Human Aspects of the Organisation

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  • Human Aspects of the Organisation
    • Key Concepts in Management
      • Managers manage resources to get things done
      • Classical School
        • Fayol
          • POCCC
            • Planning, Organising, Commanding, Coordinating, Controlling
        • FW Taylor
          • Develop true science of work
          • Scientific Selection &progressive development
          • Plan, measure & control work
          • Cooperation between management & workers
      • Peter Drucker
        • Management by objectives
          • Aligning objectives of department & individuals
      • Management Process
        • Setting objectives for organisation
        • Organising the work
        • Motivating
        • Job of measurement
          • Establish objectives for individuals
          • Analyse actual performance
          • Communicate results
        • Developing People
      • Socio-technical systems (Trist & Bamforth)
        • Friendship groups
          • Better output
      • Mintzberg
        • The Managers Role
          • Interpersonal
            • Figurehead
            • Leader
            • Liaison
          • Informational
            • Monitor
            • Spokesperson
            • Disseminator
          • Decisional
            • Entrepreneur
            • Disturbance Handler
            • Resource allocator
            • Negotiator
      • Authority
        • Charismatic Authority
        • Traditional Authority
        • Rational-Legal
        • Line Authority
          • Over a subordinate
        • Staff authority
          • Giving advice to other managers/departments
      • Human Relations
        • Mayo
          • Worker attitudes & group relations are as important for best output
        • Neo-Human Relations
          • Maslow
            • Hierarchy of Needs
          • Herzberg
            • Hygiene Factors
            • Motivational Factors
      • The Systems Approach
      • Power, Authority, Responsibility & Delegation
        • Types of Power
          • Coercive Power
          • Reward Power
          • Legitimate Power
          • Expert Power
          • Referent Power
          • Negative Power
        • Power - Ability to get things done
        • Responsibility
          • Obligation to fulfil a task they have been given
        • Accountability
          • Liability to be called to account for fulfilment of tasks they have been given
        • Methods of Delegation
          • Abdication
          • Custom and Practice
          • Explanation
          • Consultation
      • Management and Leadership
        • Burns and Boyd
          • Transactional Leader
            • Sees relationship with followers as a trade, rewards for service
          • Transformational Leader
            • Inspires & motivates others to work above levels of compliance
        • Theories of Leadership
          • Trait
            • Based on analysing personality characteristics or preferences of successful leaders
          • Style
            • Leadership is an interpersonal process: different behaviours will influence
          • Contigency
            • There is no 'one best way'
        • Ashridge Management College Model
          • Tells (Autocratic)
          • Sells (Persuasive)
          • Consults
          • Joins
        • Rensis Likert
          • Exploitative Authoritative
          • Benevolent Authoritative
          • Consultative
          • Participative
        • Lewin, Lippitt & White
          • Authoritarian
          • Democratic
          • Laissez-faire
        • Blake & Mouton's Managerial Grid
          • 5 Styles
            • Impoverished (1,1)
            • Country Club (1,9)
            • Task Oriented (9,1)
            • Middle of the Road (5,5)
            • Team (9,9)
        • McGregor
          • Theory X
          • Theory Y
        • F E Fiedler
          • Effectiveness of a work group depends on the situation
            • Relationship between leader & group
            • Extent to which task is defined & structured
            • Power of leader in relation to group
      • Organisational Flexibility
        • Mechanistic (Bureaucratic)
          • Continuous Organisation
          • Official Functions
          • Rules
        • Organic Organisations
          • Have their own structures and control mechanisms
        • The Flexible Firm Model
          • Atkinson - Core-periphery model
            • Core group
            • Peripheral group
        • Handy
          • Shamrock organisation
            • Professional core
            • Flexible labour
            • Contractual fringe
      • Discipline
        • Disciplinary situations
          • Excessive absenteeism
          • Poor timekeeping
          • Inadequate performance
          • Poor attitudes
          • Improper appearance or conduct
          • Breaking safety rules
          • Other violation or rules, regs or procedures
          • Open insubordination
        • The Advisory, Conciliation & Arbitration Service
          • Conciliation
          • Mediation
          • Arbitration
        • Progressive Discipline
          • Informal Talk
            • Warnings
              • Oral Warning
                • First written warning
                  • Final written warning
              • Suspension without pay
                • Demotion
                  • Dismissal
      • Termination of contract
        • Retirement
        • Resignation
        • Dismissal
          • Wrongful dismissal
            • breaches contract of employment
          • Unfair dismissal
            • Unfair selection for redundancy
            • Membership of trade union
            • Pregnancy
            • Insisting on documented payslips and employment paticulars
            • Carrying out health and safety activities at work
        • Redundancy
    • Culture
      • Hofstede
        • the collective programming of the mind which distinguishes the members of one category of people from another
      • Trompenaars
        • Elements of culture
          • The observable
            • Behaviour
            • Artefacts
            • Rituals
          • Values and Beliefs
          • Assumptions
      • The cultural iceberg
        • Overt
          • Differences can be observed, discussed a& dealt with openly
        • Covert
          • Exert influence, without being expressed or acknowledged
      • Mckinsey 7 S model
        • Hard
          • Strategy
          • Structure
          • Systems
        • Soft
          • Shared Values
          • Skills
          • Staff
          • Style
      • The Cultural Web
        • The Paradigm
        • Stories
        • Rituals
        • Control Systems
        • Organisational structure
        • Power structures
        • Symbols
      • Handy 'Gods of Management'
        • Zeus
          • Power Culture
        • Apollo
          • Role Culture
        • Athena
          • Task Culture
        • Dionysus
          • Person Culture
      • Miles & Snow
        • Defenders
        • Prospectors
        • Analysers
        • Reactors
      • Deal & Kennedy
        • Low Risk
        • High Risk
          • Bet your company culture
            • Slow Feedback
              • Process Culture
                • Low Risk
          • Hard 'macho' culture
            • Fast Feedback
        • Slow Feedback
          • Process Culture
          • Fast Feedback
        • Ouchi - Theory Z
          • Long-term employmment, slow-progressing managerial career paths
          • Inplicit onformal controls
          • Collective concensus decision making process
          • Industrial relations characterised by trust, co-operation & mutual adjustment
          • Broad concern for employee welfare
        • The Hofstede model
          • Power Distance
          • Uncertainty Avoidance
          • Individualism
          • Masculinity

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