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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...
 
five dimensions of culture: Hofstede, Geert
 

five dimensions of culture

Hofstede, Geert

  • topic: culture & internationalisation and leadership & management
  • period: 1980
In the mid 1970's, the Dutch academic, Geert Hofstede, based his five dimensions of culture on an extensive survey at IBM in which he investigated the influence of national culture. His methodology was both unique in size as well in structure. He defined organisational culture is an idea system that is largely shared between organisational members. By filtering...
 
six coordination mechanisms: Mintzberg, Henry
 

six coordination mechanisms

Mintzberg, Henry

  • topic: org. design & development
  • period: 1979
The Canadian academic, Henry Mintzberg, distinguished six coordination mechanisms from organisational design literature. Any group of individuals that needs to accomplish a complex task faces two opposing requirements: the division of labour of the task into subtasks to support specialisation, and the coordination of these subtasks to accomplish the overall...
 
gods of management: Handy, Charles B.
 

gods of management

Handy, Charles B.

  • topic: culture & internationalisation and leadership & management
  • period: 1978
The British management writer, Charles Handy, classified organisational culture by the power of individuals' roles and functions within an organisation. He identified four archetypes: 1. ZEUSor Club Culture. Power is concentrated in the hands of one individual, the top boss. Control radiates from the centre's use of personal contacts...