BLOOM’S TAXONOMY
I. The Three DOMAIN’S
A. COGNITIVE: Intellectual
capability; Knowledge, Thinking
B. AFFECTIVE: Behavior; Attitudes,
Feelings, Emotions
C. PSYCHOMOTOR: Manual and
Physical Aptitude & Capabilities
II. Six Levels of Learning in Cognitive
Domain
A. KNOWLEDGE
B. COMPREHENSION
C. APPLICATION
D. ANALYSIS
E. SYNTHESIS
F. EVALUATION
III. EXAMPLE ACTIVITIES FOR EACH
LEVEL OF COGNITIVE DOMAIN
A. KNOWLEDGE: Identify, Name, List
B. COMPREHENSION: Distinguish,
Explain, Summarize
C. APPLICATION: Compute,
Demonstrate, Employ, Solve
D. ANALYSIS: Break down, Deduce,
Infer, Relate
E. SYNTHESIS: Categorize, Compile,
Compose, Create, Design
F. EVALUATION: Appraise, Compare,
Critique, Defend, Judge, Justify,
Support, Validate
MYERS-BRIGSS TYPE INDICATOR
PERSONALITY BASED LEARNING
I. FOUR MBTI SCALES
A. How you orient and receive
energy
EXTROVERT (E): Outward
flow, focus on others
INTROVERT (I): Inward flow,
focus on self
B. How you receive data or take
information
SENSING (S): Focus on facts,
details, and what is
INTUITION (N): Focus on big
picture, what can be, the
future, relies on insights
C. How you make judgments and
decisions
THINKING (T): Analyze
situation, logical, if-then
thinking
FEELING (F): Personal,
subjective, values oriented
decisions,
D. The way you deal with the
outer world (Approach to
life)
JUDGING (J): Needs plans,
organization, rules,
regulations, wants quick,
controlled decisions
PERCEIVING (P): Leave
options open, not quick to
decide, more subjective
LEARNING STYLES AND STRATEGIES
BY
FELDER AND SOLOMAN
I. The Four (4) Learning Categories
A. Active versus Reflective
B. Sensing versus Intuitive
C. Visual versus Verbal
D. Sequential versus Global
II. Example Activities for Each Category
A. Active: Doing, Applying, Group
Activities
Reflective: Reflecting and Thinking
first, prefer working alone
B. Sensing: Details, Facts, Processes
Intuitive: Innovation, Concepts,
Abstract Thinking
C. Visual: Charts, Diagrams, Pictures,
Maps, Films
Verbal: Oral and Written Word
D. Sequential: Linear steps, Logical
Orderly Paths
Global: Random Progression, Look
for “Big Picture” first
MEMLETICS
LEARNING STYLES INVENTORY
I. LEARNING STYLES CATEGORIES
A. Visual-pictures, images
B. Aural-sound, music
C. Verbal-words, speech/oral
D. Physical-touch, hands on
E. Logical-reasoning, thinking
F. Social-groups, others focus
G. Solitary-alone, self focus
THINKING
I. THREE (3) WAYS OF THINKING
A. CREATIVE
B. LOGICAL, RATIONAL
C. CRITICAL
A. CREATIVE:
Thought process where there
is ambiguous, irrelevant,
limited, or unclear information
and few or no guide- lines,
parameters, procedures, rules,
steps, etc.; Thinking out-side the
box to accomplish
goals and
objectives with the available
data and information at hand
B. LOGICAL, RATIONAL:
Thought process of organized
thinking and examining
evidence where there is clear,
relevant, useful information with
decision- making guidelines,
parameters, procedures, rules,
steps, etc., for the purpose of
making decisions to accomplish
goals in an effective and
efficient manner
C. CRITICAL THINKING:
Thought process of organized
thinking involving accepting,
analyzing, authenticating,
combining, dissecting,
examining, evaluating, inferring,
integrating, interpreting,
judging, observing, opinionizing,
reflecting, rejecting, and
synthesizing data, evidence, and
information for the purpose of
determining and evaluating the
accuracy, meaning, value and
worth and/or identifying a belief,
conclusion or solution related to
the data/evidence/information.
MANAGEMENT THEORY
I. CLASSICAL MANAGEMENT
A. SCIENTIFIC THEORY
1. FREDERICK TAYLOR
*Father of Scientific MGT
*Principles of Scientific MGT
*Scientifically Determine One Best Way
*Scientifically Select and Train
*Separate MGT and Worker Function
*Standardize Resources
*Have Planning Meetings
*Reward with Financial Incentives
*Wrote Shop Management and
The Principles of Scientific
Management , 1911
*Identified “Soldiering”
2. FRANK GILBRETH
*Father of Motion Study
*Improve Efficiency by
Eliminating Wasted Motion
*THERBLIGS
*CHEAPER BY THE DOZEN
*”Classifying Elements of
Work,” 1977 (General
Management Classics)
B. BUREAUCRATIC THEORY
1. MAX WEBER
*Father of Bureaucracy
*Elements of Bureaucracy
C. ADMINISTRATIVE THEORY
1. HENRI FAYOL
*Father of Administrative,
or Process Management
* Functional/ Process Definition
of Management
*Administration industrielle et
generale 1917 (General and
Industrial Management (1949)
*14 Principles of MGT
C. ADMINISTRATIVE/
HUMANISTIC THEORY
1. CHESTER BARNARD
*Acceptancy Authority
*Functions of the Executive
1938
3. MARY PARKER FOLLETT
*Leadership (Authority and
Knowledge)
II. NEO-CLASSICAL MANAGEMENT
A. HUMAN RELATIONS THEORY
1. ELTON MAYO
* Father of Human Relations
Management
*Lead Hawthorne Studies
* Hawthorne Studies
2. F.J. ROETHLISBERGER
AND WILLIAM DICKSON
*Management and the
Worker, 1939
*Four Experiments
1.
2.
3.
4.
Illumination
Relay Assembly
Attitudes and Sentiments
Bank Wiring Observation
III. MOTIVATION THEORY
A. COGNITIVE, NEEDS-BASED
THEORIES
1. A. H. MASLOW
a. Needs Hierarchy Theory
2. FREDERICK HERZBERG
a. Two Factor (SatisfierDis-Satisfier Theory
3. DOUGLAS McGREGOR
a. X – Y THEORY
4. WILLIAM OUCHI
a. Theory Z
5. DAVID McCLELLAND
a. Achievement Needs Theory
B. PROCESS-BASED (BEHAVIOR)
THEORIES
1. J. STACY ADAMS
a. Equity Theory
2. VICTOR VROOM
a. Expectancy Theory
3. EDWARD LAWLER AND LYMON
PORTER
a. Extension of Equity Theory
4. B.F. SKINNER
a. Reinforcement Theory
(Behavior Modification)
LEADERSHIP THEORY
I. KURT LEWIN
*University of Iowa
*LEADERSHIP STYLES
1. Authoritarian/Autocratic
2. Participative/Democratic
3. Delagative/Laissez Faire
II. OHIO STATE U.
*Ralph Stodgill/Stogdill
*LEADERSHIP STYLES
1. Initiating Structure
2. Consideration
III. U. OF MICHIGAN
* Rensis Likert
* LEADERSHIP STYLES
1. Production Oriented
2. People-Relationship
* AUTHORITY STYLES
(Systems Approach)
System 1. Exploitive/
Authoritative
System 2. Benevolent
Authority
System 3. Consultative
System 4. Participative
* LINKING PIN EFFECT
* LIKERT SCALE
IV. BLAKE & MOUTON
* U. OF TEXAS
* MANAGERIAL GRID
1. 1, 1 Impoverished Mgt
2. 1, 9 Country Club
3. 9, 1 Sweat Shop
4. 5, 5 Middle-of-Road
5. 9, 9 Team
SELECTED MANAGEMENT
TOPICS/CONTRIBUTORS
I. Peter Drucker
a. Management By
Objectives (MBO)
II. Henry Mintzberg
a. Managerial Roles
1. Informational
2. Interpersonal
3. Decisional
III. Michael Porter
a. Competitive Business
Strategy
1. Market Forces
2. Business Level
Strategies
IV. William Oncken, Jr.
a. Decision-Making/
Problem-solving
b. “Whose Got the Monkey”
c. Three types of Managerial
Times
SELECTED MANAGEMENT
TOPICS
I. MANAGEMENT BY
OBJECTIVES
* Peter Drucker
* The Practice of Management
* SMART OBJECTIVES
II. MANAGERIAL ROLES
* Henry Mintzberg
* 3 Role Categories
1. Interpersonal
2. Informational
3. Decisional
III. STRATEGIC
MANAGEMENT
* Michael Porter
* 5 Strategic Forces
* 3 Competiti Strategies
IV. MANAGEMENT
PROBLEMS
* William Oncken, Jr.
* Management Time: Whose Got
the Monkey
* Types of Management Time
SELECTED MANAGEMENT
TOPICS/CONTRIBUTORS
TOTAL QUALITY MANAGEMENT
I. W. Edwards Deming
A. Father of TQM
B. 14 Principles of Management
C. Deming Cycle/Wheel
1. Plan
2. Do
3. Check (Study)
4. Act
II. Joseph Juran
A. Quality Trilogy
1. Quality Planning
2. Quality Control
3. Quality Improvement
B. Pareto Chart
1. 80/20 Concept
III. Kaoru Ishikawa
A. Ishikawa Chart (Fish Bone)
B. Quality Circles
C. Seven Quality Tools
SELECTED MANAGEMENT
TOPICS
I. ETHICS
II. SOCIAL RESPONISBILITY
A. Milton Friedman
1. “The Social Responsibility
of Business is to Increase
Profits”