Management Foundation Areas

2/7/00


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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

Author: Murray Turoff

Email: turoff@adm.njit.edu

Home Page: http://eies.njit.edu/~turoff/