 MAX WEBER AND BUREAUCRACY

CHAPTER # 1  ROSEMARY STEWARD ON

BUREUCRACY
(MANAGEMENT AND  NEO-HUMAN RELATIONS
LEADERSHIP) mind maps THEORY OR BEHAVIOUR
APPROACH:
 MANAGEMENT:  ELTON MAYO AND HUMAN
 MANAGEMENT LEVELS: RELATIONS SCHOOL
 MCGREGOR: THEORY XAND
 Top managers
THEORY Y
 Middle managers
 WILLIAM OUCHI : THEORY Z
 First-line managers
 ROLE OF MANAGEMENT:  Contemporary Management:
 PETER DRUCKER
 MANAGEMENT SCIENCE  ROSABETH MOSS KANTER
APPROACH-OPERATIONAL  HENRY MINTZBERG

RESEARCH:  The Contingency Theory:

 Network analysis
 Game theory
 Queuing theory Enjoy x d!
 Simulation
 Mathematical logic
 Mathematical optimization
 Mathematical modelling
 Holistic approach
 OR IN PRACTICE:
 MANAGEMENT SKILLS:
 Time management
 Communication
 Innovation and creativity
 Coaching and mentoring
 Information gathering
 LEADERSHIP:
 CLASSICAL THEORIES OF
MANAGEMENT:
 FW TAYLOR AND SCIENTIFIC MGT
 HENRY FAYOL AND PRINCIPLES OF
MANAGEMENT
 HENRI FAYOL AND PRINCIPLES OF
ORGANIZATION
 PRINCIPLES OF ORGANIZATION-
LYNDALL URWICK
CHAPTER # 2 (THE  Technological factors:
 Impact of technological change on
BUSINESS organization structure
 Other modern concepts
ENVIRNMENT)mind maps  Ecological factors:
 Ways in which business might
 The Nature of environment impact on environment
 Benefits of economic sustainability
influences: to a range of stakeholders
 The environment of an
organization  Competitive factors:
 Significance of environmental  SWOT analysis
factors and its understanding  Competitive strategy
 Environment scan  Achieving competitiveness: adding
value
 Political and Legal factors:  Value chain analysis
 Examples
 Sources of Legal authority
 PORTER FIVE FORCES MODEL:
 Employment law
 Health and safety law
 Data protection law Enjoy xd!
 Cyber law
 Competition law
 Consumer protection
 Lobby group
 Macro Economics factors:
 Measuring activity in the national
economy
 Economic cycle
 Impact of inflation
 Impact of unemployment
 Worldwide economic recession:
protectionism
 International payment
disequilibrium
 National economic policies
 International economic polies
 Micro Economic factors :
 Pricing decisions
 Price elasticity of demand
 Social, cultural and demographic
factors:
 Effect on business organistion
 Business ethics
CHAPTER # 3  Span of control:
 Tall-narrow
(ORGANISATION  Wide-flat

STRUCTURE) mind maps

 Organization:
 Types of organization:
 Profit oriented
 Not for profit organization
 Stakeholder:
 Internal stakeholders
 Connected stakeholders(not a
part of the organization)
 External stakeholders
 Sources of power (of
stakeholders):
 Power from external source
 Power from internal source
 Stakeholder mapping:
(MENDLOW’S power interest
MATRIX)
A: MINIMAL EFFORT
B: KEEP THEM INFORMED
C: KEEP THEM SATISFIED
D: KEY PLAYERS
 Organization structure:
 Entrepreneurial structure
 Functional organization structure
 Divisional management structure
 Matrix organization
 How to get the job done:
 Job specialization
 Departmentalization
 Restructuring
 Building block:
 Chain of command
 Span of control
 Organizational relationships and
implementing strategy:
 Internal relationships
 Centralized
 Decentralized
 External relationships
 Outsourcing
 Virtual organization
 Contingency theory:
 Benefits
 Consequences
 Burns and stalker:
 Mechanistic
 Organic
 Mintzberg 5 building blocks for
organizational configuration:
 Strategic apex
 Operating core
 Middle line
 Support staff
 Techno structure
 Mintzberg 6 organisational
configuration:
 Simple structure
 Machine bureaucracy
 Professional bureaucracy
 Divisional form
 Advocracy
 Missionary organizations
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CHAPTER # 4 (CHANGE  The 7s approach(Mckinsey)

MANAGEMENT) mind maps

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 The Nature of Change:
 Planned change or proactive
change
 Unplanned change or reactive
change
 Incremental change
 Transformational change
 Triggers for change(reasons of
change):
 External triggers for change-PESTEL
 Internal triggers for change(within
entity)
 Blockages to change
 Reaction to change:
 Entrenchment
 Willing and enthusiastic
acceptance
 Begrudging acceptance
 Strike action
 Managing change :
 Change sponsor
 Change agent
 Shareholders of change
 Guidelines for change(change,
levers and management skills):
 General guideline
 Levers of change
 Skills of managing change
 MODELS FOR MANAGING
CHANGE:
 Lewin (force field analysis):
 Lewin (unfreeze, change, re-
freeze):
 Role of change agent in bringing
change
 The Gemini 4 Rs:
  Power-distance dimensions
CHAPTER # 5  Individualism vs collectivism
 Uncertainty avoidance
(ORGANISATION  Masculinity vs femininity
 Long term orientation vs short
CULTURE) mind maps term orientation

 Culture:
 Organizational culture Enjoy xd!
 Corporate culture
 Workgroup culture
 Creating the organization
culture:
 Culture deciding factors
 The cultural web(JOHSON AND
SCHOLES):
 Routine and rituals
 Stories and myths
 Symbols
 Power structure
 Organizational culture
 Control systems
 Dysfunctional aspects of culture:
 Creating barriers to change
 Creating barriers to diversity
 Creating barriers to mergers and
acquisition
 ORGANISATIONAL CULTURE:
 Edgar and Schein(Three levels of
culture):
 Artefacts
 Exposed values
 The paradigm
 Corporate culture(the views of
Handy):
 Power culture
 Role culture
 Task culture
 Person culture
 Hofstede international
perspective on culture:
  Internal stakeholder
CHAPTER # 6 (EMPLOYEE impact
 External stakeholder
BEHAVIOUR)mind maps impact
 Ways to enhance job satisfaction
 Individual weakness
 Personality
 Job stress:
 Psychological agreement(mental  Triggers of job stress
understanding)  Environmental factors
 Personal factors
 Perception:  Organizational factors
 Three stages of perception process  Strategies and tactics to cope job
 Sensation and perception stress
 Perceptual selectivity
 Internal factors
 External factors
 Perceptual problems and
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distortions when dealing with
people
 Halo effect
 Stereotyping
 Selective perception
 Contrast effects
 Projection
 Attitude:
 Components of attitude
 Knowledge or
informational/cognitive
 Feelings or
emotional/affective
component
 Behavioural component
 Cross-cultural variation in the
basis for attitudes
 Attitude and behaviour
 Changing attitude
 Reasoned action
 Making use of attitude
 Inner needs
 External environment
need
 Job satisfaction:
 Affective job satisfaction
 Cognitive job satisfaction
 The outcomes of job satisfaction
CHAPTER # 7  Law of affect and reinforcement
theory:
(MOTIVATION)mind maps  Selective exposure
 Selective perception
 Early theories, process theories  Selective retention
 Positive reinforcement
and contemporary theories of  Negative reinforcement
motivation:  Reinforcement theory in business

 Early theories of motivation:  Equity and organizational justice:

 MASLOW( Hierarchy of needs)  Perception can be broken into
 Limitations of the following categories
hierarch of needs  Justice research can occur at a
 Why we need Maslow in number of levels including
21st century  Rewards system and motivation:
 HERZBERG(Motivation-Hygiene  Extrinsic and intrinsic reward
theory)  What managers do to motivate
 Process theories of motivation: staff
 VROOM(Expectancy theory)  Reward system and motivation
 Implications of  Performance related pay
expectancy theory for individuals
 McCLELLAND(Motivational needs  Performance related pay
theory) for groups
 Need for achievement  Constructive feedback and
 Need for authority and motivation
power
 Need for affiliation
 Contemporary Motivation- Enjoy xd!
concepts and theories :
 Goal setting
 Mission and mission
statement
 Goals and objectives
 How do goals contribute
to self-motivation?
 How to set effective goals
 Problems sometimes
created by goals
 MANAGEMENT BY OBJECTIVE-
PETER DRUCKER
 The MBO process
 Benefits of MBO
 Disadvantages of MBO
 Self-efficacy
CHAPTER # 8 (TRAIT THEORIES OF LEADERSHIP)mind maps
 Style theories:
 LIPPIT and WHITE leadership styles
 Groups with demographic leader
 Groups with autocratic leader
 Groups with Laissez-faire leader
 BLAKE and MOUTON’S grid
 THE ASHRIDGE model
 TANNEN and ScHMIDT’S leadership continuum
 LIKERT’S leadership style
 Contingency theories:
 FIELDER’S contingency model
 HERSEY and BLANCHARD situational leadership theory
 HANDY’S best fit approach
 Leadership qualities-what leaders do:
 ADAIR’S action-centered leadership
 Achieving the task and meeting demands
 Managing the team
 Managing individuals within group and meeting their needs
 WARREN BENNIS(leaders as enablers and originators)
 JOHN KOTTER: what leaders really do
 RONALD HEIFETZ: leadership as an activity

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  Tools and techniques for building
CHAPTER # 9 team effectiveness
 Group cohesion
(INTRODUCTION TO
WORKGROUPS, TEAMS Enjoy xd!
AND TEAMWORK)mind maps
 Informal workgroups
 Formal workgroups
 Teams
 A successful work team
 Individual and team approaches to
work
 Individual approach
 Team approach
 Team roles(the ideas of
Belbin):
 Doing/acting (3 roles)
 Problems solving/thinking (3 roles)
 Concern for people and feeling
 Managing a team(using the ideas
of Belbin )
 Team formation and
development:
 Tuckman-5 stages on team
development
 Forming
 Storming
 Norming
 Performing
 Dorming
 The value of Tuckman’s
analysis
 Balance theory of group
formation-Theodore Newcomb
 Effective and ineffective teams:
 Characteristics of effective and
ineffective teams
 Evaluating team
performance(success in achieving
objective)
  Conflict resolution process-the
CHAPTER # 10 classical approach

(NEGOTIATION AND
CONFLICT Enjoy xd!

RESOLUTION)mind maps
 Negotiation:
 Stages in negotiation process
 Preparation and planning
 Definition of ground rules
 Clarification and
justification
 Bargaining and problem
solving
 Closure and agreement
 Distributive bargaining and
integrative bargaining
 Skills of an effective negotiator
 High risk and low risk negotiation
techniques
 High risk techniques
 Low risk technique
 Conciliation and arbitration(third
party roles)
 Mediator
 Arbitrator
 Conciliator
 Consultant
 Conflict resolution:
 Sources of conflict
 Intra-individual conflict
 Inter-group conflict
 Benefits and problems
 Functional(constructive) conflict
 Dealing with conflict-THOMAS
and KILMAN
 Competitive
 Compromising
 Avoiding
 Collaborative
 Accommodating
  Expert system
CHAPTER # 11  Advantages
 Disadvantages
(MANAGEMENT  Order processing system
 Inventory control systems
INFORMATION  Personnel systems
 Integrated IT system
SYSTEMS)mind maps  Enterprise resource planning(ERP)

 General systems concepts of

information technology: Enjoy xd!
 Computer systems
 Input devices
 Output devices
 Storage devices
 Computer hardware
 Computer networks
 Client-server computing
 Local area network and wide area
network
 Information technology and
information systems
 System objectives
 Control systems
 Types of information
 Operational information
 Tactical information
 Strategic information
 Role of information systems
 Planning
 Controlling
 Recording transactions
 Performance
management
 Decision making
 Specific IT based system:
 Transaction processing
system(TPS)
 Batch processing
 Online processing
 Real time processing
 Management information
system(MIS)
 Decision support system(DSS)
 Executive information system(EIS)