IO Theory

Scientific Management

Key Concepts: Organizations as machines for efficiency. Time-motion studies, standardization, specialization. Scientific selection and training of workers. Manager-worker cooperation. Theorist/Developer: Frederick Taylor, Frank & Lillian Gilbreth

Bureaucracy

Key Concepts: Ideal structure: hierarchy, rules, impersonality. Division of labor, merit-based employment. Formal procedures and written records. Theorist/Developer: Max Weber

Administrative Management

Key Concepts: Focus on managerial practices. 14 Principles (e.g., unity of command, division of labor, equity). 5 Functions of Management: Planning, Organizing, Commanding, Coordinating, Controlling. Theorist/Developer: Henri Fayol

Operating Core (Structural Theory)

Key Role: Performs basic tasks (production/services). Examples: Factory workers, nurses.

Strategic Apex (Structural Theory)

Key Role: Top leadership: sets goals and ensures success. Examples: CEO, executives.

Middle Line (Structural Theory)

Key Role: Links apex to core: implements strategies. Examples: Managers, supervisors.

Technostructure (Structural Theory)

Key Role: Provides technical expertise (systems, standards). Examples: HR, IT, legal.

Support Staff (Structural Theory)

Key Role: Non-core services aiding operations. Examples: Security, janitorial.

Ideology (Structural Theory)

Key Role: Shared beliefs driving commitment and unity. Examples: Company mission/culture.

Politics (Structural Theory)

Key Role: Informal power struggles: disrupts cohesion. Examples: Office conflicts, lobbying.

Hawthorne Effect

Description: Productivity increases when workers feel valued (attention > physical conditions). Theorist: Elton Mayo

Cooperative Systems

Description: Managers must foster purpose, ethics, and communication (formal/informal). Theorist: Chester Barnard

Participative Management

Description: Rejects top-down control: advocates employee involvement in decisions. Theorist: Herbert Simon

Theory X & Theory Y (Neoclassical)

Description: Theory X: Workers need control. Theory Y: Workers are self-motivated. Theorist: Douglas McGregor

Growth Perspective

Description: Organizations thrive when supporting employee growth (moving from passive to active). Theorist: Chris Argyris

McGregor's Theory X & Y (Humanistic)

Key Concepts: X: Employees need control (lazy, unmotivated). Y: Employees are self-motivated (trust, autonomy). Theorist: Douglas McGregor

Self-Fulfilling Prophecy

Key Concepts: Employees behave according to managerial expectations (Pygmalion/Golem effects). Theorist: Robert Rosenthal

Maslow's Hierarchy of Needs

Key Concepts: 5-tiered needs: Physiological -> Safety -> Social -> Esteem -> Self-Actualization. Theorist: Abraham Maslow

Alderfer's ERG Theory

Key Concepts: Condensed needs: Existence (basic), Relatedness (social), Growth (development). Theorist: Clayton Alderfer

Herzberg's Two-Factor Theory

Key Concepts: Motivators (achievement, recognition) vs. Hygiene (salary, conditions). Theorist: Frederick Herzberg

McClelland's Achievement Motivation

Key Concepts: Needs for Achievement, Power, Affiliation drive behavior. Theorist: David McClelland

Four-Drive Theory

Key Concepts: Motivation from drives to Acquire, Bond, Comprehend, Defend. Theorist: Lawrence & Nohria

Self-Determination Theory (SDT)

Key Concepts: Autonomy, Competence, Relatedness fuel intrinsic motivation. Theorist: Ryan & Deci

Hackman & Oldham's Job Characteristics

Key Concepts: 5 Core Job Traits: Skill Variety, Task Identity, Significance, Autonomy, Feedback. Theorist: Hackman & Oldham

Equity Theory

Key Concepts: Fairness in input/output ratios compared to others affects motivation. Theorist: J. Stacy Adams

Vroom's Expectancy Theory

Key Concepts: Motivation = Valence (desire) x Instrumentality (link) x Expectancy (effort outcome). Theorist: Victor Vroom

Locke's Goal Setting Theory

Key Concepts: Specific, challenging goals + commitment = higher performance. Theorist: Edwin Locke

Reinforcement Theory

Key Concepts: Behavior shaped by rewards/punishments (Operant Conditioning). Theorist: B.F. Skinner

Organizational Justice

Key Concepts: Distributive (fair outcomes), Procedural (fair processes). Theorist: Greenberg

MARS Model

Key Concepts: Performance = Motivation + Ability + Role Clarity + Situational Factors. Theorist: N/A

Costa & McCrae's Big 5

Key Concepts: Personality traits: Conscientiousness, Agreeableness, Neuroticism, Openness, Extraversion. Theorist: Costa & McCrae

IMPACT Leadership

Key Concepts: 6 Styles: Informational, Magnetic, Position, Affiliation, Coercive, Tactical. Theorist: N/A

Path-Goal Theory

Key Concepts: Leaders adapt styles (Directive, Supportive, Participative, Achievement-Oriented). Theorist: House & Mitchell

Situational Leadership

Key Concepts: Leadership style matches follower readiness (Delegating, Directing, Coaching, Supporting). Theorist: Hersey & Blanchard

Leader-Member Exchange (LMX)

Key Concepts: In-Group (trusted) vs. Out-Group (distant) subordinates. Theorist: Graen & Uhl-Bien

Systems Approach

Key Concepts: Organizations as open systems (interact with environment) or closed systems. Composed of subsystems (components, linking processes, goals). Focus on internal dynamics and multi-level analysis. Theorist/Key Figure: Ludwig von Bertalanffy

Socio-Technical Approach

Key Concepts: Balance between social systems (people) and technical systems (tools/processes). Joint Optimization: Align social & technical systems. Unit Control of Variance: Empower employees to solve problems. Theorist/Key Figure: Tavistock Institute (Eric Trist)

Contingency/Situational Approach

Key Concepts: No "one-size-fits-all" structure: adapt to external factors (legal, economic, etc.). Decision Theory: Focus on how decisions are made in varying contexts. "It all depends" on situational variables. Theorist/Key Figure: Herbert Simon, Joan Woodward

Open System Theory (Inputs)

Description: Resources from the environment (e.g., materials, employees, capital). Implications: Organizations depend on external resources for survival.

Open System Theory (Throughputs)

Description: Internal processes (e.g., production, training, services). Implications: Efficiency in conversion determines organizational effectiveness.

Open System Theory (Outputs/Feedback)

Description: Products/services delivered back to the environment: feedback informs adjustments. Implications: Positive/negative feedback loops guide adaptation.

Woodward's Model

Key Concepts: Manufacturing structure must match tech type - Production technology. Small-batch: Moderate span. Mass production: Large span. Continuous process: Largest span. Implications: Manufacturing structure must match technology type. Theorist: Joan Woodward

Lawrence & Lorsch Model

Key Concepts: Differentiation (complexity) and Integration (collaboration). Mechanistic (stable) vs Organic (dynamic). Implications: Structure must fit environmental uncertainty. Theorist: Paul Lawrence & Jay Lorsch

Fiedler's Model

Key Concepts: Effectiveness depends on: 1. Leader-member relations, 2. Task structure, 3. Position power. Implications: Leaders must fit the specific situation. Theorist: Fred Fiedler

Mintzberg's Contingency Model

Key Concepts: 5 structural configurations: 1. Simple structure, 2. Machine bureaucracy, 3. Professional bureaucracy, 4. Divisionalized form, 5. Adhocracy. Implications: Different structures for different strategies - Organization design. Theorist: Henry Mintzberg

Lewin's Change Model

Key Focus: Managing resistance to change - Evolutionary vs. Revolutionary change. Change agents vs. resisters. Stages: 1. Unfreezing (break status quo), 2. Moving (implement change), 3. Refreezing (stabilize new norms). Theorist: Kurt Lewin

Action Research Model

Key Focus: Data-driven organizational improvement. Sensemaking: Employees interpret changes. Iterative refinement. Stages: 1. Diagnose issue, 2. Plan action, 3. Implement, 4. Evaluate results. Theorist: Various (e.g., Lippitt)

Perrow's Model

Key Focus: Technology-structure fit. Routine vs. non-routine tech - Unit vs. mass production. Stages: Org structure adapts to: Task variability, Problem analyzability. Theorist: Charles Perrow

Kotter's 8-Step Model

Key Focus: Leading large-scale change. Addresses common change failures. Emphasizes vision & quick wins. Stages: 1. Create urgency, 2. Build coalition, 3. Form vision, 4. Communicate, 5. Empower action, 6. Quick wins, 7. Sustain momentum, 8. Institutionalize. Theorist: John Kotter

Adam Smith's Invisible Hand

Key Concepts: Self-interest driving systems. Rational Choice Theory. Laissez-faire economics. Individuals' rational choices benefit collective. Free markets self-regulate. Theorist: Adam Smith

Peters & Waterman's Excellence

Key Focus: Traits of successful orgs. "Well-managed" companies thrive via culture. Components: 8 attributes (e.g., bias for action, close to customer, autonomy). Theorist: Tom Peters & Robert Waterman

Vroom-Yetton Decision Model

Key Focus: Leadership decision-making. Decision quality vs. acceptance. Situational leadership. Components: Flowchart for: Autocratic, Consultative, Group-based decisions. Theorist: Victor Vroom & Philip Yetton

Survey Feedback

Purpose: Collect employee perceptions to guide change. Example: Annual engagement surveys.

Team Building

Purpose: Improve collaboration and trust. Example: Offsite workshops.

Total Quality Mgmt (TQM)

Purpose: Continuous quality improvement via employee involvement. Example: Six Sigma, Kaizen.

Gainsharing

Purpose: Link bonuses to productivity gains. Example: Profit-sharing plans.

Technostructural Intervention

Purpose: Redesign org structure/tech. Example: Matrix structures, reengineering.

Appreciative Inquiry

Purpose: Focus on strengths vs. deficits. Example: "What works well?" brainstorming.

Organizational Transformation

Purpose: Radical culture/mission change. Example: Mergers, digital transformation.

T-Groups (Sensitivity Training)

Purpose: Improve interpersonal skills. Example: Unstructured group feedback sessions.