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Mendelow

Mendelow

s Matrix

Stakeholders

&

Power VS Interest

Hight power & high interest

key players

Hight power & low interest

keep satisfied

Low power & high interest

keep informed

Low power & low interest

minimal efforts

Anthony

Planning Level

Hierarchy

STO

Strategic

Tactical

Operational

Porter

value chain

IT

HR

inbound

receiving

warehousing

distribution

transforming

warehousing/distribution of finished goods

Five competence force

Threat

of

new

entrants

economies

of

scale

product

differentiation

good

brand

name

&

customer

loyalty

capital

requirement

switching

cost

access

to

distribution

channels

learning cureve advantage

/substitute

customers

/suppliers

competitive rivalry

Generic Strategies

Cost leadership

Differentiation

unique

Focus

cost focus

/differentiation focus

Schein

Determinanta of organization culture

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

&

individualism & collectivism

&

*masculinity & femininity

&

uncertainty avoidance

&

Long & short term orientation

Leader VS Manager

Kotter & Bennis

Kotter

Mngt

Complexity

process

&

structure

analysis

&

control

Leadership

change

Bennis

Mngt

system

short term

people

long term

Scientific/classical theory of management

Fayol

Taylor

The human relations school

Mayo

Functions of a manager

Mintzber

Drucker

Fayol

five functions of management

POCCC

Planning

determine objectives

strategies

policies

programmes & procedures for achieving

the objective

the org & sub-units

Organizing

establish

structure

of

task

delegate

authority

to

carry

out

tasks

providing

systems of inf. & communication for co-ordination of activities

Commanding

giving instructions

Coordinating

harmonizing

the

goals

and

activities

of

individuals

and

groups

within

the

organization

Controlling

measuring & correcting

Motivating

Communicating

Taylor

piecework

Principles

The development of true science of work

The scientific selection & progressive development of workers

The applications of techniques to plan

The constant & intimate co-operation

Techniques

Work study techniques

Planning & doing were separated

Jobs were micro-designed

Workers were paid incentives

Mayo

Human Relation School

social relationships

Hawthorne

Marslow

Hertzberg

Neo-human relations

an

open,

dynamic

organism

with

human

psychological

needs

of

growth,

challenge,

responsibility and fulfillment

Peter Drucker

Management Process

management concepts and practices

a manager or a business has one basic function

economic performance

Drucker

overriding responsibility

economic

performance

Mintzberg

Manager roles

10

interpersonal

informational

decisional

10

figurehead

leader

liaison person

monitor

spokesman

disseminator

entrepreneur

recourse allocation administrator

negotiator

mediator

Leadership

Trait

Style

Contingent

Trait

Certain characteristics common to successful leader

Style

Ashridge

MGM

Blake & Mouton

MGM Grid

Contingent

Fiedler

PDMs&PCMs

Adair

ACL

Helfetz

Dispersed Leadership

Style

Ashridge

MGM

Blake and Mouton

MGM Grid

Ashridge

Management College Model

Tells

autocratic

Sells

persuasive

Consults

Joins

democratic

consensus

Blake and Mouton

Management Grid

*5

1.1 Impoverished

low

9.9 Team

high

5.5 Middle Road

dampened pendulum

1.9 Country Club

9.1 Task management

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

relevant cluster of roles to meet the various needs.

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

Team role theory

*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

Team development process

FSNP

P355

Forming

initial stage

introducing new ideas

trying to find out

each other

Storming

growing stage

openning conflict unavoided

Norming

mature

norms & regulations

Performing

Dorming

Mourning/adjourning

group breaks up

forming stage

P366

What motivates people

Maslow

Hierarchy of needs

P367