' movements and developing
standardized procedures. He believed in applying scientific principles to management
decisions.
B. Henri Fayol: He is known for his work on organizational management. He developed a set of
general principles of management that included planning, organizing, commanding,
coordinating, and controlling. He stressed the importance of formal authority, unity of
command, and the need for clear communication within an organization.
C. Max Weber: He is best known for his work on bureaucracy. He emphasized the importance
of rules and procedures to ensure consistency and efficiency in organizational decision-
making. He also highlighted the importance of hierarchical structures and division of labour in
organizations.
D. Frank and Lillian Gilbreth: The Gilbreths were pioneers in time-motion studies, which
involved breaking down work processes into their individual movements and analysing them
for efficiency. They believed that by breaking down tasks into their smallest movements and
finding ways to eliminate unnecessary actions, workers could become more efficient and less
fatigued, leading to increased productivity
E. Mary Parker Follett: She was a management consultant and writer who focused on the
importance of human relations in management. She believed in a collaborative approach to
decision-making and stressed the importance of effective communication, conflict resolution,
and teamwork within organizations.
F. Chester Barnard: He was an executive who believed that organisations are social systems
and should be managed as such, with a focus on developing strong relationships and building
effective communication channels. He believed that organizations were social systems and that
effective management required attention to human behaviour and social relationships. He also
emphasized the importance of communication, cooperation, and trust within organizations.
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 Overall, these early pioneers paved the way for modern management practices that we see
today. Their contributions laid the foundation for later management theories and have had a
lasting impact on how organizations function.

2. Briefly explain the following Classical theory of Management:

Theories of management refer to the various concepts, principles, and practices that have been
developed over time to help organizations manage their operations and achieve their goals. These
theories have been developed by management scholars and practitioners who have tried to
understand what makes organizations effective and how management can be improved.
Each of these theories has its own unique perspective on how organizations should be managed,
and they have all contributed to our understanding of modern management practices.

2.1 Scientific Management Theory by Fredrik W. Taylor

Scientific Management Theory, also known as Taylorism, is a management theory developed by

Frederick Winslow Taylor in the late 19th century. The theory is based on the idea that work
processes can be studied and optimized for efficiency. Taylor believed that workers were not
naturally inclined to work hard and that they needed to be motivated and incentivized to increase
productivity. He proposed that managers should break down work processes into smaller tasks and
find the most efficient way to perform each task. One of the key principles of Scientific
Management Theory is the concept of time and motion studies. Taylor believed that by studying
the movements of workers and breaking down their tasks into smaller parts, managers could
identify ways to improve efficiency and reduce wasted time. Another important aspect of Taylor's
theory is the idea of standardized work. He believed that every worker should be trained to perform
their tasks in the same way, and that managers should closely supervise and control the work
process to ensure consistency and efficiency. While Scientific Management Theory was initially
successful in increasing productivity and reducing costs, it has been criticized for being too focused
on efficiency at the expense of worker well-being and creativity. Despite its limitations, the
principles of Taylorism continue to influence modern management practices.
Overall, Scientific Management Theory marked a significant shift from traditional management
practices, and its principles laid the groundwork for modern organizational theories and practices.

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 2.2 Organization/Administrative/Process Management Theory by Henri Fayol

Henri Fayol was a French mining engineer and management theorist who proposed his
administrative theory of management in the early 1900s. He believed that there were five primary
functions of managers: planning, organizing, commanding, coordinating, and controlling.
According to Fayol, these functions are essential for effective management and should be applied
in all types of organizations. Fayol also identified 14 principles of management that can be applied
to improve organizational efficiency and effectiveness.
In particular, Fayol emphasized the importance of organizational management and identified 14
principles of management that he believed could be applied to all types of organizations.
These principles included: Division of work, Authority and responsibility, Discipline, Unity of
command, Unity of direction, Subordination of individual interest to the general interest,
Remuneration, Centralization, Scalar chain, Order, Equity, Stability of tenure of personnel,
Initiative, Esprit de corps
Fayol's theories have been influential in shaping modern management practices, particularly in the
areas of organizational structure and process management.
Overall, Fayol's administrative theory emphasizes the importance of clear communication,
efficient processes, and effective leadership in achieving organizational goals. It has been
influential in shaping modern management practices and continues to be studied and applied in
various industries today.

2.3 Bureaucratic Theory by Max Weber

Bureaucratic Theory is a concept developed by Max Weber, a German sociologist, in the early
20th century. It is a theory of administration and management that is based on hierarchical
structures and clear rules and regulations. According to Weber, bureaucracies are efficient,
rational, and objective, and they provide the best means of achieving organizational goals.
Weber identified several key features of bureaucratic organizations, including:
a. Hierarchy - Bureaucracies have a clear chain of command, with each level of management
responsible for specific tasks and accountable to those above them.
b. Specialization - Bureaucracies divide work into specialized roles and responsibilities, with
employees trained to carry out specific tasks.
c. Impersonal - Bureaucracies are characterized by a focus on rules and procedures, rather than
individual personalities or preferences.

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d. Rules and regulations - Bureaucracies have defined policies, procedures, and regulations that
govern their operations.
e. Technical competence - Bureaucracies are staffed by individuals who possess the technical
skills and knowledge required to carry out their roles effectively.
Overall, Weber believed that a bureaucratic organization was the most effective means of
achieving organizational goals, as it was characterized by clear rules and regulations, a focus on
technical competence, and hierarchical structures.

3. Summarize the following Modern theories of Management

Theories of management refer to the various concepts, principles, and practices that have been
developed over time to help organizations manage their operations and achieve their goals. These
theories have been developed by management scholars and practitioners who have tried to
understand what makes organizations effective and how management can be improved.
These are some of the theories:

3.1 Management Science Approach

The Management Science Approach is a modern theory of management that focuses on the use of
analytical and quantitative methods to improve decision-making and operational efficiency. It
includes techniques such as optimization, simulation, linear programming, and statistical analysis
to develop models and short and long-term plans for businesses. It emphasizes the use of logical
and scientific methods of problem-solving, and integration of technology to improve
organizational performance. This approach assumes that there is one best way to do things, and
the primary goal is to maximize efficiency, productivity and profitability while minimizing costs
and waste.

3.2 System Approach

The system approach is a modern management theory that views an organization as a complex
system made up of interdependent parts working together to accomplish a common goal. Instead
of looking at an organization as separate and distinct departments or sections, the system approach
identifies how each element impacts and is influenced by the others. This approach emphasizes
the importance of feedback mechanisms to measure and adjust the organization's effectiveness,
efficiency, and functionality. The system approach also recognizes various input sources, which
include people, materials, and technology, and their output, which could be the final product or
service offered by the organization. It also focuses on continuous improvement and adaptation to
changes in the environment to ensure the organization's long-term success. Furthermore, this

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approach encourages managers to think holistically and not just focus on individual components
of the organization.

3.3 Contingency theory approach

Contingency theory is a modern approach to management that emphasizes the need for flexible
management practices that can be adapted to meet the unique needs and circumstances of each
situation. This approach recognizes that there is no one "best" way to manage an organization, and
that the most effective management approach will vary depending on a range of factors, including
the nature of the organization, the skills and training of its employees, the competitive
environment, and other contextual factors. The contingency theory approach emphasizes the
importance of careful analysis and diagnosis of each situation, followed by the development of
management strategies that are tailored to meet the specific needs of the organization.
Managers who adopt a Contingency approach tailor their strategies and tactics to fit these unique
circumstances, rather than following a rigid, universal set of rules or principles.

4. List and briefly explain the common controlling techniques

Common controlling techniques are the methods used by organizations or individuals to monitor,
measure, and regulate processes in order to achieve desired outcomes. These techniques may
include setting performance standards, establishing goals, tracking progress, analysing data,
making adjustments, and taking corrective measures as needed. They are often used to ensure that
a project, process, or system is operating effectively and efficiently and to identify areas where
improvements can be made.

These are some of the common controlling techniques:

A. Budgetary Control: Budgetary control is an important aspect of management that involves

creating and monitoring budgets to ensure that they remain consistent with the financial goals
and plans of an organization. It involves developing budgets for various activities, tracking
expenses, analysing financial performance, and making adjustments as necessary to control
costs and maximize profits. Effective budgetary control measures can help organizations to
allocate resources efficiently, make informed financial decisions, and optimize their overall
financial performance. It is a technique of controlling by using budgets, which are financial
plans or statements that allocate resources and specify expected outcomes over a specific
period. The budget forms a criterion against which actual performance can be measured.
B. Statistical Process Control (SPC): Statistical Process Control (SPC) is a quality control
method that uses statistical tools and techniques to monitor and control a process. It involves
collecting and analysing data to identify and eliminate sources of variation in a process, with

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 the goal of producing consistent and predictable results. SPC is commonly used in
manufacturing and other industries to improve product quality, reduce waste, and increase
efficiency. It involves the use of statistical tools to monitor and control the quality of goods
and services during the production process. It helps identify variations in the production
process, takes corrective actions, and prevents defects in the final product.
C. Total Quality Management (TQM): Total Quality Management (TQM) is a management
approach that focuses on continuous improvement of quality in all aspects of an organization's
operations. It involves the participation of all employees in the organization to identify and
eliminate inefficiencies and defects in processes and products. TQM emphasizes on customer
satisfaction through meeting or exceeding customer expectations, reducing waste and
increasing efficiency, and promoting a culture of continuous learning and improvement. And
it is also a comprehensive approach to quality management that focuses on continuous
improvement in all areas of an organization. TQM involves setting quality objectives,
continuously improving processes, involving employees in decision-making, and customer
feedback.
D. Management Information Systems (MIS): Management Information Systems (MIS) are
computer-based systems that provide organizations with the tools to organize, evaluate, and
manage their data. MIS are designed to support decision-making processes, improve
operational efficiency, and provide managers with the information they need to make informed
decisions. MIS typically include software applications, databases, and other tools that enable
organizations to collect, store, and analyse data. By using MIS, organizations can improve their
ability to monitor and control their operations, reduce costs, and increase productivity. And it
is also a computerized information system that provides managers with timely and accurate
information for decision making. It helps managers measure and evaluate performance and
facilitates forecasting and planning.
E. Return on Investment (ROI): is a financial metric used to evaluate the profitability of an
investment. It measures the difference between the cost of an investment and its gain or loss,
expressed as a percentage of the initial investment cost. In simpler terms, ROI is used to
determine whether an investment is worth the cost, by analysing the return received on that
investment. High ROI indicates that the investment has been profitable, whereas low ROI
indicates that it has been unprofitable. And it is also a technique used to measure the
profitability of an investment. It considers the initial investment, ongoing costs, and revenue
generated to determine the return on investment.

All these techniques help managers in monitoring and evaluating performance, improving
efficiencies, and maintaining quality standards within an organization. The implementation of
these techniques and the specific techniques used depend on the type of organization, the nature
of its operations, and the objectives of management.

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 5. Explain the types of organizational structure

Organizational structure refers to the hierarchical arrangement of lines of authority,

communications, rights and duties within an organization. It defines the roles, responsibilities, and
relationships between different positions in an organization, as well as how information flows and
decisions are made. It can be depicted graphically through organizational charts, showing the
levels of management and hierarchy within the organization.
There are several types of organizational structures that a company can adopt to achieve its
objectives. Here are the most common types of organizational structure:

A. Functional Structure: It is a structure in which departments are created based on the

functions they perform, such as human resources, marketing, research and development,
etc. In a functional structure, an organization is divided into different functional
departments such as finance, marketing, operations, and human resource, etc.
B. Divisional Structure: In a divisional structure, the organization is divided into divisions
based on the products, services, or geographical locations they offer. Or in other word an
organization is divided into separate divisions or business units where each division has its
own functional team like marketing, finance, etc.
C. Matrix Structure: In this structure, employees are assigned to multiple reporting lines,
typically a functional manager and a project manager. This structure allows for flexibility
and cross-functional collaboration. This organizational structure combines functional and
divisional structures. It creates project teams composed of different functional in order to
work on specific projects.
D. Flat Structure: A flat structure is an un-hierarchical structure where employees have more
autonomy, and decision-making. Generally, in smaller organizations, hierarchy is less
pronounced. And also, it is characterized by having few levels of hierarchy, with executives
and other staff members working closely together. This type of structure is often found in
startups or small businesses.
E. Network Structure: A network structure usually consists of a small core group of full-
time employees who directly supervise the operations, while the major part of the work is
outsourced to other businesses. In this structure, the organization operates as a network of
independent entities that collaborate with one another to achieve a common goal.
F. Team Structure: In this structure, employees are organized into teams that work together
to accomplish specific tasks or projects. This structure can lead to greater collaboration,
creativity, and innovation.
Each structure has its own advantages and disadvantages, and organizations may choose a
structure based on their goals, size, industry, and culture.

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 6. Discuss the core difference between authority and power

Authority and power are often used interchangeably, but they have distinct differences.
Authority is the right to make decisions and enforce rules, often given by a higher power such as
a government or organization. Authority refers to the legal or formal right to exercise power over
others. It is a social construct that is usually given by an institution or society to certain individuals,
such as elected officials or leaders of organizations, to make decisions and enforce rules. Authority
is often accompanied by respect and legitimacy.
Authority refers to the power or right that a person or entity has to give orders, make decisions,
and enforce compliance. This may be based on formal titles or positions of leadership, such as a
president or CEO of a company, or on expertise or knowledge in a particular field, such as a doctor
or professor. Authority can be derived from various sources, including laws, traditions, social
norms, contracts, expertise, or personal charisma, and it can be exercised through various means,
such as rewards, punishments, coercion, persuasion, or inspiration. The legitimacy and
effectiveness of authority depend on factors such as clarity, fairness, consistency, transparency,
accountability, and trust.
Power, on the other hand, is the ability to influence or control others, often achieved through
personal traits or resources. Or in other word it refers to the ability of an individual or group to
influence others to do something or act in a certain way. Power can be derived from a variety of
sources, including wealth, knowledge, social status, physical strength, etc. Unlike authority, power
does not necessarily require any formal or legal recognition.
power refers to the ability of a person or group to influence or control the behaviour of others or
events. Power can be derived from various sources such as formal authority, expertise, social
status, personal charisma, resources, access to information, and institutional positioning.
Therefore, authority is always associated with some kind of formal position or role, whereas power
can come from any source. Additionally, authority is typically limited in scope and comes with
specific responsibilities and roles, while power can be broader and more versatile in how it is
exercised.
While authority is granted, power is earned.

7. Explain the concept of motivation through goal setting

Motivation through goal setting is the process of setting specific, measurable, achievable, relevant,
and time-bound (SMART) goals that inspire and motivate individuals to take action towards
achieving their desired outcome. The theory behind this concept is that setting goals provides
individuals with a clear and tangible target to work towards, which can increase their focus, effort,

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and persistence. When individuals set goals, they are more likely to develop a sense of ownership
and commitment towards achieving them. This can lead to increased self-confidence and self-
efficacy, which can further motivate them to take action towards their goals. Additionally, setting
goals can provide individuals with a sense of direction and purpose, which can help them prioritize
their time and efforts towards activities that are aligned with their goals. Overall, motivation
through goal setting is a powerful tool for individuals to achieve their desired outcomes, as it
provides them with a clear roadmap towards success and helps them stay focused and committed
to their goals.
Shortly Motivation through goal setting is a concept that emphasizes how setting specific and
challenging goals can drive individuals to increase their effort and persistence towards achieving
those goals. Goal setting theory suggests that goals work as a blueprint for actions, directing an
individual's attention and energy towards the attainment of the desired outcome.
There are a few key components to this concept.
First, goals need to be specific and clearly defined. This provides individuals with a clear
understanding of what they need to accomplish and allows them to break down larger goals into
smaller, more manageable tasks.
Second, goals need to be challenging but attainable. By setting goals that require effort and push
an individual out of their comfort zone, they are more likely to feel a sense of accomplishment and
satisfaction upon achieving them. However, if goals are too difficult or unrealistic, individuals
may become demotivated and give up.
Finally, feedback and progress monitoring are also critical components of motivation through goal
setting. Regularly checking progress towards achieving goals can provide individuals with a sense
of accomplishment and motivate them to continue working towards the desired outcome.
Additionally, receiving feedback from others can help individuals adjust their approach, make
improvements, and maintain their motivation.
Overall, motivation through goal setting emphasizes how the process of setting, pursuing, and
achieving goals can serve as a powerful motivator for individuals to increase effort and persistence
towards desired outcomes.

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 8. What are the common change management strategies?

There are several common change management strategies, including:

A. The Lewin Model: The Lewin Model is a widely used theoretical framework for change
management. It was developed by psychologist Kurt Lewin in the 1940s and was originally known
as the Three-Step Model for Change.
The three steps of the Lewin Model are as follows:
a. Unfreeze: This stage involves creating an awareness of the need for change and breaking
down the existing mindset or status quo.
b. Change: This stage involves implementing the desired changes, often through a series of
small, incremental steps, and addressing any resistance to change.
c. Refreeze: This stage involves consolidating the changes and anchoring them into the
organization's culture.
The Lewin Model has been widely adopted across different industries and organizations as a
helpful framework for managing change. However, some criticism of the model suggests that it
may oversimplify the complex process of organizational change management.
B. ADKAR Model: This strategy focuses on the individual's awareness, desire, knowledge,
ability, and reinforcement to support change.
The ADKAR model is a change management framework used to help individuals and
organizations understand the different stages of change and how to manage them effectively.
ADKAR stands for Awareness, Desire, Knowledge, Ability, and Reinforcement, which are the
five elements of successful change.
➢ Awareness: A person needs to be aware of the need for change and why it is necessary.
➢ Desire: A person needs to have a desire or motivation to support the change effort.
➢ Knowledge: A person needs to have the knowledge and understanding necessary to make
the change.
➢ Ability: A person needs to possess the skills and resources necessary to make the change.
➢ Reinforcement: A person needs positive reinforcement and ongoing support to maintain
the change.
The ADKAR model is a useful tool for change agents, consultants, and leaders to help individuals
and teams navigate change successfully.

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C. Kotter's 8-Step Change Model: Kotter's 8-Step Change Model is a framework developed by
Dr. John Kotter, a Harvard Business School professor who specializes in leadership and change
management. The model outlines a set of eight steps that organizations can follow to successfully
implement change:

a. Establish a sense of urgency: Create a compelling reason for why change is

necessary.
b. Form a powerful coalition: Build a strong team of leaders and stakeholders who are
committed to the change effort.
c. Create a vision for change: Develop a clear and inspiring picture of what the
organization will look like after the changes are made.
d. Communicate the vision: Use every means possible to communicate the new vision
to all stakeholders.
e. Empower others to act on the vision: Remove obstacles and give people the
authority to take action towards the new vision.
f. Create short-term wins: Celebrate quick wins to build momentum and sustain
motivation during the change effort.
g. Consolidate gains and produce more change: Use the momentum from early wins
to make further progress towards the change vision.
h. Anchor new approaches in the organization's culture: Ensure that the new changes
are incorporated into the organization’s culture and way of doing things to ensure
long-term success.
By following these steps, organizations can increase the likelihood of successful and lasting
change.
D. Agile Strategy: Agile strategy is a process of continuous adjustment and adaptation that allows
an organization to quickly respond to changing circumstances and market conditions. It is a
management approach that emphasizes flexibility, collaboration, customer-centricity, and rapid
iteration. The goal of agile strategy is to enable organizations to become more responsive and
resilient in the face of uncertainty and change. It is commonly used in software development and
technology companies, but can be applied to other industries as well.
Agile strategy refers to a collaborative and iterative approach to developing and executing a
strategic plan. It involves continuous feedback and adaptability, and is often used in dynamic and
uncertain environments where traditional strategic planning may not be effective. The agile
strategy framework emphasizes fast experimentation, customer focus, and a flexible, adaptable
approach to strategy development and implementation. Key components of agile strategy may
include cross-functional teams, regular planning and review meetings, and a focus on rapid testing
and iterative feedback.

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Overall, agile strategy is seen as a way for organizations to be more responsive to changing market
conditions and customer needs, and to be better positioned to take advantage of emerging
opportunities.
E. Six Sigma: This strategy emphasizes data-driven decision-making and continuous process
improvement to optimize business processes and reduce defects. Six Sigma is a data-driven
methodology that seeks to eliminate defects in any process from manufacturing to service delivery.
It achieves this goal by identifying and removing root causes of problems and reducing variability
in processes, leading to improved quality and reliability. It is based on statistical analysis and uses
a structured approach that involves defining, measuring, analysing, improving, and controlling a
process to achieve the desired level of quality. Six Sigma is widely used in manufacturing,
healthcare, construction, finance, and other industries as an effective tool for continuous
improvement. The methodology uses statistical analysis and other tools to identify and eliminate
defects, minimize variability, and improve overall quality.

These are just some of the common change management strategies. The most appropriate strategy
will depend on the nature of the changes required, the organizational culture, and other specific
factors affecting the situation.

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 Summary

➢ early pioneers paved the way for modern management practices that we see today. Their
contributions laid the foundation for later management theories and have had a lasting
impact on how organizations function.
➢ Scientific Management Theory marked a significant shift from traditional management
practices, and its principles laid the groundwork for modern organizational theories and
practices.
➢ Management science approach assumes that there is one best way to do things, and the
primary goal is to maximize efficiency, productivity and profitability while minimizing
costs and waste.
➢ System approach encourages managers to think holistically and not just focus on
individual components of the organization.
➢ The contingency theory approach emphasizes the importance of careful analysis and
diagnosis of each situation, followed by the development of management strategies that are
tailored to meet the specific needs of the organization.
➢ the common controlling techniques help managers in monitoring and evaluating
performance, improving efficiencies, and maintaining quality standards within an
organization.
➢ Organizational structure defines the roles, responsibilities, and relationships between
different positions in an organization, as well as how information flows and decisions are
made.
➢ authority is always associated with some kind of formal position or role, whereas power
can come from any source. Additionally, authority is typically limited in scope and comes
with specific responsibilities and roles, while power can be broader and more versatile in
how it is exercised.
➢ motivation through goal setting emphasizes how the process of setting, pursuing, and
achieving goals can serve as a powerful motivator for individuals to increase effort and
persistence towards desired outcomes.
➢ The Lewin Model: This strategy involves three stages: unfreezing, changing, and
refreezing. Unfreezing involves creating awareness of the need for change, changing
involves implementing the actual changes, and refreezing involves sustaining and
solidifying the changes.
➢ ADKAR Model: This strategy focuses on the individual's awareness, desire, knowledge,
ability, and reinforcement to support change.
➢ Kotter's 8-Step Change Model: This strategy involves establishing a sense of urgency,
forming a powerful coalition, creating a vision for change, communicating the vision,
empowering others to act on the vision, creating short-term wins, consolidating gains and
producing more change, and anchoring new approaches in the organization's culture.
➢ Agile Strategy: This strategy is a more flexible approach to change management that
prioritizes collaboration, iterative planning, and continuous improvement.
➢ Six Sigma: This strategy emphasizes data-driven decision-making and continuous process
improvement to optimize business processes and reduce defects.

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 Reference

• link to an article on early pioneer contributors to management:

https://www.topmba.com/mba-programs/business-management/early-pioneer-
contributors-management
• link to an article that explains the Classical Theory of Management:
https://www.cleverism.com/classical-management-theory/
• link to modern theories of management: https://www.cleverism.com/modern-
management-theories/
• link to common controlling techniques used in management:
https://www.cleverism.com/common-controlling-techniques-used-by-managers/
• website that explains the most common types of organizational structures:
https://www.indeed.com/career-advice/career-development/types-of-organizational-
structures
• link to the core difference between authority and power -
https://keydifferences.com/difference-between-authority-and-power.html
• link to an article that explains the concept of motivation through goal setting in
management: https://www.thebalancecareers.com/how-to-motivate-your-employees-
through-goal-setting-2276137
• link to the common change management strategies:
https://www.smartsheet.com/essential-guide-change-management-strategies

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