Professional Documents
Culture Documents
Mendelow
s Matrix
Stakeholders
&
Power VS Interest
key players
keep satisfied
keep informed
minimal efforts
Anthony
Planning Level
Hierarchy
STO
Strategic
Tactical
Operational
Porter
value chain
IT
HR
inbound
receiving
warehousing
distribution
transforming
Threat
of
new
entrants
economies
of
scale
product
differentiation
good
brand
name
&
customer
loyalty
capital
requirement
switching
cost
access
to
distribution
channels
/substitute
customers
/suppliers
competitive rivalry
Generic Strategies
Cost leadership
Differentiation
unique
Focus
cost focus
/differentiation focus
Schein
P160
Artifacts
Values&Beliefs
Assumptions
Handy
Organization culture
P162
Power culture
Zeus
Role culture
Apollo
Task culture
matrix
structure
Athena
Person culture
Dionysus
Hofstede
International culture
power distance
&
&
&
uncertainty avoidance
&
Leader VS Manager
Kotter
Mngt
Complexity
process
&
structure
analysis
&
control
Leadership
change
Bennis
Mngt
system
short term
people
long term
Fayol
Taylor
Mayo
Functions of a manager
Mintzber
Drucker
Fayol
POCCC
Planning
determine objectives
strategies
policies
the objective
Organizing
establish
structure
of
task
delegate
authority
to
carry
out
tasks
providing
Commanding
giving instructions
Coordinating
harmonizing
the
goals
and
activities
of
individuals
and
groups
within
the
organization
Controlling
Motivating
Communicating
Taylor
piecework
Principles
Techniques
Mayo
social relationships
Hawthorne
Marslow
Hertzberg
Neo-human relations
an
open,
dynamic
organism
with
human
psychological
needs
of
growth,
challenge,
Peter Drucker
Management Process
economic performance
Drucker
overriding responsibility
economic
performance
Mintzberg
Manager roles
10
interpersonal
informational
decisional
10
figurehead
leader
liaison person
monitor
spokesman
disseminator
entrepreneur
negotiator
mediator
Leadership
Trait
Style
Contingent
Trait
Style
Ashridge
MGM
MGM Grid
Contingent
Fiedler
PDMs&PCMs
Adair
ACL
Helfetz
Dispersed Leadership
Style
Ashridge
MGM
MGM Grid
Ashridge
Tells
autocratic
Sells
persuasive
Consults
Joins
democratic
consensus
Management Grid
*5
1.1 Impoverished
low
9.9 Team
high
dampened pendulum
Contingency
Fiedler
PDM&PCM
Adair
ACL
Fiedler
Nature of leadership
attitude
situation
PDMs
PCMs
Fiedler
PDM
structured
OK
PCM
favourable
OK
John Adair
ACL
Effective
leadership
is
process
of
identifying
and
acting
on
that
priority,
exercising
initiating
information-seeking
diagnosing
opinion-seeking
evaluating
decision-making
goal-setting
feedback
recognition
counselling
training
encouraging
peace-keeping
clarifying
standard-seeking
Heifetz
Dispersed Leadership
P352
Belbin
Tuckman
Belbin
*Plant
creative
imaginative
unorthodox
*Resource investigator
extrovert
enthusiastic
communicative
*Co-ordinator
Chairman
mature
confident
a chair person
*Shaper
challenging
dynamic
strive
on
pressure
*Monitor/Evaluator
strategic
discerning
accurate judgement
*Team Worker
cooperative
calm waters
Implementer
company
worker
Completer/finisher
Specialist
single-minded
self-starting
dedicated
Tuckman
FSNP
P355
Forming
initial stage
each other
Storming
growing stage
Norming
mature
Performing
Dorming
Mourning/adjourning
group breaks up
forming stage
P366
Maslow
Hierarchy of needs
P367