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72 Cards in this Set
- Front
- Back
- 3rd side (hint)
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Fayol - features of management |
Planning organising Coordination commanding Controlling |
Poccc |
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Mintzbergs 10 roles - interpersonal |
Figurehead Leader Liason |
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Mintzbergs 10 roles - informational |
Monitor Disseminator Spokesperson |
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Mintzbergs 10 roles - decisional |
Entrepreneur Disturbance handler Resource allocator Negotiator |
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6 management concepts |
Power Authority Responsibility Accountability Empowerment Delegation |
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5 bases of power |
Reward Coercive Referent Expert Legitimate |
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Authority 3 bases |
Charismatic - personality Traditional - authority practice and customs Rational legal - position held |
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Methods of delegation |
Abdication Explanation Custom and practice Consultation |
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4 schools of management theories |
Classical Human relations Systems theory Contingency theory |
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Classical theories |
Taylors - scientific management Weber - bureaucratic management |
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Taylors scientific management |
One best approach Fair pay fair work Well trained employees |
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Weber - bureaucratic management |
Hierarchy Structures govern decision s Specialisation in duties Formalisation and standardisation |
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Human relations theories |
Herzberg - hygiene and motivation factors Maslow - hierarchy of needs |
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Maslow hierarchy of needs |
Self fulfilment Ego Social Safety, security Basic |
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Systems theories |
Trist and Bamforth |
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Contingency theories |
Burns and stalker - mechanistic vs organic |
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Mechanistic orgs |
Clear roles and authority Hierarchy Local recruitment Think weber Bureaucracy |
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Orcanic orgs |
Skills knowledge experience = valuable resource Communication in all direction Consultation based leadership Commitment to task > loyalty and obedience |
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Leadership - can come about by... |
Elected Emerge Appointed |
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Leadership - types |
Charismatic Traditional Situational Appointed Functional |
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Leadership major schools |
Personalised trait quality Style Contingency, Situational Transformational, transactional |
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Style theories |
Mcgregor - theory x, y Lewin - 3 styles Blake and mouton - grid |
Successful leaders exhibit a pattern of behaviour |
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Contingency Situational theories |
Adair - action centered leadership Fiedler - contingency model |
No one best style - a good leader will change style to suit the situation |
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Transformational transactional theories |
Bennid (boyd) |
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Lewis 3 different styles |
Democratic Laissez-faire Authoritarian |
How affect production and satisfaction |
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Adair - action centered leadership |
How leader meets + balances Task Group Individuals |
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Fiedler contingency model |
2 leadership styles PDMs PCMs |
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Boyd - skills required |
Antocipatory Visioning Value congruence Empowerment Self understanding |
Avves |
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Grievance procedure |
Discuss with colleague Talk to supervisor Talk to his senior, notify hr Distinguish between individual and collective Colleague to be permitted to be part State timetable and deadlines |
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Resolving grievance without tribunal |
Arbitration Meditation Conciliation |
3 approaches |
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Arbitration |
Independent Legally binding Speedy private |
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Meditation |
Imperial 3rd du facilitates discussion - reach Mutually satisfactory conclusion Speedy Avoid stress |
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Conciliation |
Build positive relationships Avoid stress Lessen damaged relationships |
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Handy - culture |
The way we do things around here is the sum of Belief Knowledge Attitudes Norms and customs |
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Schein - levels of culture |
Artifacts Espoused values Basic assumptions |
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Artifacts |
Seen heard observed Dress codes, uniforms, logos |
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Espoused values |
From stories and opinions Language, behaviour, justifications |
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Basic assumptions |
So deeply embedded members aren't aware |
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Influences on culture |
Size Age History Tech Diversity Ownership |
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Types of organisational control |
Personalised central Bureaucratic Output Clan / cultural |
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Personalised Central control |
Small manager owned orgs |
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Bureaucratic control |
Formalised rules standards Hierarchy Rewards and punishments |
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Output control |
Measurement of output Specialisation and standards Facilitates delegation without need for bureaucratic control |
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Clan / cultural control |
Employees have strong identification with goals Careful selection |
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Employees performance appraisal - TARA |
Targets Actual results monitored Review Action plan |
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Performance appraisal - approaches |
Ranking system Unstructured format Self rating 360 |
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Ducker 8 key objectives |
Profitability Innovation Market standing Productivity Financial /physical resources Managerial performance Worker performance Public responsibility |
Pimp fmwp |
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Balanced scorecard - perspectives |
Financial Customer Internal business process Learning and growth |
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Group cohesiveness - factors 3 |
Membership factors Environmental factors Dynamic factors |
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Cohesiveness - Membership factors |
Homogenity Alternatives Size of the group Membership in other groups |
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Cohesiveness - environmental factors |
Tack Isolation Climate of leadership |
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Cohesiveness - dynamic factors |
Continual change Success / failure |
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Group types |
Formal Informal Reference Self directed |
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Issues - groups |
Abilene paradox Risky shift Conformity Group think |
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Abilene paradox |
Outcome none wants |
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Team stages |
Forming Storming Norming Performing Adjourning |
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Belbins team roles |
Coordinator Shaper Plant Monitor evaluator Resource investigator Implementer Team worker Completer finisher Specialist |
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Distributive leadership is facilitated by |
Shared purpose Social support Voice |
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Conflicts require 3 ingredients |
Group identification Observable group differences Frustration |
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Managing conflicts - approaches |
Confrontation 3rd party consultants Inter group training Member rotation Subordinate goals |
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Communication process - 6 steps |
Sender Encoding Channel Receiver Decoding Feedback |
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Communication - noise |
Environmental/physics Physiological Semantic Psychological |
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Meetings - 8 steps |
Determine purpose Establish who should attend Decide agenda Make suitable arrangement Facilitate discussion Manage plan of action Summarise Publish results /minutes |
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Cialdinis six principles of influence |
Reciprocity Commitment Social proof Liking Authority Scarcity |
Can be used when there is a need to influence |
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3 communication skills |
Influence Power Negotiation |
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Negotiation process |
Preparation Opening Bargaining Closing |
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Conflicts - causes |
History Differences Limited resources Interdependencies Misunderstanding s Change Stress, failure |
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Conflicts - types |
Horizontal Vertical Constructive Destructive
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Mainwaring - managing conflicts |
Conflict simulation and orchestration Conflict suppression Conflict reduction Conflict resolution |
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Conflict suppression |
Avoid, using authority |
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Conflict reduction |
Change reduction |
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Conflict resolution |
Eliminate root cause |
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