Theorist Theory Basics of theory

Mintzberg Strategy Strategy must be crafted. A purely deliberate strategy hampers learning rapidly fro
Taylor: Scientific man Work study scientific, work planning seperate; Pay incentives motivate, effiicient w
Drucker: Management process(MBO)and MBO: Managing
_x0002_ _x0002_ Setting objectives _x0002_ Organising the work _x0002
?? ?? workers and work
Elton
PeopleMayo HR
are motivated by a variety of psychological
needs including social needs.
Maslow and Her Neo-human relatworkers have higher-order needs including personal dev'p't.
Mintzberg: what managersRoles: Interpersonal; Informational; Decisional
French and Ra Sources of p Authoritarian
Coercise; Resource; legitimate; expert; referent; negative
Tannenbaum aSprectrum OF Task - Democratic Rel'p
McGregor) Theory X & Y authoritative; Benevolent
Likert four managemeauthoritative; Consultative; Participative
Ashridge ManaTells (sells), Sells (persuads), Constults (consults), Joins (democratic)
Blake and MouThe Managerialimpoverished:, country club, task management; middle of the road; team
Adair Action-centredLeadership activities must satisfy task; group; ind'l needs of specific situation.
Hershey and BSituational leaHigh readiness = delegation; high moderate readiness = participating; low modera
Fiedler contingency mPosition power; task structure; leader-subordinate relations
Fayol: What do manag Planning: Organising: Commanding: Co-ordinating: Controlling
SHARED
McKinsey 7S VALUES
Harrison OrganisationalPower culture (Zeus); Role culture (Apollo); Task Culture (Athena); Perso
Miles and Sno Strategic cultuDefenders: Prospectors: Analysers: Reactors:
Denison Culture and th Strategic orientation & enviromental response required: Stable internal =
Deal and Kenncorporate cult Risk taking & speed of feedback: Bet your company; hard/ macho; proce
The Hofstede model of nationPower distance; Uncertainty avoidance; Individualism; Masculinity.
Ouichi Theory Z Combines the best of US and Japanese cultural styles.
Negotiation Pr Prep; opening; bargaining; closing
Thomas Thomas framew Avoidant (neglect); Accommodative (appeasement);Competitive (domin
Anthony Levels of ContrStrategic, tactical, operational
Ouchi 3 control strateg Market control;orBureaucratic
Input-focused output-focusedcontrol; Clan control
Johnson and Sccontrol processeDirect or indirect
Help ensure compliance with
Turnbull ReportInternal control laws and regulations.
Appropriateness
6 A's of Effect Affordability
Maier The appraisal in Tell and sell;
_x0002_ Tell & listen;
Manipulation andProblem-solving.
co-operation - Managers must prepare & fo
Kotter and SchOvercoming sta _x0002_
StrategicCoercion,
leaders (5implicit and explicit
approaches = Strategic analysis,
Johnson, Schol3 groups of ch _x0002_ Human assets, Expertise, Control, Change as continuous proces
PRINCE (PRojects IN Controll scaleable; defines clear management structure; focus = delivering produ
PRINCE2 Business Managing
_x0002_ case; plans (product>process);
product controls;
delivery: controls risk; done
the work quality;
by change c
specialist
PRINCE2 Processes _x0002_ Closing a project: checks and reports on success via a project c
4D Model Define; Design; Deliver; Develop
5 stages of risk managementIdentify & record; assess; plan strategies; carry out risk management str
Tuckman Development oForming; Storming; Norming; Performing
Belbin Team roles Co-ordinator (presides); shaper (spurs to action); plant (imaginative idea
How to organise Market vs HierarTransactional
Relationship-specific
_x0002_
assets costs:
Likewise,
are costs
assets associated
contracting
which for
have w/ contracts
non-core
little vsand
orservices costs
no application associated
supplies
outsidecan
of aw/
red
s
Asset specifici commercial relationship.
_x0002_ Divisional form of organisation can reduce extent of bureaucrac
y hampers learning rapidly from experience. A purely emergent strategy hampers control.
centives motivate, effiicient work environment
_ Organising the work _x0002_ Motivating _x0002_ Measuring results _x0002_ Developing people

ersonal dev'p't.

eferent; negative

nt; middle of the road; team

eeds of specific situation.
ss = participating; low moderate readinesss = selling; low readiness = telling.
nate relations
ting: Controlling

sk Culture (Athena); Person Culture (Dionysus)

required: Stable internal = Consistency bureaucracy; Stable external = Mission (hospital; change internal = In
mpany; hard/ macho; process; work hard/ play hard
dualism; Masculinity.

ment);Competitive (domination); Sharing (compromise); Collaborative (integration)

anagers must prepare & follow up on any actions.

nalysis,
ange as continuous process); middle management; outsiders
e; focus = delivering products; business case = fundamental
ols;work
he risk; done
quality;
by change control;
specialists configuration management (total spec); organisation (4 layers of management
and contractors
on success via a project closure meeting

y out risk management strategies; review & monitor

 n); plant (imaginative ideas); monitor-evaluator (judges analytically); Resource-investigator (explores opportuni
acts vsand
vices costs associated
supplies w/ premises,
can reduce services,
cost and employment, admin.
complexity.
duce extent of bureaucracy and subversion of mission
pital; change internal = Involvement focus on motivation. Change external = Adaptability organismic

(4 layers of management cover all eventualities: Corporate/ p rogramme management; programme board; proj
ator (explores opportunities); Implementer (practical); Team worker (supportive, diplomatic); Completer (delive
lity organismic

programme board; project manager; stageg/ team managers).

matic); Completer (delivery anxious); Specialist (dedicated, single-minded).