management and leadership models

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Scientific Management

Frederick Taylor

Emphasizes studying and optimizing individual tasks to increase efficiency. Uses time-and-motion studies.

Scientific Management (Frederick Taylor)

Administrative Theory

Henri Fayol

Identifies the 5 functions of management (Planning, Organizing, Commanding, Coordinating, Controlling) and 14 principles of management (e.g., scalar chain, division of labor)

Administrative Theory (Henri Fayol)

Bureaucratic Management

Max Weber

Proposes that organizations should be run on rational principles with a strict hierarchy, clear rules, written records, and specialized divisions of labor.

Bureaucratic Management (Max Weber)q

Hawthorne Studies

Elton Mayo

Discovered that employees are motivated by social dynamics, peer pressure, and attention from management, rather than just physical working conditions

Hawthorne Studies (Elton Mayo)

Hierarchy of Needs

Abraham Maslow

Organizes human needs into a pyramid with 5 levels: physiological, safety, belonging, esteem, and self-actualization. Needs must be met in sequence

Hierarchy of Needs (Abraham Maslow)

Two-Factor / Motivation-Hygiene Theory

Frederick Herzberg

Separates workplace factors into motivators (achievement, growth, recognition) that actually drive satisfaction, and hygiene factors (pay, working conditions, policies) that simply prevent dissatisfaction if present.

Two-Factor / Motivation-Hygiene Theory (Frederick Herzberg)

Theory X and Theory Y

Douglas McGregor

Contrasts two views of managers: Theory … (assumes employees inherently dislike work and must be coerced) vs. Theory … (assumes employees are naturally motivated and seek responsibility)

Theory X and Theory Y (Douglas McGregor)

ERG Theory

Clayton Alderfer

A streamlined version of Maslow's pyramid grouping needs into three categories: Existence, Relatedness, and Growth.

ERG Theory (Clayton Alderfer)

Managerial / Leadership Grid

Robert Blake & Jane Mouton

Evaluates leadership styles on a grid based on "concern for production" (x-axis) and "concern for people" (y-axis). The ideal leader is a "team manager" (high in both)

Managerial / Leadership Grid (Robert Blake & Jane Mouton)

Contingency Theory

Fred Fiedler

States that effective leadership depends on the favorability of the situation (leader-member relations, task structure, and position power). It proposes that leadership styles are fixed, so situations must be matched to the manager

Contingency Theory (Fred Fiedler)

Path-Goal Theory

Robert House

States that a leader’s job is to clear the path to the team's goals. It outlines four behaviors: directive, supportive, participative, and achievement-oriented, which are adjusted based on the situation and employee readiness.

Path-Goal Theory (Robert House)

Situational Leadership

Paul Hersey & Ken Blanchard

Suggests leaders must adjust their style (Telling, Selling, Participating, Delegating) based on the "readiness" or maturity level of the subordinates

Situational Leadership (Paul Hersey & Ken Blanchard)

Stages of Group Development

Bruce Tuckman

five stages of team evolution

Forming, Storming, Norming, Performing, and Adjourning

Stages of Group Development (Bruce Tuckman)