Some Key Terms in FAB/F1

      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