Human Aspects of the Organisation

Created by: Daniel May
Created on: 20-05-15 22:08

View mindmap

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

Get Revising

Human Aspects of the Organisation

Comments

Similar Accounting resources:

Comments

Related discussions on The Student Room

Similar Accounting resources: