MANAGERIAL COMMUNICATION —
COMPLETE STUDY MATERIAL
IIFT MBA | Trimester I | Exam-oriented
PART A — WHAT TO STUDY FIRST
Based on the available End-Term paper, these are the highest-priority areas:
Priority
Topic
🔴1
Group Dynamics
Why
Direct PYQ + multiple subtopics
🔴2
Direct PYQ
🔴4
Hofstede Cultural Framework
Body Language / Non-verbal
communication
Face-to-face communication
🔴5
Communication & Culture
Direct PYQ
🔴6
MBTI + communication styles
🟠7
Management Thinkers
🟠8
Visual Communication
🟠9
Difficult conversations
🟡 10
Business Storytelling
Strong application/case material
Large theoretical area + application
questions
Direct PYQ
Case study + communication
application
Know concepts + examples
🔴3
Direct PYQ
Direct case question
The 2023 paper requires Q1 compulsory + any 3 of the remaining questions, so you should
prepare enough independent topics to comfortably construct four answers.
1. COMMUNICATION AT THE
WORKPLACE
What is effective communication?
Effective communication occurs when the intended meaning of the sender is understood by
the receiver and leads to an appropriate response/action.
Characteristics
Remember:
C-L-A-R-I-T-Y
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Clear — message is easy to understand
Logical — information follows a sensible sequence
Accurate — information is correct
Relevant — information is appropriate to the receiver
Interactive — allows feedback
Timely — reaches the receiver when needed
You-oriented — considers receiver's perspective
2. FACE-TO-FACE COMMUNICATION
This is extremely important because the Chrysler case directly asks:
How can face-to-face communication between managers and employees help?
Advantages
1. Immediate feedback
The employee can ask questions immediately.
2. Better understanding
The manager can explain complex or sensitive issues.
3. Non-verbal cues
Facial expressions, eye contact, gestures and tone add meaning.
4. Builds trust
Direct interaction makes managers appear more accessible.
5. Reduces misunderstanding
Questions can be clarified immediately.
6. Creates employee involvement
Employees feel that management is willing to listen.
7. Helps handle sensitive issues
Problems involving performance, conflict, job security or unions may require personal
interaction.
8. Strengthens relationships
Repeated interaction can create familiarity and cooperation.
Chrysler case — MUST KNOW
The old Chrysler communication system created a wide gulf between managers and
employees because communication came through trained spokespeople reading prepared
scripts. Employees felt they were being kept in the dark.
The company later recognized the need for closer cooperation between managers and
employees. LaSorda spent considerable time:
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walking around Chrysler plants
talking directly with workers
meeting UAW executives
communicating with employees
Why did this work?
Because LaSorda had personal understanding of workers' concerns and union backgrounds.
His family had union connections, and he understood what it meant to live from paycheck to
paycheck.
Exam conclusion
Face-to-face communication transforms communication from a formal informationtransfer process into a relationship-building process.
3. WRITTEN COMMUNICATION vs
FACE-TO-FACE
Face-to-face is better for:
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conflict
sensitive issues
negotiation
feedback
emotional matters
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relationship building
clarification
persuasion
Written communication is better for:
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formal policies
contracts
agreements
procedures
instructions
records/documentation
official announcements
matters requiring evidence/reference
Easy rule
Sensitive + interactive → Face-to-face
Formal + permanent → Written
4. COMMUNICATION WITH UNIONS
The Chrysler case asks what issues between managers and unions might be better handled
through other forms of communication.
Better suited to formal/written communication:
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employment agreements
work practices
compensation arrangements
benefits
layoffs
formal commitments
policy changes
grievance documentation
legal/contractual matters
Better suited to face-to-face:
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negotiation
conflict resolution
explaining difficult decisions
building trust
understanding employee concerns
discussing emotionally sensitive issues
Best answer
Don't say one medium is always better.
Say:
Effective managerial communication requires selecting the medium according to the
nature of the issue.
5. COMMUNICATION & CULTURE
This is a major exam topic because Q4 directly states that culture and communication have
close links and applications for organisations.
Culture influences:
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how people communicate
how authority is perceived
whether employees speak openly
how disagreement is expressed
whether decisions are individual or collective
attitudes toward hierarchy
tolerance of ambiguity
expectations regarding relationships
This connects directly to Hofstede.
6. HOFSTEDE'S NATIONAL CULTURE
FRAMEWORK 🔴
Hofstede developed his cross-cultural management work from a worldwide survey of IBM
employees. He identified five cultural dimensions.
1. Power Distance
Question: How much inequality/hierarchy is accepted?
High Power Distance
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hierarchy important
authority respected
subordinates may hesitate to challenge managers
Low Power Distance
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greater equality
employees more comfortable expressing opinions
flatter relationships
Communication implication:
High → downward/formal communication may dominate.
Low → open, participative communication is easier.
7. INDIVIDUALISM vs COLLECTIVISM
Individualistic culture
Focus:
"I"
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individual achievement
personal responsibility
independence
individual goals
Collectivist culture
Focus:
"We"
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group identity
relationships
loyalty
collective goals
Communication implication
Individualistic → direct expression may be more acceptable.
Collectivist → maintaining group harmony may be more important.
8. MASCULINITY vs FEMININITY
Masculine cultures
Emphasize:
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competition
assertiveness
achievement
performance
Feminine cultures
Emphasize:
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cooperation
relationships
quality of life
consensus
The course material explicitly contrasts assertive/competitive cultures with cultures
preferring cooperative relationships.
9. UNCERTAINTY AVOIDANCE
Question: How comfortable are people with ambiguity and uncertainty?
High uncertainty avoidance
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preference for rules
procedures
predictability
lower tolerance for ambiguity
Low uncertainty avoidance
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greater tolerance for ambiguity
flexibility
fewer rigid regulations
Communication implication
High → detailed instructions and rules.
Low → more flexible communication.
10. LONG-TERM vs SHORT-TERM
ORIENTATION
Long-term
Focus on:
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future
persistence
long-term outcomes
Short-term
Focus more on:
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immediate results
current objectives
shorter time horizons
The material contrasts Anglo-Saxon Western countries as more short-term focused with
China/Far Eastern countries as more long-term oriented.
HOFSTEDE — ONE-MINUTE REVISION
Remember:
P-I-M-U-L
Power Distance
Individualism
Masculinity
Uncertainty Avoidance
Long-term orientation
HOFSTEDE APPLICATION
The material gives country examples:
USA
Manager viewed as a cultural hero.
Germany
Technical qualifications are highly valued; engineer has an important status.
Japan
Permanent worker group and peer-group control are emphasized.
France
Hierarchy and unity of command are important.
Netherlands
Consensus and open exchange of views are emphasized.
Overseas Chinese
Family-owned businesses, flexibility and opportunism are emphasized.
Exam conclusion
There is no universally correct communication style. Effective managers adapt their
communication to cultural expectations.
The course material specifically emphasizes that management cannot be separated from the
society and culture in which it operates.
11. GROUP DYNAMICS 🔴
Your Group Dynamics PPT lists:
Stages of Group Formation
Forming → Storming → Norming → Performing → Adjourning
FORMING
Group is newly created.
Members:
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meet each other
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understand roles
remain cautious
depend on leadership
Communication
Mostly polite and exploratory.
STORMING
Conflict begins.
Members may disagree about:
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roles
leadership
goals
methods
responsibilities
Communication
Can become confrontational.
NORMING
The group develops:
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norms
relationships
expectations
cooperation
Communication becomes more predictable.
PERFORMING
Group becomes functional and productive.
Members:
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understand roles
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cooperate
focus on goals
solve problems
ADJOURNING
The group/project comes to an end.
Members may:
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complete tasks
review outcomes
separate from the group
12. GROUP COHESION
Group cohesion = degree to which members feel connected to and committed to the
group.
High cohesion can lead to:
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cooperation
trust
stronger relationships
commitment
better coordination
But excessive cohesion can also contribute to groupthink.
Your PPT specifically includes Group Cohesion, Ingroup Homogeneity and Outgroup
Differentiation.
13. INGROUP HOMOGENEITY &
OUTGROUP DIFFERENTIATION
Ingroup homogeneity
Members perceive their own group as similar/unified.
Outgroup differentiation
Members perceive outsiders as different from their group.
Workplace impact
Can create:
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"us vs them" thinking
communication barriers
stereotyping
conflict between teams
14. REALISTIC GROUP CONFLICT
THEORY
Your PPT explicitly lists this theory.
Basic idea:
When groups compete over limited resources/goals, conflict can emerge.
Example:
Two departments competing for the same budget may begin blaming each other.
Communication effect
Competition can shift communication from:
cooperation → defensiveness/conflict
15. GROUP INFLUENCE
Groups influence individuals:
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opinions
attitudes
decisions
behaviour
communication
An employee may communicate differently alone versus when surrounded by colleagues.
16. SOCIAL FACILITATION
Presence of others can influence performance.
For familiar/simple tasks, the presence of others may improve performance.
For difficult/unfamiliar tasks, the effect can be different.
Workplace example
An experienced salesperson may perform better during a public presentation, while an
inexperienced employee may become nervous.
17. SOCIAL CONFORMITY — ASCH
EXPERIMENT
Your PPT specifically mentions Social Conformity – Asch Experiment.
Core idea
People may conform to the group's opinion even when their own perception differs.
Workplace application
A team member may disagree privately but support the majority decision publicly.
Communication danger
The group may appear to have consensus when genuine disagreement exists.
This leads naturally to groupthink.
18. SOCIAL LOAFING
Social loafing = reduced individual effort when working in a group compared with
working individually.
Example:
Five people are assigned a report, but two members contribute very little because
responsibility is distributed across the group.
How to reduce it
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clearly assign responsibilities
monitor individual contributions
create accountability
establish measurable outputs
19. GROUP DECISION-MAKING
Advantages:
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more information
diverse perspectives
more alternatives
greater acceptance of decisions
Disadvantages:
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slower
conflict
conformity
domination by some members
groupthink
Your PPT explicitly includes Group Decision Making, Group Polarization, Group Think and
Group Shift.
20. GROUP POLARIZATION
After group discussion, members may move toward a more extreme version of their initial
position.
Example:
Initially:
"Maybe we should expand internationally."
After discussion:
"We should immediately enter five countries."
21. GROUPTHINK 🔴
Groupthink = excessive desire for group agreement that suppresses critical
thinking/disagreement.
Symptoms
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pressure to conform
suppression of dissent
illusion of agreement
limited alternatives
overconfidence
Example
A senior management team supports a risky strategy because nobody wants to challenge the
CEO.
Prevention
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encourage dissent
invite independent opinions
consider alternatives
assign someone to challenge assumptions
separate idea generation from evaluation
22. GROUP SHIFT
Group decisions can shift individual members toward a position different from their initial
individual position.
It can overlap with the broader phenomenon of groups moving toward stronger or more
extreme decisions.
23. GROUP DYNAMICS →
COMMUNICATION QUESTION
The PYQ asks about elements of group dynamics that can make workplace
communication effective or dysfunctional.
Write this framework:
Effective communication
Cohesion
↓
Trust
↓
Participation
↓
Open discussion
↓
Feedback
↓
Better coordination
Dysfunctional communication
Conformity
↓
Social loafing
↓
Groupthink
↓
Polarization
↓
Conflict
↓
Poor decisions
This is an excellent structure for a 10-mark answer.
24. MBTI & COMMUNICATION 🔴
Your MBTI case is particularly useful for application-based questions.
The case involved a UK team facing:
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communication problems
difficult conversations
remote-worker inclusion
differences across regional teams
coordination problems
The solution was an MBTI development program focused on:
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self-awareness
awareness of others
communication
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decision-making
difficult conversations
25. WHY MBTI HELPED
COMMUNICATION
The team explored:
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individual communication styles
how their styles affect others
stakeholder interactions
decision-making
stress/pressure triggers
Key lesson
Different people have different:
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communication styles
working styles
decision-making approaches
responses to pressure
Therefore:
Self-awareness + awareness of others → better communication.
26. MBTI CASE — RESULTS
After the first session, team members became more conscious of:
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their own communication style
individual team members
different working styles
Group activities increased, the MBTI chart was actively used, and communication improved.
The second session became practical: the team used its IBD Standards program as a working
example, divided into groups, created plans and committed to completion dates.
Results
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greater awareness
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better cohesion
greater energy
better understanding of communication differences
stronger alignment with organizational objectives
27. DIFFICULT CONVERSATIONS
The team initially tended to avoid difficult conversations.
The case explored:
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Why is the conversation difficult?
Am I approaching it competitively?
Do I need to concede?
What position should I take?
Exam framework
When handling difficult conversations:
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Understand the issue.
Understand the other person's perspective.
Avoid unnecessary confrontation.
Ask questions.
Listen.
Clarify positions.
Look for practical solutions.
Maintain the relationship.
28. MANAGEMENT THINKERS
This is a large but highly usable application topic.
You don't necessarily need every historical detail. Learn:
Thinker → Main idea → Keywords → Modern application
29. MACHIAVELLI
Core idea
"The end justifies the means."
Machiavelli is associated with:
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political behaviour
power
strategic manipulation
achieving objectives
being feared rather than loved
The course material also connects Machiavellian behaviour to organizational politics and
management.
Application
Managers may use networking, influence and organizational politics to achieve objectives.
30. CHRIS ARGYRIS
Two concepts:
Espoused theory
What managers say they believe.
Theory-in-use
What actually guides their behaviour.
Example
Manager says:
"Everyone's opinion matters."
But always ignores junior employees.
Espoused theory ≠ theory-in-use.
31. FRED LUTHANS
Important distinction:
Successful managers
Those who get promoted.
They spend significant time on:
networking/political activities
Effective managers
Those perceived as good at their jobs.
They spend more time on:
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communication
people management
Very good exam point
Being successful and being effective are not necessarily the same thing.
32. HENRI FAYOL
Main idea
Command and Control
Five functions:
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Planning
Organising
Commanding
Coordinating
Controlling
Fayol's 14 Principles
You should memorize these.
1.
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3.
4.
5.
Division of work
Authority & responsibility
Discipline
Unity of command
Unity of direction
6. Subordination of individual interest
7. Remuneration
8. Centralisation
9. Scalar chain
10. Order
11. Equity
12. Stability
13. Initiative
14. Esprit de corps
Most important for MC
Unity of command
One employee → one superior.
Scalar chain
Hierarchy/line of authority.
Equity
Fair treatment.
Initiative
Employees should be allowed to think through problems and implement solutions.
Esprit de corps
Team spirit/harmony.
33. F.W. TAYLOR
Scientific Management
Core idea:
Find the most efficient way to perform work.
Managers:
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organize work
specify methods
select workers
train workers
monitor performance
Taylor emphasized time-and-motion studies and payment by results.
Modern examples from the material
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McDonald's checklists
production lines
computer monitoring
call-centre scripts
Criticism
Too much emphasis on:
task + control
and insufficient attention to:
individual + social interaction
This later connects to Elton Mayo and the Hawthorne experiments.
34. MAX WEBER
Bureaucratic Organisation
Characteristics:
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rules
specialization
hierarchy
stable procedures
impersonality
qualification-based selection
full-time officials
career structure
systematic discipline/control
Key concept
Rational-legal authority
Authority is based on established rules/procedures.
Criticism
Weber was actually skeptical about excessive bureaucracy and described its domination as
an "iron cage."
35. MARY PARKER FOLLETT ⭐
Very important for communication/group questions.
Core ideas
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democracy
cooperation
participation
coordination
group processes
employee involvement
Most important phrase:
Power with, not power over.
Meaning
Instead of:
Manager → controls employee
Use:
Manager + employee → jointly solve problem
This connects directly to:
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group dynamics
employee communication
collaboration
conflict resolution
36. MASLOW
Hierarchy of Needs
Remember bottom → top:
PSLES
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Physiological
Safety
Love & belonging
Esteem
Self-actualisation
Workplace application
Employee motivation can involve:
Physiological → salary/basic conditions
Safety → job security
Belonging → team relationships
Esteem → recognition/status
Self-actualisation → growth/fulfilment
37. HERZBERG
Two-factor theory.
Hygiene factors
Prevent dissatisfaction but do not themselves motivate.
Examples from the material:
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pay
working environment
Motivators
Actually motivate:
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achievement
recognition
advancement
job interest
Easy distinction
Hygiene = remove dissatisfaction
Motivators = create satisfaction/motivation
38. VROOM
Expectancy Theory
Motivation depends on whether employees believe:
Effort → Performance → Reward → Need satisfaction
The course material says motivation occurs when people believe effort can lead to
performance, performance to desirable rewards, and the reward satisfies an important need.
39. PETER DRUCKER
Management is a discipline
Management is:
responsibility + practice
—not simply rank/title.
Five principles
1.
2.
3.
4.
5.
Setting objectives
Organising
Motivating & communicating
Measuring performance
Developing people
MC connection
Notice that communicating is explicitly one of Drucker's five management principles.
40. HOFSTEDE
Already covered above.
Remember:
PIMUL
Power distance
Individualism/collectivism
Masculinity/femininity
Uncertainty avoidance
Long/short-term orientation
41. HENRY MINTZBERG
Main idea
Study what managers actually do, not merely what theory says they do.
Managers' work is:
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short
fragmented
interrupted
brief
current
specific
non-routine
Bounded rationality
Managers cannot always make perfectly rational decisions because of practical constraints.
Strategy
Mintzberg emphasizes strategy as:
creative + emergent
rather than purely prescriptive analysis.
MC connection
Managers need strong:
people + communication + relationship skills.
42. PETER SENGE
Learning Organisation
An organization where people continually:
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learn
develop
think differently
share aspirations
understand the whole system
Five disciplines
S-P-M-S-T
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5.
Systems thinking
Personal mastery
Mental models
Shared vision
Team learning
Leader's role
Not simply decision-maker.
Leader becomes:
Designer + Steward + Teacher
43. MANAGEMENT THINKERS — ONEPAGE REVISION
Thinker
Remember
Machiavelli Power, politics, ends & means
Argyris
Espoused theory vs theory-in-use
Luthans
Successful vs effective managers
Fayol
Command/control + 14 principles
Taylor
Scientific management
Weber
Bureaucracy
Follett
Power with + cooperation
Maslow
Hierarchy of needs
Thinker
Herzberg
Vroom
Drucker
Hofstede
Mintzberg
Senge
Remember
Hygiene + motivators
Expectancy
Management discipline + communication
Culture
Reality of managerial work
Learning organisation
44. BUSINESS STORYTELLING
Your presentation identifies 8 types of business storytelling.
Story
Purpose
Origin Story
Build brand identity
Customer Success Story Demonstrate value
Vision Story
Inspire future action
Triumph Story
Celebrate success
Tension Story
Show problem-solving
Transition Story
Support organizational change
Tragedy/Failure Story Share lessons
Leadership Story
Build trust & motivate
45. STORYTELLING — EASY
EXAMPLES
Origin Story
"Why was this company created?"
Customer Success
"How did our product transform a customer's problem?"
Vision
"Where do we want the organization to go?"
Triumph
"We won an important contract."
Tension
"We faced a major crisis and solved it."
Transition
"We moved from traditional operations to digital operations."
Failure
"Our product launch failed, and here's what we learned."
Leadership
"The CEO's journey demonstrates the organization's values."
46. VISUAL COMMUNICATION
The PYQ explicitly calls visual communication a powerful mode of communication and
asks about visual appeal, packaging, market edge and communication media.
Why visual communication is powerful
Visuals can:
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attract attention
communicate quickly
simplify information
improve recall
create emotional associations
differentiate products
communicate brand identity
47. PACKAGING AS COMMUNICATION
Packaging communicates:
What is the product?
Who is it for?
What does the brand represent?
Why should I notice it?
Elements
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colour
shape
typography
logo
imagery
material
layout
Why brands may retain packaging
A consistent package can create:
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recognition
familiarity
brand identity
consumer trust
differentiation
easier identification on shelves
48. BODY LANGUAGE / NON-VERBAL
COMMUNICATION 🔴
The PYQ asks you to:
Take any three body-language features and develop three positive caselets.
Important: the uploaded materials available here do not provide a detailed list/classification
of body-language features. So I would not claim that specific categories came from your
lecture material.
For exam preparation, however, you should be ready with three clear features and
applications.
1. Eye contact
Positive use:
Shows attention, confidence and engagement.
Caselet:
During a presentation, a manager maintains appropriate eye contact with different members
of the audience rather than constantly looking at the screen. The audience feels engaged and
the manager appears confident.
2. Facial expressions
Positive use:
Should match the message.
Caselet:
A team leader congratulates an employee on a successful project while smiling and showing
genuine enthusiasm. The employee feels recognized and valued.
3. Posture
Positive use:
Open/upright posture can communicate confidence and attentiveness.
Caselet:
During a performance discussion, the manager sits upright with an open posture rather than
turning away from the employee. This creates a more approachable communication
environment.
49. COMMUNICATION MEDIA
Possible communication channels:
Oral
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face-to-face
meetings
presentations
telephone/video calls
Written
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emails
reports
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notices
policies
contracts
Visual
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graphs
charts
diagrams
packaging
presentations
Digital
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email
messaging
video conferencing
collaborative platforms
Selection principle
Choose the medium according to:
Message + audience + urgency + sensitivity + complexity + need for record
50. HOW TO ANSWER CASE STUDIES
Your Chrysler and MBTI cases show that MC isn't only about definitions.
Use:
P-E-A-C
P — Point
State the communication concept.
E — Evidence
Connect it to the case.
A — Application
Explain how it affected people/organization.
C — Conclusion
Give managerial implication.
Example
Point: Face-to-face communication builds trust.
Evidence: Chrysler's earlier scripted communication created distance between managers and
employees.
Application: LaSorda directly interacted with workers and UAW executives, improving
relationships and cooperation.
Conclusion: Managers should use direct communication when trust, understanding and
cooperation are critical.
51. MOST IMPORTANT CONNECTIONS
BETWEEN TOPICS
These connections can make your answers look much stronger.
Group Dynamics + Communication
Groupthink → suppresses disagreement → poor communication.
Social conformity → people follow majority → reduced independent expression.
Cohesion → can improve cooperation but excessive cohesion can create groupthink.
Hofstede + Communication
Power distance → determines comfort with hierarchy.
Individualism → affects individual expression.
Collectivism → emphasizes group harmony.
Uncertainty avoidance → affects preference for rules/detail.
MBTI + Communication
Self-awareness → understand own style.
Awareness of others → understand differences.
Understanding differences → adapt communication.
Adaptation → better teamwork.
Follett + Communication
Power over → Power with
This means communication should facilitate cooperation rather than simply transmit
commands.
Taylor vs Follett
Taylor:
Control → standardization → efficiency.
Follett:
Participation → cooperation → integration.
Excellent comparison if asked to critically evaluate management approaches.
Fayol vs Follett
Fayol:
Hierarchy + authority + command.
Follett:
Participation + cooperation + power with.
Modern organizations may require elements of both depending on the situation.
Hofstede + Chrysler
Culture influences how employees respond to:
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authority
hierarchy
participation
communication style
So managers cannot assume one communication style works everywhere.
52. LIKELY EXAM QUESTIONS
Based on the available PYQ, prepare these first:
Q1-type questions
1. How does face-to-face communication help managers and employees?
2. Which issues should be handled through written communication?
3. How did LaSorda's communication skills benefit Chrysler?
Q2-type
4. Why is visual communication powerful?
5. How can packaging create competitive advantage?
6. Why do brands maintain consistent visual identity?
Q3-type
7. How can group dynamics make communication effective or dysfunctional?
8. Explain Hofstede's National Culture Framework.
9. How does culture influence communication in organizations?
Q4-type
10. Explain three body-language features with positive caselets.
11. Explain the relationship between culture and communication.
53. READY-MADE 10-MARK ANSWER
STRUCTURE
For almost any theoretical MC question:
Introduction
Define the concept in 2–3 lines.
Main body
Give 5–7 points.
For each:
Concept → Explanation → Workplace example
Application
Connect to:
•
•
•
•
•
organization
manager
employee
team
communication
Conclusion
Give one strong managerial takeaway.
54. IF YOU HAVE VERY LITTLE TIME
🔥 MUST MEMORIZE
Block 1
Hofstede — 5 dimensions
PIMUL.
Block 2
Group Dynamics
Forming → Storming → Norming → Performing → Adjourning
and:
•
•
•
•
•
•
•
•
cohesion
conformity
social facilitation
social loafing
group decision making
polarization
groupthink
group shift
Block 3
Face-to-face vs written communication
Block 4
3 body-language features + caselets
Block 5
Follett + Fayol + Taylor + Weber + Maslow + Drucker + Mintzberg + Senge
Block 6
MBTI case
Remember:
self-awareness → awareness of others → better communication → better teamwork.
Block 7
8 storytelling types
55. ULTRA-FAST REVISION SHEET
If you're revising 30 minutes before the exam, read only this:
Communication
Effective = clear + relevant + accurate + timely + feedback
Face-to-face
Feedback + trust + clarification + non-verbal cues + relationship
Written
Formal + permanent + documented + policy/contract
Hofstede
PIMUL
•
•
•
•
•
Power distance
Individualism
Masculinity
Uncertainty avoidance
Long/short-term
Group formation
F→S→N→P→A
Group problems
Loafing + conformity + polarization + groupthink
Follett
Power WITH, not power OVER
Fayol
Planning + Organising + Commanding + Coordinating + Controlling
Taylor
Scientific management + efficiency + standardization
Weber
Bureaucracy + rules + hierarchy
Maslow
Physiological → Safety → Belonging → Esteem → Self-actualisation
Herzberg
Hygiene ≠ Motivation
Vroom
Effort → Performance → Reward → Need
Drucker
Objectives + Organising + Motivating/Communicating + Measurement + Developing
people
Mintzberg
Real managers = fragmented, interrupted, people-oriented
Senge
Learning organisation + 5 disciplines
MBTI
Self-awareness + others' styles + communication + decision-making
Storytelling
Origin → Customer → Vision → Triumph → Tension → Transition → Failure →
Leadership
Final priority for your exam
If your objective is to pass rather than master the entire subject, I would study in this
exact order:
1. Hofstede
↓
2. Group Dynamics
↓
3. Face-to-face vs written communication + Chrysler case
↓
4. Body language
↓
5. Culture & Communication
↓
6. MBTI case study
↓
7. Management Thinkers — especially Follett, Fayol, Taylor, Weber, Maslow, Drucker,
Mintzberg, Senge
↓
8. Visual communication
↓
9. Storytelling
The strongest overlap with the available PYQ is Group Dynamics + Hofstede + Body
Language + Face-to-Face Communication + Culture, so these should be your core
preparation rather than trying to memorize every page equally.