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Management Theory Flashcards

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1
Q

What is management

A

The process of coordinating and overseeing the work of others to achieve organisation goals efficiently and effectively- involves planning, organising, leading and controlling resources

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2
Q

What are the origins of management

A

Renaissance Italy - maneggiere
Industrial Revolution
Europe - menagement
Modern Era

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3
Q

What’s the timeline of management theory development

A

1916 - Fayols
1960 - mcgregor xy
1964 - Becker human capital
1966 - foxes frames of reference
1975 agency
1979 - lewin leadership styles
1989 -Rousseau psych contract
2003 - ADKAR change management

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4
Q

Explain Fayols principles

A

Proposed 14 principles
Eg division of work, authority, discipline and unity of command

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5
Q

What were the limitations of Fayols theory

A

Mechanistic
Assumes static environments
No account for human behaviour or conflict

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6
Q

What was Fayols contribution

A

Created framework to formalise managerial roles - this was crucial for transitioning small organisations to larger hierarchical

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7
Q

Key ideas of Foxes frames of reference 1966

A

Identified 3 perspectives in workplace relations
Unitary harmonious/conflict
Pluralist competing interests/conflict is inevitable and manageable
Radical Marxist systemic inequalities and power imbalances

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8
Q

What was Foxes contribution

A

Highlighted sociopolitical nature of organisations contrasting Fayols structural approach by emphasising different perceptions and stakeholder interests

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9
Q

What was Foxes impact on management

A

Managers consider diverse employee perspectives preparing way for theories that focus on psychological and motivational aspects

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10
Q

What were key ideas of mcgregors theory 1960

A

Theory x- assumes employees are lazy, dislike work and need constant supervision

Theory y- assumes employees are self motivated seek responsibility and are capable of innovation

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11
Q

What’s mcgregors contribution

A

Encouraged managers to reconsider their assumptions about employees and advocate for empowerment and participative decision making under theory y

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12
Q

Mcgregors impact on management

A

Laid groundwork for people orientated leadership styles influencing future motivation theories like Herzberg and maslow

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13
Q

Frederick Herzbergs theory

A

The Motivation to Work 1959
Bernard Mausner
Barbara Bloch Snyderman
Motivator Hygiene 2 factor
Motivator ensures job satisfaction
Lack of hygiene ensures job dissatisfaction

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14
Q

Maslows theory

A

Theory of hierarchical needs 1954
D set and b set 1943
Each must be met before one can level up
Self actualisation
Self esteem
Social
Safety
Physiological

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15
Q

What’s Beckers theory

A

Human capital 1964

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16
Q

Key ideas of beckers theory

A

Emphasised investment in employee skills and education to enhance organisation productivity and economic performance

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17
Q

Contribution of beckers human capital theory

A

Reframed employees as assets

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18
Q

Impact of beckers theory on management

A

Aligned with mcgregors emphasising employee potential and need for organisations to invest in workforce development

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19
Q

Rousseaus theory

A

1989
Psychological contract theory

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20
Q

Key ideas of Rousseau theory

A

Described the unwritten contract between employees and employers eg fairness job security

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21
Q

Impact of Rousseaus theory on management

A

Managers realised that Maintaining psychological contract was critical for engagement loyalty and retention complementing human centric of mcgregors and becker

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22
Q

Contribution of Rousseau theory

A

Emphasised trust, mutual respect and fairness

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23
Q

Lewin1979

A

Leadership styles
Transactional
Transformational
Servant

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24
Q

What’s transactional leadership

Study These Flashcards
A

Focus on structured tasks, rewards and punishment

25
What’s transformational leadership
Emphasis on vision, inspiration and organisational change
26
What’s servant leadership
Prioritising well being and development of followers
27
What’s the impact of Lewins theories of leadership styles
Managers adapt their styles to be situational recognising the diverse needs of teams and contexts
28
What was lewins contributions
Bridged earlier motivational theories with organisational dynamics showcasing how leadership can directly influence performance and culture
29
Agency theory
Mitnick 1975 Ross 1973 Principal agent relationship Agents ie managers may not act in best interests of principal ie owners
30
Contribution of agency theory
Introduced mechanisms like performance based incentives to align agent behaviour with principal interests
31
Impact of agency theory on management
Added economic perspective focused on alignment, control and trust complementary to earlier psychological and leadership theories
32
ADKAR change management theory HIATT 2003
Aware - recognise need for change Desire - willingness to support change Knowledge - equip ppl with know how Ability - develop skills to implement Reinforcement - ensure sustainability of change
33
Contribution of ADKAR
Synthesised earlier theories into practical people focused model accountable for structural and human elements
34
Impact of ADKAR on management
Provided managers with actionable insights to guide change addressing resistance and ensuring long term adoption
35
Modern perspective of management
Adaptability Innovation Stakeholder focus
36
How can we incorporate management theories into better public management
Efficiency and structure- Fayol Managing conflict - fox Employee motivation- mcgregor Workforce development- human capital trust and expectation- psychological contract Visionary leadership - leadership styles Accountability- agency Change management- ADKAR
37
Example of Fayols theory
Streamlining processes in health service by implementing efficient reporting structures and ensuring resources are directed at high priority areas like reducing waiting lists
38
Key applications of fayol
Authority and responsibility- empower managers with decision making power while ensuring they’re accountable for outcomes Unity of direction- align dept objectives with overarching national policies ensuring all units work towards shared goals
39
Outcome of application of fayol
Improved org efficiency enabling effective delivery of public projects
40
Key application of Fox in managing conflict
Pluralist approach- recognise diverse interests of public servants, citizens and trade unions- requires dialogue and compromise
41
Practical example of Fox frames of reference
Use collaborative decision making re public sector pensions by involving union reps and employees in negotiations
42
Outcome of Fox application in managing conflict
Enhanced industrial relations
43
Application of mcgregors x y in employee motivation
Shift from x top down to y Allow employees to contribute to decision making process especially in local government ie community planning
44
Practical example of xy
Incentives for employees who come up with ideas eg digitising public records Outcome is higher employee satisfaction
45
Application of human capital theory on workforce development
Invest in professional development Develop leadership training which specifically address public sector challenges including navigating political pressure and managing public accountability
46
Practical example of human capital
Upskill upcoming professionals in environmental policy or social services
47
Outcome of applying human capital
Future ready workforce adaptable to emerging challenges including navigating political public service
48
Application of psychological contract theory
Foster strong contract by addressing employee expectations re security and progression work life balance Ensure transparency in communication especially on org changes such as dept restructuring
49
Practical application of psychological contract
Rollout of remote working demonstrate fairness by ensuring all employees have tools and clear guidelines
50
Outcome of psychological contract application
Increased trust and loyalty = better service
51
Lewins leadership application
Train leaders in public service to adopt transformational to inspire teams Encourage servant for leaders to prioritise team and community
52
Outcome of visionary leadership application
A culture that motivates employees and drives societal change
53
Application of agency
Design systems that align actions of civil servants which meet expectations of government
54
Practical example of agency theory
Implement KPIs
55
Outcome of application of agency theory
Improved governance and trust
56
Key applications of ADKAR
Use it to manage transitions in public sector such as adopting new tech or implementing climate adaptation strategies A - communicate reason for change D - engage employees in shaping change K- provide training A- support employees with resources R- recognise achievements and institutionalise changes to make them sustainable
57
Practical example of ADKAR
Transition public sector employees to digital platform for citizen engagement to reduce admin burden
58
Outcome of ADKAR example
Smooth implementation of reform and advanced tech with little resistance

Institutions (6 decks)

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