Theorists

Question 1

Mintzberg 1939

Answer 1

Interpersonal;
Informational;
Decisional;

Question 2

Katz 1955

Answer 2

Top managers- conceptual skills, human skills
Middle managers- conceptual skills, human skills, technical skills
Lower level managers- human skills, technical skills

Question 3

Hobbes 1651

Answer 3

People are untrustworthy;

- and need to be controlled

Question 4

Locke 1690

Answer 4

Citizens have natural rights to:

• Liberty
• justice
• property

Question 5

Smith 1776

Answer 5

Wealthy countries have:
Division of labour
Laissez faire economics
Invisible hand

Question 6

Marx 1867

Answer 6

Capitalism:
Economic inequality
Alienation 
Social conflict
Worker treated like material goods - commodity

Question 7

Owen 1821, Proudhon 1857

Answer 7

Democratisation of business
-trade unions
Employee rights
-employee participation/ voice

Question 8

Henri de Saint-Simon 1821

Answer 8

Industrial society
Capitalist and urban focus
- needs managers

Question 9

Daniel Bell 1973

Answer 9

Post industrial society

Greater reliance on the service sector

Question 10

Taylor

Answer 10

“Time study”
One best way
Eliminate ineffiencies, waste, redundancy,
Work simplification- Davison of labour

Question 11

Gramsci 1948

Answer 11

Fordism
Mass production
-complete des killing
-division of labour

Question 12

Weber 1922

Answer 12

Bureaucracy
Rule by the office
Clear hierarchy 
Positions awarded on merit- performance criteria 
Division of labour

Question 13

Durkheim 1893

Answer 13

Alienation
Anomie - normlessness
Leads to crime and suicide
Social ethics (rather than individualistic)

Question 14

Mayo 1933

Answer 14

Pessimistic reveries
Organisational behaviour –> social and human skills
Building group integrity and solidarity

Question 15

Maslow 1943, 1954

Answer 15

How do healthy people behave?

Physical needs, safety needs, social needs, esteem needs, self actualisation

Question 16

Hertzberg 1966

Answer 16

Job enrichment
KITA
Hygiene factors: policies/admin, supervision, working conditions, money status and security, interpersonal relationships
Motivators: recognition, growth and development, responsibility

Question 17

Argyris 1957

Answer 17

Self actualisation and personality 
Passive- active
Dependence- independence
Shallow interests- stronger interests
Lack of self awareness- self awareness

Question 18

McGregor 1960

Answer 18

Theory X: no self motivation, uninterested in work, employees need constant supervision and punishment
Theory Y: intelligent, interested, self motivated, creative, seek responsibility

Question 19

Fayol 1916

Answer 19

Planning 
Organisation
Commanding (leading)
Coordinating/ controlling
-a universal function

Question 20

Schein 1985

Answer 20

Organisational culture
Visible- observed artefacts, espoused values stated by management
Invisible- assumptions
Leadership, values, socialisation

Question 21

Giddens 1984

Answer 21

Agency - personal agency
Social structure- economic and technological
- social and cultural

Question 22

Peffer 1981

Answer 22

The omnipotent view
- managers directly accountable for success or failure of an organisation
The symbolic view
- large number of factors outside manager’s control

Question 23

Barnard 1938

Answer 23

Communication must be accepted by a member of the organisation
Consent to authority
- consistent with the organisation’s purpose
- compatible with personal interests

Question 24

Follett 1924

Answer 24

Solutions should be acceptable to all parties
- power with (co action) replaces power over (coercion)
-authority based on knowledge not will
Law of the situation

Question 25

French and Raven 1959

Answer 25

Five bases of power - position and resources available Coercion (resistance), reward and legitimate (compliance), expert and referent (commitment)

Question 26

Kanter (1979)

Answer 26

Power failure First line supervisors Staff professionals Top executives: nepotism (comfort of like minded colleagues) Doing the right things to obtain power: extraordinary, visible and relevant activities

Question 27

McClelland 1961

Answer 27

N power affiliative managers Personal power managers Institutional managers- there for the benefit of the organisation

Question 28

Collinson 1994

Answer 28

``` Power and resistance Refusal Voice Escape Creativity ```

Question 29

Sloan 1963

Answer 29

Decentralisation of firms

Question 30

Drucker 1954

Answer 30

Management by objectives Multi form structure Decentralised decision making

Question 31

Kaplan and Norton 1992

Answer 31

Key performance indicators

Question 32

Porter 1979

Answer 32

``` Five forces framework Generic strategies - cost leadership - differentiation - focus ```

Question 33

Schuler and Jackson 1987

Answer 33

``` Motivation Ability Opportunity Employee voice Organisational culture ```

Question 34

Chandler 1962

Answer 34

Structure follows strategy

Question 35

Mintzberg 1983

Answer 35

Simple structure - entrepreneurial structure or flat structure Divisionalised form - diversified companies

Question 36

Handy 1978

Answer 36

``` Organisational structure Power Role Task Person ```

Question 37

Magnum and magnum 1986

Answer 37

Shamrock structure | Core employees, sub contractors and temporary workers

Question 38

Jackson 1987

Answer 38

International business environment PESTEL Political, economic, social, technological, ecological, legal factors

Question 39

Hofstede 1980

Answer 39

``` Power distance Individualism vs. collectivism Masculinity vs. femininity Uncertainty avoidance Indulgence vs. resistance Long term (time) orientation ```

Question 40

Freeman 1984

Answer 40

Stakeholder model | Employees, shareholders, customers, suppliers, media, government

Question 41

Brundtland 1987

Answer 41

Sustainability Meeting needs of the present without compromising the ability of future generations to meet their own needs Three pillars- economic, social, environmental

Question 42

Argyris Schon 1974

Answer 42

Double loop learning | - learning from mistakes of the past

Question 43

Lawrence and lorsch 1969

Answer 43

Organisation's as open systems - environmental factors | Rates of change in environmental conditions

Question 44

Deming 1993

Answer 44

System of profound knowledge - use of statistical quality - system thinking - worker psychology

Question 45

Hochschild 1983

Answer 45

Emotional labour- service management | Emotional style of offering the service is part of the service itself

Question 46

Ritzer 1992

Answer 46

Neo Taylorism - efficiency - calculablity - predictability - control