HENRY MINTZBERG vs HENRI FAYOL:
OF LIGHTHOUSES, CUBISTS AND THE EMPERORS NEW CLOTHES
Sydney Graduate School of Management
49 Hunter Street
Parramatta NSW 2150
Telephone: +61 2 9893 8222
Facsimile: +61 2 9891 5899
email: [email protected]
FORM FOR THE SUBMISSION OF ASSESSED COURSEWORK
THIS FORM MUST BE COMPLETED AND ATTACHED TO ALL ASSESSED WORK.
If you are submitting group work, pl
Just Be Yourself!
Neo- Normative Control (NNC)
And The Management Of
Everyday Life (MOEL)
Management control progress or waves?
(Huczynski, 2006, adapted)
Waves (USA) Normative (N) and
rational (R) ideo
ST RAT EGY_MGT _ESSAY.DOCX (24.31K)
T IME SUBMIT T ED
CHARACT ER COUNT 11734
SIMILARIT Y INDEX
Reminder on Management
NEW MANAGEMENT? FROM
POST-BUREAUCRACY TO NEOBUREAUCRACY
(Management As Consultancy?)
The work of a manager
Variation (e.g. history, culture and org. size etc),
but common connected themes
Recap: Management as Control
Direct control telling,asking(dependsonstyle
Bureaucratic control controlshowtasksareperformed
Lecture 1: Taylorism and
Dr Robin Klimecki, Department of Management, University
Structure of the Lecture
Content of the module and expectations
Concept of management management as form of control
The assignment Title:
Critically discuss the pros and cons of a bureaucratic approach
towards managing contemporary organisations. Use a case study (or
two case studies) of your choice to illustrate your points.
Candidate number: 30654
Rally is a software development company.
Their website has advice about team working in relation to
Agile teams a project management term.
See below, and also their top 10 mistakes as above.
Some good team wo
Why do so many top performers leave as soon as they can after a Merger or
Leading Change | COO | M&A Strategy, Execution, and Integration
Despite detailed planning, deliberate processes, and retention incentives d
Guide: Prof Abhilash S Nair
Mohammed Anzy S
Siva Kumar NV
Company founded in 1945.
Has focused on
Organizational Change Practitioners
"Change Management versus Change Leadership: This is a
really good insight on the differences between the two that is
seldom highlighted. I have seen this so often in turnarounds,
whats your thoughts?
Paper prepared for SAM/IFSAM VIIth World Congress: Management in a World of Diversity and
Change. 5-7 July, 2004, Gteborg, Sweden. Academic stream: Management education.
Pros and cons of a competency approach
Richard Bolden (contact
Leadership and Management A synopsis of What Leaders Really Do by John P. Kotter
Step 1: Deciding what needs to be done
is coping with
Setting a direction
Developing a vision of the fut
Patrick Trottier M.S., I-O Psy.
Sr. Organizational Development, Change Process, Performance Improvement Practitioner
Resistance is a hot topic these days. Do we need to rethink resistance in facilitating
Article Summary: What Leaders Really Do
EDD 7200 Supervisory Behavior
October 4, 2010
Article Summary: What Leaders Really Do
The article, What Leaders Really Do by John Kotter is written on the premise
that leaders and m
Issue posted onto a LinkedIn OD and Change forum.
What is your view?
Should all managers(including Organisational Change Practitioners) spend a
day within the front line of the Business every year? If yes please state why
and why it does not happen,If no,
Discuss whether knowing the history of management is useful for studying
Management practice of human almost appear with the human civilization at the same time.
Management theory from naive to mature, has given us a lot of
Time Driven ABC and Strategy
Last week we looked at short run and medium run framings of how to mange cost
This is the big difference between contribution accounting and how theory of constraints has
brought this up into a management philosophy of how
Lecture Week 1 Value Chain
Students should be able to explain the concept of value chain.
Students should be able to analyse the value chain of a firm.
Students should be able to apply value chain methodology as a SMA technique.
Managing people: individuals
and groups at work
The right fit between
people and organization
Key drivers of motivation
Group dynamics and
How do individuals d
management in context
What do we imagine? Organizations
What do we imagine? Managers
What do we imagine?
led by an enlightened
Theoretical Approaches to
Management & Organizations
Theory is a systematic and organised way of
making sense of a phenomenon
It explains how things work
Offers a framework for comparisons between
management principles a
Lecture 3: Organizational
Setting & Strategy
Office hour 12.30-13.30 on Fridays (or by prior arrangement)
At the end of this session you should:
understand how org
Q=(Yi- Y* )^2= (Yi- ( + X )^2
0 + 1X i - Yi =0
0 + 1 X - Yi X =0
0+ 1 X i
Yi X = 0 X i +
1 X i ^2
0=( Yi Xi ^2 - X i Yi Xi
)/(n X i ^2 ( Xi )^2 )
= (n Y X - X i Y ) / (n X i ^2 ( Xi )^2 )