Theorists Flashcards
Mintzberg 1939
Interpersonal;
Informational;
Decisional;
Katz 1955
Top managers- conceptual skills, human skills
Middle managers- conceptual skills, human skills, technical skills
Lower level managers- human skills, technical skills
Hobbes 1651
People are untrustworthy;
- and need to be controlled
Locke 1690
Citizens have natural rights to:
- Liberty
- justice
- property
Smith 1776
Wealthy countries have:
Division of labour
Laissez faire economics
Invisible hand
Marx 1867
Capitalism: Economic inequality Alienation Social conflict Worker treated like material goods - commodity
Owen 1821, Proudhon 1857
Democratisation of business
-trade unions
Employee rights
-employee participation/ voice
Henri de Saint-Simon 1821
Industrial society
Capitalist and urban focus
- needs managers
Daniel Bell 1973
Post industrial society
Greater reliance on the service sector
Taylor
“Time study”
One best way
Eliminate ineffiencies, waste, redundancy,
Work simplification- Davison of labour
Gramsci 1948
Fordism
Mass production
-complete des killing
-division of labour
Weber 1922
Bureaucracy Rule by the office Clear hierarchy Positions awarded on merit- performance criteria Division of labour
Durkheim 1893
Alienation
Anomie - normlessness
Leads to crime and suicide
Social ethics (rather than individualistic)
Mayo 1933
Pessimistic reveries
Organisational behaviour –> social and human skills
Building group integrity and solidarity
Maslow 1943, 1954
How do healthy people behave?
Physical needs, safety needs, social needs, esteem needs, self actualisation
Hertzberg 1966
Job enrichment
KITA
Hygiene factors: policies/admin, supervision, working conditions, money status and security, interpersonal relationships
Motivators: recognition, growth and development, responsibility
Argyris 1957
Self actualisation and personality Passive- active Dependence- independence Shallow interests- stronger interests Lack of self awareness- self awareness
McGregor 1960
Theory X: no self motivation, uninterested in work, employees need constant supervision and punishment
Theory Y: intelligent, interested, self motivated, creative, seek responsibility
Fayol 1916
Planning Organisation Commanding (leading) Coordinating/ controlling -a universal function
Schein 1985
Organisational culture
Visible- observed artefacts, espoused values stated by management
Invisible- assumptions
Leadership, values, socialisation
Giddens 1984
Agency - personal agency
Social structure- economic and technological
- social and cultural
Peffer 1981
The omnipotent view
- managers directly accountable for success or failure of an organisation
The symbolic view
- large number of factors outside manager’s control
Barnard 1938
Communication must be accepted by a member of the organisation
Consent to authority
- consistent with the organisation’s purpose
- compatible with personal interests
Follett 1924
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
French and Raven 1959
Five bases of power
- position and resources available
Coercion (resistance), reward and legitimate (compliance), expert and referent (commitment)
Kanter (1979)
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
McClelland 1961
N power
affiliative managers
Personal power managers
Institutional managers- there for the benefit of the organisation
Collinson 1994
Power and resistance Refusal Voice Escape Creativity
Sloan 1963
Decentralisation of firms
Drucker 1954
Management by objectives
Multi form structure
Decentralised decision making
Kaplan and Norton 1992
Key performance indicators
Porter 1979
Five forces framework Generic strategies - cost leadership - differentiation - focus
Schuler and Jackson 1987
Motivation Ability Opportunity Employee voice Organisational culture
Chandler 1962
Structure follows strategy
Mintzberg 1983
Simple structure - entrepreneurial structure or flat structure
Divisionalised form - diversified companies
Handy 1978
Organisational structure Power Role Task Person
Magnum and magnum 1986
Shamrock structure
Core employees, sub contractors and temporary workers
Jackson 1987
International business environment
PESTEL
Political, economic, social, technological, ecological, legal factors
Hofstede 1980
Power distance Individualism vs. collectivism Masculinity vs. femininity Uncertainty avoidance Indulgence vs. resistance Long term (time) orientation
Freeman 1984
Stakeholder model
Employees, shareholders, customers, suppliers, media, government
Brundtland 1987
Sustainability
Meeting needs of the present without compromising the ability of future generations to meet their own needs
Three pillars- economic, social, environmental
Argyris Schon 1974
Double loop learning
- learning from mistakes of the past
Lawrence and lorsch 1969
Organisation’s as open systems - environmental factors
Rates of change in environmental conditions
Deming 1993
System of profound knowledge
- use of statistical quality
- system thinking
- worker psychology
Hochschild 1983
Emotional labour- service management
Emotional style of offering the service is part of the service itself
Ritzer 1992
Neo Taylorism
- efficiency
- calculablity
- predictability
- control
