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”