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Institutions > Management Theory > Flashcards

Management Theory Flashcards

1
Q

What is management

A

The process of coordinating and overseeing the work of others to achieve organisation goals efficiently and effectively- involves planning, organising, leading and controlling resources

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2
Q

What are the origins of management

A

Renaissance Italy - maneggiere
Industrial Revolution
Europe - menagement
Modern Era

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3
Q

What’s the timeline of management theory development

A

1916 - Fayols
1960 - mcgregor xy
1964 - Becker human capital
1966 - foxes frames of reference
1975 agency
1979 - lewin leadership styles
1989 -Rousseau psych contract
2003 - ADKAR change management

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4
Q

Explain Fayols principles

A

Proposed 14 principles
Eg division of work, authority, discipline and unity of command

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5
Q

What were the limitations of Fayols theory

A

Mechanistic
Assumes static environments
No account for human behaviour or conflict

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6
Q

What was Fayols contribution

A

Created framework to formalise managerial roles - this was crucial for transitioning small organisations to larger hierarchical

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7
Q

Key ideas of Foxes frames of reference 1966

A

Identified 3 perspectives in workplace relations
Unitary harmonious/conflict
Pluralist competing interests/conflict is inevitable and manageable
Radical Marxist systemic inequalities and power imbalances

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8
Q

What was Foxes contribution

A

Highlighted sociopolitical nature of organisations contrasting Fayols structural approach by emphasising different perceptions and stakeholder interests

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9
Q

What was Foxes impact on management

A

Managers consider diverse employee perspectives preparing way for theories that focus on psychological and motivational aspects

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10
Q

What were key ideas of mcgregors theory 1960

A

Theory x- assumes employees are lazy, dislike work and need constant supervision

Theory y- assumes employees are self motivated seek responsibility and are capable of innovation

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11
Q

What’s mcgregors contribution

A

Encouraged managers to reconsider their assumptions about employees and advocate for empowerment and participative decision making under theory y

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12
Q

Mcgregors impact on management

A

Laid groundwork for people orientated leadership styles influencing future motivation theories like Herzberg and maslow

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13
Q

Frederick Herzbergs theory

A

The Motivation to Work 1959
Bernard Mausner
Barbara Bloch Snyderman
Motivator Hygiene 2 factor
Motivator ensures job satisfaction
Lack of hygiene ensures job dissatisfaction

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14
Q

Maslows theory

A

Theory of hierarchical needs 1954
D set and b set 1943
Each must be met before one can level up
Self actualisation
Self esteem
Social
Safety
Physiological

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15
Q

What’s Beckers theory

A

Human capital 1964

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16
Q

Key ideas of beckers theory

A

Emphasised investment in employee skills and education to enhance organisation productivity and economic performance

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17
Q

Contribution of beckers human capital theory

A

Reframed employees as assets

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18
Q

Impact of beckers theory on management

A

Aligned with mcgregors emphasising employee potential and need for organisations to invest in workforce development

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19
Q

Rousseaus theory

A

1989
Psychological contract theory

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20
Q

Key ideas of Rousseau theory

A

Described the unwritten contract between employees and employers eg fairness job security

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21
Q

Impact of Rousseaus theory on management

A

Managers realised that Maintaining psychological contract was critical for engagement loyalty and retention complementing human centric of mcgregors and becker

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22
Q

Contribution of Rousseau theory

A

Emphasised trust, mutual respect and fairness

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23
Q

Lewin1979

A

Leadership styles
Transactional
Transformational
Servant

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24
Q

What’s transactional leadership

A

Focus on structured tasks, rewards and punishment

25
Q

What’s transformational leadership

A

Emphasis on vision, inspiration and organisational change

26
Q

What’s servant leadership

A

Prioritising well being and development of followers

27
Q

What’s the impact of Lewins theories of leadership styles

A

Managers adapt their styles to be situational recognising the diverse needs of teams and contexts

28
Q

What was lewins contributions

A

Bridged earlier motivational theories with organisational dynamics showcasing how leadership can directly influence performance and culture

29
Q

Agency theory

A

Mitnick 1975
Ross 1973
Principal agent relationship
Agents ie managers may not act in best interests of principal ie owners

30
Q

Contribution of agency theory

A

Introduced mechanisms like performance based incentives to align agent behaviour with principal interests

31
Q

Impact of agency theory on management

A

Added economic perspective focused on alignment, control and trust complementary to earlier psychological and leadership theories

32
Q

ADKAR change management theory HIATT 2003

A

Aware - recognise need for change
Desire - willingness to support change
Knowledge - equip ppl with know how
Ability - develop skills to implement
Reinforcement - ensure sustainability of change

33
Q

Contribution of ADKAR

A

Synthesised earlier theories into practical people focused model accountable for structural and human elements

34
Q

Impact of ADKAR on management

A

Provided managers with actionable insights to guide change addressing resistance and ensuring long term adoption

35
Q

Modern perspective of management

A

Adaptability
Innovation
Stakeholder focus

36
Q

How can we incorporate management theories into better public management

A

Efficiency and structure- Fayol
Managing conflict - fox
Employee motivation- mcgregor
Workforce development- human capital trust and expectation- psychological contract
Visionary leadership - leadership styles
Accountability- agency
Change management- ADKAR

37
Q

Example of Fayols theory

A

Streamlining processes in health service by implementing efficient reporting structures and ensuring resources are directed at high priority areas like reducing waiting lists

38
Q

Key applications of fayol

A

Authority and responsibility- empower managers with decision making power while ensuring they’re accountable for outcomes

Unity of direction- align dept objectives with overarching national policies ensuring all units work towards shared goals

39
Q

Outcome of application of fayol

A

Improved org efficiency enabling effective delivery of public projects

40
Q

Key application of Fox in managing conflict

A

Pluralist approach- recognise diverse interests of public servants, citizens and trade unions- requires dialogue and compromise

41
Q

Practical example of Fox frames of reference

A

Use collaborative decision making re public sector pensions by involving union reps and employees in negotiations

42
Q

Outcome of Fox application in managing conflict

A

Enhanced industrial relations

43
Q

Application of mcgregors x y in employee motivation

A

Shift from x top down to y
Allow employees to contribute to decision making process especially in local government ie community planning

44
Q

Practical example of xy

A

Incentives for employees who come up with ideas eg digitising public records
Outcome is higher employee satisfaction

45
Q

Application of human capital theory on workforce development

A

Invest in professional development
Develop leadership training which specifically address public sector challenges including navigating political pressure and managing public accountability

46
Q

Practical example of human capital

A

Upskill upcoming professionals in environmental policy or social services

47
Q

Outcome of applying human capital

A

Future ready workforce adaptable to emerging challenges including navigating political public service

48
Q

Application of psychological contract theory

A

Foster strong contract by addressing employee expectations re security and progression work life balance

Ensure transparency in communication especially on org changes such as dept restructuring

49
Q

Practical application of psychological contract

A

Rollout of remote working demonstrate fairness by ensuring all employees have tools and clear guidelines

50
Q

Outcome of psychological contract application

A

Increased trust and loyalty = better service

51
Q

Lewins leadership application

A

Train leaders in public service to adopt transformational to inspire teams

Encourage servant for leaders to prioritise team and community

52
Q

Outcome of visionary leadership application

A

A culture that motivates employees and drives societal change

53
Q

Application of agency

A

Design systems that align actions of civil servants which meet expectations of government

54
Q

Practical example of agency theory

A

Implement KPIs

55
Q

Outcome of application of agency theory

A

Improved governance and trust

56
Q

Key applications of ADKAR

A

Use it to manage transitions in public sector such as adopting new tech or implementing climate adaptation strategies
A - communicate reason for change
D - engage employees in shaping change
K- provide training
A- support employees with resources
R- recognise achievements and institutionalise changes to make them sustainable

57
Q

Practical example of ADKAR

A

Transition public sector employees to digital platform for citizen engagement to reduce admin burden

58
Q

Outcome of ADKAR example

A

Smooth implementation of reform and advanced tech with little resistance

Institutions (6 decks)

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