Why are managers needed?

FAYOL's
School of Management

MINTZBERG:
roles of the manager

FRENCH & RAVEN

SOURCES OF POWER

POWER

V

AUTHORITY

TRANSACTIONAL LEADERS

v

TRANSFORMATION LEADERS

McGREGOR

THEORY X v THEORY Y

LIKERT'S

FOUR MANAGEMENT SYSTEMS

ASHRIDGE MANAGEMENT COLLEGE MODEL

BLAKE & MOUTON

MANAGERIAL GRID

CONCERN FOR PEOPLE
V
CONCERN FOR TASK

HERSHEY & BLANCHARD

SITUATIONAL LEADERSHIP

CULTURE

McKINSEY 7S

HARRISON

ORGANISATIONAL THEOLOGIES

MILES AND SNOW

STRATEGIC CULTURES

DEAL & KENNEDY

CULTURE TYPES

HOFSTEDE MODEL

NATIONAL CULTURES

BARRIERS TO COMMUNICATION

EFFECTIVE LISTENING

NEGOTIATION

CONSTRUCTIVE CONFLICT

DESTRUCTIVE CONFLICT

CONFLICT

VERTICAL v HORIZONTAL

HORIZONTAL CONFLICT

CONFLICT MANAGEMENT

INDUSTRIAL RELATIONS

OUCHI
3 TYPES OF CONTROL

ANTHONY

3 LEVELS OF CONTROL

EFFECTIVE CONTROL SYSTEMS

ROLE OF FINANCE FUNCTION

FINANCE FUNCTION

MEASURES OF SUCCESS

ETHICS

CIMA'S FUNDAMENTAL PRINCIPLES

CORPORATE GOVERNANCE

TYPES OF CHANGE

STYLES OF CHANGE MANAGEMENT

KOTTER & SCHLESINGER

OVERCOMING RESISTANCE TO CHANGE

PROJECT CHARACTERISTICS

PROJECT MANAGEMENT

PROJECT MANAGEMENT PROCESS AREAS

FEASIBILITY STUDIES

PRINCE2 COMPONENTS

PRINCE 2 PROCESSES

PROJECT MANAGEMENT

THE 4D MODEL

RISK MANAGEMENT

5 STAGES

DEALING WITH RISK

(TARA)

PROJECT MANAGER

TEAM DEVELOPMENT

TEAM ROLES