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Human Aspect of Organization - Coggle Diagram
Human Aspect of Organization
Management
Henri Fayol
14 General Principle of Mgt
Division of labour
Authority n responsibility
Discipline
Unity of command
Unity of direction
Subordination of ind interest to general interest
Remuneration of personnel
Centralisation
Scalar chain
Order
Equity
Stability of tenure of personnel
Initiative
Espirit de corps
5 Functions of Mgt
Planning
Organising
Commanding
Coordinating
Controlling
Abraham Maslow
Hierarchy of Needs
Physiological needs
Safety needs
Social needs
Esteem needs
Self actualisation
Herzberg
Hygiene Factors
Company policy n administration
Salary
Interpersonal relations
Job security
Security supervision
Working condition
Motivation Factors
Status
Advancement
Gaining recognition
Given responsibility
Challenging work
Achievement
Growth in the job
Elton Mayo
Workers attitude
Group relationship
Henry Mintzberg
:
Manager's Roles
Interpersonal
Informational
Decisional
Aspect of Relationship
Authority
the right to do something / position / legitimate power
3 Ways to exercise authority
Charismatic authority
Traditional authority
Rational legal authority
Power
ability to get things done
Types of power
Coercive power
Reward power
Legitimate power
Expert power
Referent/Personal power
Negative power
Responsibillity
obligation indv has to fulfill task
Delegation
manager give authority to subordinate to make decisions
Key benefits
contribute job satisfaction n development
shortens chain of decision making
brings decision closer to company's operation
reduce physical n mental limitations
Leadership
Style Theory
Ashridge Mgt College Model
Tells (autocratic)
Sells (persuasive)
Consults
Joins (democratic)
Contingency Theory
Hershey n Blanchard
High readiness
High-moderate readiness
Low-moderate readiness
Low readiness
John Adair
Task roles
Group maintenance roles
Indv maintenance roles
Traits Theory
judgement
fairness
ambition
integrity
cooperation
decisiveness
emotional stability
initiative
Culture
Factors influencing organisational cultures
Founder
History
Leadership n mgt style
Environment
Adv of strong cultures
Good internal comm n coordination
Strengthen dominant values
Regulate behaviour
Disadvantages of strong culture
Inflexibility
Blinkered view
Conflict
Cross cultural ( Hofstede)
Power distance
Uncertainty avoidance
Individualism
Masculinity
Role culture
Task culture