Table of Contents
Management Foundation Areas
Management Foundation Areas
Philosophy and Management
Classification summary
PPT Slide
Method of evidence generation
Leibnizian View
Leibnizian inquiry
Lockean View
Lockean inquiry
Kantian View
Kantian inquiry
Hegelian View
Hegelian inquiry
Singerian View
Singerian inquiry
PPT Slide
Reality construction
PPT Slide
NEGOTIATED REALITY DELPHI
INQUIRY OBJECTIVES
Validation Dimensions
PPT Slide
PPT Slide
Before Virtuality I
Before Virtuality II
After Virtuality I
After Virtuality II
After Virtuality III
Classes of Problems
PPT Slide
Problem Solving Characteristics
COMPLEXITY DIMENSION
Examples of Group Problem Solving Tasks I
Examples of Group Problem Solving Tasks II
Examples of Group Problem Solving Tasks III
Examples of a Group Problem Solving Task IV
Examples of Group Problem Solving Tasks V
Examples of Group Problem Solving Tasks VI
History of Management Theory
Organizational Management Theories I
Organizational Management Theories II
Organizational Management Theories III
Organizational Management Theories IV
Organizational Management Theories V
Organizational Management Levels
Organizational Structures
Organizational Structures
Traditional
Bureaucratic
Human
System
Networked
Marketplace
Virtual Organization I
Virtual Organization II
Virtual Organizations III
Virtual Organizations IV
Virtual Organizations V
Virtual Organization Summary
Organizational coordination
I. When is a different organizational model useful?
II. When is a different organizational model useful?
Objectives and Effectiveness
General
Group Oriented
Individual Oriented
Organizational Orientation
External Orientation
Observations on Criteria
Human Resource Function
Integrative Function
Adaptive Function
Goal-Attainment Function
Information value and utility
Approaches to Systems Objectives
Multiple Perspectives
Multiple Perspectives Alternative
Technology View
Organizational View
Personal Perspective View
Organizational Objectives I
Organizational Objectives II
Human Resources
Management styles
Management styles
Herzberg's motivation/hygiene theory
Motivation
Maslow's Hierarchy of Needs
Hawthorn experiments 1
Hawthorn experiments 2
Climate conditions
Turnover Model 1
Turnover Model 2
Talent issue
Favorable management climate
Leadership characteristics in IS
Management Approaches
IS Management Confusions I
IS Management Confusions I
Paradoxes, Tradeoffs & Compromises
Effectiveness & Paradoxes
IS Design Variations for Desired Effectiveness Outcomes
Organizational Effectiveness Paradoxes I
Organizational Effectiveness Paradoxes II
Organizational Effectiveness Paradoxes III
Organizational Effectiveness Paradoxes IV
Principles of Paradoxes in organizations
Organizational Innovation
Organizational Innovation Problems
Evolution (almost biological) of an idea
Psychological types and dimensions
Psychological Relationship to Centralization/Decentralization
Myers-Briggs personality types I
Myers-Briggs personality types II
Myers-Briggs personality types III
THINKING vs. FEELING
SENSATION vs. INTUITION
Overlapping Categories
Information Concern Examples
Human and Group Biases in Innovation I
Human and Group Biases in Innovation II
Complexity Bias
Characteristics of Innovative Organizations I
Characteristics of Innovative Organizations II
Characteristics of Innovative Organizations III
Solutions of Innovative Organizations
Group & Human Processes
PPT Slide
Group Problem Solving Phases
Problem solving requirements
Group Process Gains and Losses
Structures that have been designed to minimize process losses
Why Procedures Work
Procedural Dimensions
Communication Procedures I
Communication Procedures II
Common Process Gains I
Common Process Gains II
Common Process Losses I
Common Process Losses II
Common Process Losses III
Common Process Losses IV
Common Process Losses V
Delphi method
Reasons for Delphi
The Delphi method Process
Three participant roles:
Delphi objectives I
Delphi objectives II
Consensus is not always the objective
Decision Dimensions
Models of Decision Process I
Models of Decision Process II
Models of Decision Process III
Strategic Objectives
Subjective estimates of risks
Human Biases I
Human Biases II
Human Biases III
Human Biases IV
Human Biases V
Human Biases VI
Human Biases VII
Human Biases VIII
Human Biases IX
Human Biases X
Ways to help avoid cognitive bias I
Ways to help avoid cognitive bias II
Intellectual Cripple Hypothesis
References I
References II
References III
References IV
THE END
|