MGT1FOM: KEY THEORIES & CONCEPTS
Topic 1: Key Theories & Concepts
Tutorial Activity: Moon Explorer
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Organisation
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Productivity and performance
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Management
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Organisational effectiveness
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Organisational efficiency
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Fayol's 4 functions of management - Planning, Leading, Organising,
Controlling
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How does the level of management impact on the proportion of time spent on
managerial functions?
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Mintzberg's 3 roles of management – Decisional, Informational, Interpersonal
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Katz’s categories of skill – Technical, Human, Conceptual
Topic 2: Key Theories & Concepts
Video: Galbraith’s Time and Motion Studies; Formula One Pit Stop; The People Factor
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Division of Labour
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Rationality
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Principles of Scientific Management
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Principles of Bureaucracy
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Fayol’s Principles of Management
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Contribution of the Hawthorne Studies (including description of study)
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The Humanistic Approach to Management
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Theory X and Theory Y view of employees
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The Quantitative Approach to Management
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Systems Theory
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Characteristics of systems (open systems, subsystems)
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Contingency views of Management
Topic 3: Key Theories & Concepts
Case: David Jones
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Elements of the general environment, and examples
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Elements of the task environment, and examples
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Environmental uncertainty
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Methods used to adapt to the environment (ie: boundary spanning, forecasting,
flexible structures, mergers/joint ventures)
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Methods used to influence the environment (advertising, political activities,
lobby groups)
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Organisational culture (including levels)
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Types of cultures
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The relationship between culture and performance
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Strong versus weak cultures
Topic 4: Key Theories & Concepts
Video: Working Class Man – national culture clashes
Tutorial Activity: Cadbury Schweppes Case
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Elements of the international environment, and examples
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Importance of trade agreements and alliances
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Hofstede’s dimensions of national culture (power distance, uncertainty
avoidance, individualism/collectivism, masculinity/femininity)
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Ethnocentrism, polycentrism and geocentrism
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Market entry strategies (outsourcing, exporting, licencing, franchising),
advantages and disadvantages
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Direct investment strategies (affiliates/subsidiaries, joint ventures, mergers),
advantages and disadvantages
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Multinational corporation
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Transnational corporation
Topic 5: Key Theories & Concepts
Video: The Corporation
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Types of social performance (economic, legal, ethical, discretionary)
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Advantages and disadvantages of each type of social performance
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Organisational responses to social demands (proaction, accommodation,
defence, obstruction)
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Utilitarian view of ethics
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Individualist view of ethics
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Moral rights view of ethics
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Justice view of ethics (inc. distributive, interactional and compensatory
justice)
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Codes of Ethics in organisations
Topic 6: Key Theories & Concepts
Video: 12 Angry Men (decision-making models)
Tutorial Activity: Who Should Survive?
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Programmed and non-programmed decisions
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Decision conditions: certainty, risk, uncertainty, ambiguity
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Classical model of decision-making (steps, assumptions and outcomes)
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Administrative model of decision-making (steps, assumptions and outcomes)
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Bounded rationality
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Satisficing decision
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Political model of decision-making (assumptions and outcomes)
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Advantages and disadvantages of group (participative) decision-making
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Groupthink
Topic 7: Key Theories & Concepts
Video: Mission Impossible (Strategic Management Process)
Case: Pacific Dunlop (Corporate Level Strategy)
Tutorial Activity: Starbucks Case Study
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Definition of strategy / strategic management
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Strategic Management Process
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Competitive advantage & core competency, Synergy
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Corporate level strategy (growth, retrenchment, stability, combination)
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BCG Matrix
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Porter’s 5 forces model
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Business level strategy (cost leadership, differentiation, focus)
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Functional level strategy
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Mission / Mission Statement
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Levels of planning: strategic, tactical and operational
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Criteria for effective goals
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Management by Objectives
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Single use plans
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Standing plans
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Contingency plans
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Methods for reducing uncertainty in planning (such as forecasting, boundary
spanning, joint venture activities)
Topic 8: Key Theories & Concepts
Case: Martini Furniture Factory
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Organisational Structure
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Work specialisation (division of labour)
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Chain of command
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Authority
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Span of Management
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Formalisation
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Centralisation
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Departmentalisation
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Functional Structure
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Divisional structure
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Horizontal Matrix Structure
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Team-based Structure
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Network Structure
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Formal Team
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Self-directed team
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Characteristics of effective teams
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Stages of Team Development
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Team cohesiveness
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Team norms (norms of behaviour)
Topic 9: Key Theories & Concepts
Case: Fordism; Ricardo Semler (Maverick); Mary Kay Cosmetics
Tutorial Activity: Motivation at the Dry Cleaners (case study)
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Needs
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Content and process theories of motivation
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Maslow’s hierarchy of needs
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Herzberg’s two-factor theory
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McClelland’s Acquired Needs theory
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Alderfer’s ERG theory
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Equity theory
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Expectancy theory
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Reinforcement theory
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Job characteristics model
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Job simplification
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Job rotation
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Job enlargement
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Job enrichment
Topic 10: Key Theories & Concepts
Video: Episode of American Chopper
Tutorial Activity: LPC questionnaire
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Leadership
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Sources and bases of power
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Personality traits of leaders
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The managerial grid
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Leadership-Behaviour Continuum
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Leadership Dimensions
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Fiedler’s Contingency Model of Leadership
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Situational Leadership Model (Hersey-Blanchard)
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Path-Goal theory
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Leader Participation Model
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Charismatic leadership theory
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Transactional leader
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Transformational leader
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Elements of effective leadership
Topic 11: Key Theories & Concepts
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Organisational change
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External and internal forces for change
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Planned versus unplanned change
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Change agents
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Lewin's change process
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Force-Field analysis
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Factors contributing to individual and organisational resistance to change
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Techniques for managing resistance
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Organisational Development