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15 Cards in this Set
- Front
- Back
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Frederick Taylor (1911) |
Book = Principles of Scientific Management Time-Motion Studies Task specialization top-down leadership Efficiency |
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Henri Fayol (1914) |
Book = 14 Principles of Management Division of Work Discipline Managers plan, organize, lead, and evaluate |
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Max Weber (1904, 1920) |
Books = Economy & Society Protestant Work Ethic & Spirit of Society Father of Bureaucracy Efficiency, clear roles Way to control irrational human behavior Humanistic approach |
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Mary Parker Follett (1940) |
Book = Dynamic Administration Mother of Human Resource Approach Horizontal Communication Humanization of workers |
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Elton Mayo (1932) |
Book = The Human Problems of an Industrialized Civilization Hawthorne Effect / Westinghouse Study If people feel important, they will work harder e.g. it didn't matter what level of light they had |
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Michael Fullan (2001) |
Book = Leading in a Culture of Change 5 Components of change leadership: (1) moral purpose, (2) understanding change, (3) building relationships, (4) creating/sharing knowledge, (5) making coherence |
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Rensis Likert (1961) |
Book = New Patterns of Management 5 Point Likert Scale, interest inventory that measures people's attitudes 4 Management Systems: (1) exploitative/authoritative, (2) benevolent/authoritative, (3) consultative, & (4) participative |
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Chris Argyris (1974) |
Book = Theory in Practice Bureaucratic vs. Democratic work conditions Bureaucracy leads to mistrust and shallow relationships, while democratic leads to trust and authentic relationships Hard (authoritative) vs. Soft (persuasive) |
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Douglas McGregor (1960) |
Book = The Human Side of Enterprise Theory X = extrinsic motivation, ex: money Theory Y =intrinsic motivation, ex: work is play |
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William Ouchi (1971) |
Book = Theory Z: How American Business Can Meet the Japanese Challenge Japanese Management style is built on loyalty and having a job for life, focus is on well-being of the employee, balance private/work life |
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Abraham Maslow (1943) |
Article = A Theory of Human Motivation Hierarchy of needs: psychological -> safety -> love/belonging -> esteem -> self actualization |
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John Gardner (1990) |
Book = On Leadership Leaders vs. Managers Leaders: think long term, think globally, reach outside their jurisdiction, emphasize vision, values & mission, political skills, think about renewal |
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Posner & Kouzes (1987) |
Book = The Leadership Challenge
Transformational Leadership
5 Practices = 1. Model the Way, 2. Inspire a Shared Vision, 3. Challenge the Process, 4. En able Others to Act, 5. Encourage the Heart
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Bolman & Deal (1997) |
Book = Reframing Organizations: Artistry, Choice & Leadership Four Frames: 1. Structural Frame (Factory), 2. Human Resources Frame (Family), 3. Political (Jungle), and 4. Symbolic (Carnival) |
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Peter Senge (1990) |
Book = The Fifth Discipline 5 disciplines: 1. personal mastery, 2. mental models, 3. team learning, 4. shared vision, 5. systems thinking |
