Key Concepts in Management and Organizational Behavior

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Contingency Theory

  • For the theory of contingency, principal variables are the environment and technology.
  • Administrative personnel of the first line are the most numerous class of administrators.

Maslow's Hierarchy of Needs

  • Maslow: The individual shows concern for needs, and if these are met...
  • Endangered

Porter's Five Forces

  • The existence of perishable products can lead to rivalry.
  • If you substitute products, their bargaining power increases.

Administrative Roles and Skills

  • Administrative Roles: Interpersonal relationships, transmission of information, and decision-making.
  • The manager's abilities that allow you to coordinate are conceptual.
  • For low-level managers, the important skills are technical.

Leadership Styles

  • Task-oriented leaders are right for favorable and disadvantaged situations.
  • Managerial leaders are appropriate for complex and non-routine tasks.
  • Relationship-oriented leaders better appreciate their companions.
  • Hersey-Blanchard: The leadership style "to convince" implies relationship behaviors.
  • Hersey-Blanchard: If the follower's readiness level is minimal (R1), effective task leadership involves many behaviors and a lack of relationship.

Herzberg's Two-Factor Theory

  • Herzberg: A worker can be both satisfied and unsatisfied.

Communication

  • Redundancy helps overcome barriers to communication.
  • Empathy helps eliminate noise by putting the receiver in the place of the issuer.

Decision-Making

  • Strategic decisions require dedication and effort in the intelligence phase.
  • Systems of optimization (mathematical) are used to decide in situations of certainty.
  • The minimax criterion is pessimistic.
  • Decision trees involve taking the risk of ruin.

Bureaucracy

  • Advantage of bureaucracy: It reduces the risk of interpersonal friction.

Path-Goal Theory

  • Path-Goal Model (House) is based on the theory of expectations.

Functional Relationships

  • Functional relationships are between two positions without hierarchical dependence.

Objectives and Hierarchy

  • The hierarchy of objectives says that lower-level objectives must be achieved first.

Barriers to Entry

  • The existence of switching costs is a barrier to entry for new competitors.

McClelland's Theory of Needs

  • According to McClelland, the need for affiliation tends to be low for all.

Conflict Resolution

  • Korth: Resolve the conflict of objectives by maximizing the minimum degree of realization.

Taylor's Scientific Management

  • Taylor: Employers and employees have the same interests.
  • Fundamental criticism of Taylor's scientific theory: It considers only economic incentives.
  • Classical scientific management theory focuses on the rational organization of work.

Systems Theory

  • Homeostasis refers to the fact that every system is in permanent dynamic balance.

Current Directors

  • Current Directors: Leader, negotiator, and visionary.

Entrepreneurship

  • Clark and Marshall: The entrepreneur is the fourth factor of production.
  • R. Cantillon: The entrepreneur's primary function is to handle uncertainty.
  • Technological change process (Schumpeter): Invention, innovation, and imitation.
  • A. Marshall: The main function of the entrepreneur is the combination of factors.
  • Adam Smith = Capitalist Entrepreneur; F.H. Knight = Risk-taking Entrepreneur
  • R. Cantillon = Uncertainty-bearing Entrepreneur; J.A. Schumpeter = Innovative Entrepreneur
  • J. Say = Managerial Entrepreneur; H.A. Simon = Decision-making Entrepreneur
  • Clark and Marshall = Factor-combining Entrepreneur; J.K. Galbraith = Technocratic Entrepreneur
  • Bennis and Schein = Leading Entrepreneur

Contingency and Validity

  • The theories of Elton Mayo and Taylor are valid in the contingency.

Fayol's Management Functions

  • Fayol, management functions: To provide, organize, coordinate, and control.
  • Emphasis of Fayol's study focuses on leadership positions.

Substitute Products

  • Substitute products are helpful in fixing the selling prices of products.

Administrative Preparation

  • Top of preparation: Administrators must teach workers.

Operational Plans

  • Operational plans do not set goals but the means to achieve them.

The Manager's Role

  • The manager is the one who subsists, orders, and decides on physical, economic, and financial matters.

Hawthorne Studies

  • Hawthorne: The influence of the work group and social norms is an important factor.

Human Relations Approach

  • The Human Relations approach concludes that the level of production of an individual is determined by the rules of the group to which they belong.

Bureaucratic Approach

  • The bureaucratic approach establishes the need to depersonalize the relationship between individuals of the company and that the positions are nested.

Principle of Unity of Command

  • The principle of unity of command means that every employee has a single superior.

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