LEADERSHIP and MANAGEMENT CONCEPTS

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DECISION MAKING

Choosing a particular course of action Judge or settle

PROBLEM SOLVING

Systematic process that focuses on analyzing a difficult situation

Involves decision making

CRITICAL THINKING

Reflective thinking Purposeful, outcome – directed

thinking derived from research and evidence

HISTORICAL DEVELOPMENT OF MANAGEMENT THEORY

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SCIENTIFIC MANAGEMENT

FREDERICK TAYLOR Father of Scientific Management

Systematic soldiering One best way to accomplish a task

BUREAUCRACY

MAX WEBER Legalized, formal authority and

consistent rules and regulations Bureaucracy as an Organizational Design

MANAGEMENT FUNCTIONS

HENRI FAYOL MANAGEMENT FUNCTIONS

PLANNING ORGANIZATION COMMAND CONTROL COORDINATION CONTROL

SEVEN ACTIVITIES OF MANAGEMENT

LUTHER GULICK PLANNING ORGANIZING STAFFING DIRECTING COORDINATING REPORTING BUDGETING

PARTICIPATIVE MANAGEMENT

MARY PARKER FOLLET Participative decision making Authority WITH employees, rather than

OVER EMPLOYEES

RECOGNITION OF WORKERS

MAYO HAWTHORNE EFFECT

Paying special attention to workers increases productivity

EMPLOYEE SATISFACTION DOUGLAS McGREGOR Theory X – employees are lazy, needs

constant supervision and direction Theory Y – employees enjoy their

work, self – motivated

Attitude about employees can be directly correlated with employee satisfaction

FLEXIBILITY and EMPLOYEE PARTICIPATION

CHRIS ARGYRIS Managerial domination causes

employees to be passive

MANAGEMENT THEORIES

TAYLORSCIENTIFIC MANAGEMENT

WEBERBUREAUCRATIC ORGANIZATIONS

FAYOLMANAGEMENT FUNCTIONS

GULICKACTIVITITES OF MANAGEMENT

MANAGEMENT THEORIES

FOLLETTPARTICIPATIVE MANAGEMENT

MAYO HAWTHORNE EFFECT

McGREGORTHEORY X and THEORY Y

ARGYRISEMPLOYEE PARTICIPATION

HISTORICAL DEVELOPMENT OF LEADERSHIP THEORY

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GREAT MAN THEORY

Some people are born to lead, where others are born to be led

Aristotle

LEADERSHIP STYLES

LEWIN AND WHITE AUTHORITARIAN, DEMOCRATIC,

LAISSEZ - FAIRE

LAW OF SITUATION

MARY PARKER FOLLET The situation should determine the

directives given after allowing everyone to know the problem

CONTINGENCY LEADERSHIP

FIEDLER No one leadership style is ideal for every

situation

TASK VS. RELATIONSHIP

BLAKE AND MOUTON Various formations can be effective

depending on the situation and the needs of the worker

SITUATIONAL APPROACH

HERSEY and BLANCHARD As people mature, leadership style

becomes less task focused and more relationship oriented

INTERACTIONAL LEADERSHIP

OUCHI THEORY Z HOLISTIC CONCERN FOR WORKERS

SERVANT LEADERSHIP

GREENLEAF SERVING OTHERS INCLUDING

EMPLOYEES IS A PRIORITY

LEADERSHIP THEORISTS

ARISTOTLE GREAT MAN THEORY

LEWIN AND WHITE LEADERSHIP STYLES

FOLLETLAW OF THE SITUATION

FIEDLERCONTINGENCY LEADERSHIP

LEADERSHIP THEORISTS

BLAKE AND MOUTONTASK VS. RELATIONSHIP

HERSEY AND BLANCHARD

SITUATIONAL LEADERSHIP THEORY

OUCHI THEORY Z

GREENLEAF SERVANT LEADERSHIP