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theory X & Y: McGregor, Douglas
 

theory X & Y

McGregor, Douglas

  • topic: change management, leadership & management and personnel management
  • period: 1960
The American psychologist, Douglas McGregor, studied leadership styles. McGregor argued that managers operate from their personal view of how employees function. He separated managers into two groups based on Maslow's Hierarchy of Needs. He related Theory X managers to lower order needs in the hierarchy and Theory Y managers to higher order needs. Theory...
 
LAARC sales resistance mitigation tactic:
 

LAARC sales resistance mitigation tactic

n/a

  • topic: marketing & sales
  • period: n/a
LAARC is a standard sales resistance mitigation tactic. The acronym stands for LISTEN, ACKNOWLEDGE, ASSESS, RESPOND, CONFIRM. Buyers' objections in the sales process are natural and should be regarded as requests for additional information and triggers for acceptance rather than as negative remarks. LAARC categorizes objections in the...
 
ten managerial roles: Mintzberg, Henry
 

ten managerial roles

Mintzberg, Henry

  • topic: leadership & management and personnel management
  • period: 1973
The Canadian academic, Henry Mintzberg who had trained as a mechanical engineer, wrote his PhD thesis at the MIT Sloan School of Management analysing the actual work habits and time management of chief executive officers (CEOs). In 1973, Mintzberg's thesis on the nature of managerial work was adopted as a study and published for a wider audience. Mintzberg's...
 
system dynamics: Forrester, Jay Wright
 

system dynamics

Forrester, Jay Wright

  • topic: org. design & development and strategic management
  • period: 1961
In the 1960's, MIT developed System Dynamics as an offshoot of the broader discipline of Systems Thinking. Systems Thinking detected structures underling complex problems and allowed individuals to become aware of the mental models they used to perceive reality. System Dynamics simulated interactions between objects in dynamic systems...