Mendelow MendelowsMatrixStakeholders&PowerVSInterestHightpower&highinterestkeyplayersHightpower&lowinterestkeepsatisfiedLowpower&highinterestkeepinformedLowpower&lowinterestminimalefforts Anthony PlanningLevelHierarchySTO Strategic Tactical Operational Porter valuechain ITHR inboundreceivingwarehousingdistributiontransformingwarehousing/distributionoffinishedgoods/ Fivecompetenceforce Threatofnewentrantseconomiesofscaleproductdifferentiationgoodbrandname&customerloyaltycapitalrequirementswitchingcostaccesstodistributionchannelslearningcureveadvantage/substitutecustomers/supplierscompetitiverivalry GenericStrategies CostleadershipDifferentiationunique Focuscostfocus/differentiationfocus Schein DeterminantaoforganizationcultureP160 ArtifactsValues&BeliefsAssumptions Handy Organizationculture P162 Powerculture/Zeus Roleculture/Apollo TaskculturematrixstructureAthena PersoncultureDionysus Hofstede Internationalculture powerdistance &individualism&collectivism&*masculinity&femininity&uncertaintyavoidance&Long&shorttermorientation LeaderVSManagerKotter&BennisKotter MngtComplexityprocess&structureanalysis&controlLeadershipchangeBennis Mngtsystemshorttermpeoplelongterm Scientific/classicaltheoryofmanagementFayolTaylorThehumanrelationsschoolMayo FunctionsofamanagerMintzberDrucker Fayol fivefunctionsofmanagementPOCCC Planningdetermineobjectivesstrategiespoliciesprogrammes&proceduresforachievingtheobjectivetheorg&sub-units Organizingestablishstructureoftaskdelegateauthoritytocarryouttasksprovidingsystemsofinf.&communicationforco-ordinationofactivities Commandinggivinginstructions Coordinatingharmonizingthegoalsandactivitiesofindividualsandgroupswithintheorganization Controllingmeasuring&correcting/MotivatingCommunicatingTaylor 44pieceworkPrinciples ThedevelopmentoftruescienceofworkThescientificselection&progressivedevelopmentofworkers Theapplicationsoftechniquestoplan Theconstant&intimateco-operationTechniques WorkstudytechniquesPlanning&doingwereseparated Jobsweremicro-designedWorkerswerepaidincentivesMayo HumanRelationSchoolsocialrelationships Hawthorne MarslowHertzberg Neo-humanrelations anopen,dynamicorganismwithhumanpsychologicalneedsofgrowth,challenge,responsibilityandfulfillment PeterDrucker ManagementProcess managementconceptsandpracticesamanagerorabusinesshasonebasicfunctioneconomicperformance5 Druckeroverridingresponsibilityeconomicperformance Mintzberg Managerroles310 3interpersonalinformationaldecisional10334 figureheadleaderliaisonperson monitorspokesmandisseminator entrepreneurrecourseallocationadministratornegotiatormediator LeadershipTraitStyleContingentTraitCertaincharacteristicscommontosuccessfulleader StyleAshridgeMGMBlake&MoutonMGMGridContingentFiedlerPDMs&PCMsAdairACLHelfetzDispersedLeadership StyleAshridgeMGMBlakeandMoutonMGMGrid Ashridge ManagementCollegeModel4 TellsautocraticSellspersuasiveConsultsJoinsdemocraticconsensus BlakeandMouton ManagementGrid*5 1.1Impoverishedlow9.9Teamhigh 5.5MiddleRoaddampenedpendulum1.9CountryClub 9.1Taskmanagement Contingency*FiedlerPDM&PCMAdairACL Fiedler Natureofleadershipattitudesituation PDMsPCMs FiedlerPDMstructuredOKPCMfavourableOK JohnAdair ACL Effectiveleadershipisaprocessofidentifyingandactingonthatpriority,exercisingarelevantclusterofrolestomeetthevariousneeds. initiatinginformation-seekingdiagnosingopinion-seekingevaluatingdecision-making goal-settingfeedbackrecognitioncounsellingtraining encouragingpeace-keepingclarifyingstandard-seeking Heifetz DispersedLeadership P352BelbinTuckman Belbin Teamroletheory9 *Plantcreativeimaginativeunorthodox *Resourceinvestigatorextrovertenthusiasticcommunicative/ *Co-ordinatorChairmanmatureconfidentachairperson *Shaperchallengingdynamicstriveonpressure/ *Monitor/Evaluatorstrategicdiscerningaccuratejudgement *TeamWorkercooperativecalmwaters Implementercompanyworker Completer/finisher Specialistsingle-mindedself-startingdedicated Tuckman Teamdevelopmentprocess4FSNPP355 Forminginitialstageintroducingnewideastryingtofindouteachother Storminggrowingstageopenningconflictunavoided Normingmaturenorms&regulationsPerforming Dorming Mourning/adjourning/groupbreaksupformingstage *P366 Whatmotivatespeople Maslow HierarchyofneedsP367