New forms of management
From Taylor's directive management to theories X and Y, then management by objectives, participative and collaborative management, the liberated company, holacracy and remote work: who decides, who controls, and where it goes wrong.
- 26 cards
- 4 topics
- Free
The outline, topic by topic
Each topic is weighted the way the exam weighs it.
- Concepts
- Questions
- Sort and link
- Scenarios
A few cards from the deck
McGregor's Theory X: what is it?
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A view of the employee as disliking work, avoiding responsibility and needing to be directed, controlled and threatened to make an effort.
It justifies directive management, inherited from Taylor, with close supervision and sanctions; McGregor presents it as a manager's assumption, not a truth about employees.
In management by objectives, who chooses how to reach the agreed objective?
- The employee or team concerned
- The superior, who specifies each step of the work to be done
- The human resources department
- The management board, at year end
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The employee or team concerned
The objective is negotiated and the method left to the person carrying it out: that is what separates this style from directive management, where the superior prescribes the means.
In … management, employees are involved in preparing decisions, but it is management that ….
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In participative management, employees are involved in preparing decisions, but it is management that decides.
People are consulted to decide better and win buy-in; decision power does not change hands, unlike in the liberated company.
McGregor's Theory Y: what is it?
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A view of the employee as finding satisfaction in work, seeking responsibility and directing themselves when trusted.
It leads to delegating and setting goals rather than procedures: management by objectives and the liberated company rest on this assumption.
Since the move to three days of remote work, the manager demands an activity report every two hours and two developers have left. What is the probable cause?
- Remote work is incompatible with work such as software development
- Monitoring presence instead of monitoring results
- Poorly suited video-conferencing tools
- Too many governance meetings
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Monitoring presence instead of monitoring results
Reporting every two hours reflects distrust of the theory X kind. Setting delivery objectives and tracking them controls the work without policing time, which remote work makes impossible to see anyway.