1. Belbin’s team roles:
(a) Plant: Idea
generator, Bigger picture, Creative, Problem solving
(b) Co-ordinator:
Task organiser
(c) Shaper: Inter-personal
leader, Under pressure leader, Objective focused
(d) Resource investigator:
Entrepreneur, Negotiator for team
(e) Completer/ finisher:
Meeting deadline, Every single detail
(f) Specialist: Limited
in wider picture.
(g) Team worker:
Cooperative, Diplomatic, Avoiding conflict
2. Handy four cultural stereotypes:
(a) Zeus: (Power/
club culture) - Centralised power.
(b) Apollo: (Role culture)
- Strict rules.
(c) Athena: (Task culture) - Focusing to
finish the job, not on rules.
(d) Dionysus:
(Personal culture) – Serving a person’s purpose.
3. Hofstede’s four cultural
dimensions:
(a) Power distance culture: (High
PD/ Low PD) – Distance between top level and bottom level of an organisation.
(b) Uncertainty avoidance: (High
UA/ Low UA) - When there’re strict rules remain then uncertain things don’t
occur so we can avoid uncertainty.
(c) Individualism: (High
I/ Low I) - Preferring to work as a group or individually.
(d) Masculinity:
(High M/ Low M) - Whether masculine dominant or not. But Low M doesn’t implies to be female dominant.
4. Mintzberg’s manager’s role:
Interpersonal, Informational, Decisional.
5. Drucker:
SMART (Specific, Measurable,
Attainable/ achievable, Realistic, Time bound/ Timely)
6. Ashridge’s group development stages:
(a) Forming:
Come & introduce (Formation).
(b) Storming:
Positive (Conflict/ dispute) between members & they decide on the plan.
(c) Norming:
They settle down & start performing.
(d) Performing:
On a full growth.
*(e) Dorming: Once performing good for
some time then groups performance becomes slow/ static.
*(f) Adjourning/ mourning: Group
collapses.
7. Ashridge’s management model:
(a) Tells: Leader’s Order
must be followed by subordinates.
(b) Sells:
Subordinate have to motivated to accept leader’s opinion.
(c) Consults:
Leaders take subordinate’s opinion but stick to his own decision.
(d) Joins: Democratic
style/ consensus applied.
8. Some management theories:
(a) Fayol: Classical
theory (More work, more achievement)
(b) Taylor: Scientific
theory (Well planned, research & analysis, piece work pay, manager takes
supreme responsibility)
(c) Mayo: Human
relation theory (Psychologically free, empower the subordinates)
(d) Peter Drucker:
Management by objective (Setting objective, organise/ plan, motivate employees
& develop them)
(e) F E Fiedler:
Manager’s psychology (Psychologically close or distant). How they’ll perform on
a situation dependes on 3 things:
·
Relationship between manager &
subordinates.
·
Task’s structure.
·
Power of the manager.
9. Adair: Action
cantered (3 interrelated actions are: Task need, group need & individual
need)
10. Bennis:
Distinction between manager & leader (Manager does things right, leader
does the right thing)
Prepared by: Rashedul Hasan Yasin, TA, LCBS, Dhaka
