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intro. To Management > Theorists > Flashcards

Theorists Flashcards

1
Q

Mintzberg 1939

A

Interpersonal;
Informational;
Decisional;

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2
Q

Katz 1955

A

Top managers- conceptual skills, human skills
Middle managers- conceptual skills, human skills, technical skills
Lower level managers- human skills, technical skills

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3
Q

Hobbes 1651

A

People are untrustworthy;

- and need to be controlled

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4
Q

Locke 1690

A

Citizens have natural rights to:

  • Liberty
  • justice
  • property
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5
Q

Smith 1776

A

Wealthy countries have:
Division of labour
Laissez faire economics
Invisible hand

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6
Q

Marx 1867

A 
Capitalism:
Economic inequality
Alienation 
Social conflict
Worker treated like material goods - commodity
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7
Q

Owen 1821, Proudhon 1857

A

Democratisation of business
-trade unions
Employee rights
-employee participation/ voice

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8
Q

Henri de Saint-Simon 1821

A

Industrial society
Capitalist and urban focus
- needs managers

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9
Q

Daniel Bell 1973

A

Post industrial society

Greater reliance on the service sector

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10
Q

Taylor

A

“Time study”
One best way
Eliminate ineffiencies, waste, redundancy,
Work simplification- Davison of labour

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11
Q

Gramsci 1948

A

Fordism
Mass production
-complete des killing
-division of labour

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12
Q

Weber 1922

A 
Bureaucracy
Rule by the office
Clear hierarchy 
Positions awarded on merit- performance criteria 
Division of labour
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13
Q

Durkheim 1893

A

Alienation
Anomie - normlessness
Leads to crime and suicide
Social ethics (rather than individualistic)

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14
Q

Mayo 1933

A

Pessimistic reveries
Organisational behaviour –> social and human skills
Building group integrity and solidarity

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15
Q

Maslow 1943, 1954

A

How do healthy people behave?

Physical needs, safety needs, social needs, esteem needs, self actualisation

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16
Q

Hertzberg 1966

A

Job enrichment
KITA
Hygiene factors: policies/admin, supervision, working conditions, money status and security, interpersonal relationships
Motivators: recognition, growth and development, responsibility

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17
Q

Argyris 1957

A 
Self actualisation and personality 
Passive- active
Dependence- independence
Shallow interests- stronger interests
Lack of self awareness- self awareness
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18
Q

McGregor 1960

A

Theory X: no self motivation, uninterested in work, employees need constant supervision and punishment
Theory Y: intelligent, interested, self motivated, creative, seek responsibility

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19
Q

Fayol 1916

A 
Planning 
Organisation
Commanding (leading)
Coordinating/ controlling
-a universal function
20
Q

Schein 1985

A

Organisational culture
Visible- observed artefacts, espoused values stated by management
Invisible- assumptions
Leadership, values, socialisation

21
Q

Giddens 1984

A

Agency - personal agency
Social structure- economic and technological
- social and cultural

22
Q

Peffer 1981

A

The omnipotent view
- managers directly accountable for success or failure of an organisation
The symbolic view
- large number of factors outside manager’s control

23
Q

Barnard 1938

A

Communication must be accepted by a member of the organisation
Consent to authority
- consistent with the organisation’s purpose
- compatible with personal interests

24
Q

Follett 1924

A

Solutions should be acceptable to all parties
- power with (co action) replaces power over (coercion)
-authority based on knowledge not will
Law of the situation

25
Q

French and Raven 1959

A

Five bases of power
- position and resources available
Coercion (resistance), reward and legitimate (compliance), expert and referent (commitment)

26
Q

Kanter (1979)

A

Power failure
First line supervisors
Staff professionals
Top executives: nepotism (comfort of like minded colleagues)
Doing the right things to obtain power: extraordinary, visible and relevant activities

27
Q

McClelland 1961

A

N power
affiliative managers
Personal power managers
Institutional managers- there for the benefit of the organisation

28
Q

Collinson 1994

A 
Power and resistance 
Refusal 
Voice
Escape
Creativity
29
Q

Sloan 1963

A

Decentralisation of firms

30
Q

Drucker 1954

A

Management by objectives
Multi form structure
Decentralised decision making

31
Q

Kaplan and Norton 1992

A

Key performance indicators

32
Q

Porter 1979

A 
Five forces framework 
Generic strategies 
- cost leadership 
- differentiation
- focus
33
Q

Schuler and Jackson 1987

A 
Motivation
Ability
Opportunity
Employee voice
Organisational culture
34
Q

Chandler 1962

A

Structure follows strategy

35
Q

Mintzberg 1983

A

Simple structure - entrepreneurial structure or flat structure
Divisionalised form - diversified companies

36
Q

Handy 1978

A 
Organisational structure 
Power
Role
Task
Person
37
Q

Magnum and magnum 1986

A

Shamrock structure

Core employees, sub contractors and temporary workers

38
Q

Jackson 1987

A

International business environment
PESTEL
Political, economic, social, technological, ecological, legal factors

39
Q

Hofstede 1980

A 
Power distance
Individualism vs. collectivism
Masculinity vs. femininity 
Uncertainty avoidance
Indulgence vs. resistance
Long term (time) orientation
40
Q

Freeman 1984

A

Stakeholder model

Employees, shareholders, customers, suppliers, media, government

41
Q

Brundtland 1987

A

Sustainability
Meeting needs of the present without compromising the ability of future generations to meet their own needs
Three pillars- economic, social, environmental

42
Q

Argyris Schon 1974

A

Double loop learning

- learning from mistakes of the past

43
Q

Lawrence and lorsch 1969

A

Organisation’s as open systems - environmental factors

Rates of change in environmental conditions

44
Q

Deming 1993

A

System of profound knowledge

  • use of statistical quality
  • system thinking
  • worker psychology
45
Q

Hochschild 1983

A

Emotional labour- service management

Emotional style of offering the service is part of the service itself

46
Q

Ritzer 1992

A

Neo Taylorism

  • efficiency
  • calculablity
  • predictability
  • control

intro. To Management (1 decks)

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