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.