Management Theories

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The Definition of Leadership

"A manager takes people where they want to go. A great leader takes people where they don't necessarily want to go but ought to." Rosalyn Carter

"Managers have subordinates, leaders have followers." Murray Johannsen

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	Management Theories		Management Gurus		Management Topics
14 Principles of Management 3 Dim. of Strategic Change 3C's Model of Kenichi Ohmae 7-S Framework of McKinsey 80-20 rule Action Centred Leadership Adam Smith Problem ADL Matrix Ansoff Matrix Balanced Scorecard BCG Matrix Benchmarking Benefit-Cost Analysis - BCA Blue Ocean Strategy Bricks and Clicks Model Business Process Reengineering Capability Maturity Model CMM Clarkson Principles Competitive Advantage Competitive Advantage of Nations Core Competencies Core Group Theory Cost-Benefit Analysis Cultural Dimensions Delta Model Deming Cycle Deming's 14 Points Diamond Model DRIFT Theory ERG Theory Experience Curve Extended marketing mix 7ps Fiedler's Contingecy Model Fishbone Diagram Five Forces of Competition Force Field Analysis Game Theory Gantt Chart GE Matrix of McKinsey Greiner Growth Curve Hawtorne Effect Ishikawa Diagram Lewin's Leadership Styles Linking Pin Model M-Form Society M-Shape Society Maslow's Hierarchy of Needs Organizational Learning Pareto Chart Pareto Principle PDCA Porter's Five Forces Porter's Competitive Strategies POSDCORB Product Market Grid Quality Circles Socratic Problem Strategy Delta Team Role Model Theory X and Y Theory Z Twelve Principles of Efficiency Wealth of Nations Weighing-Scale Approach		Abraham Maslow Adam Smith Adrian Furnham Alfred Chandler Anthony Athos Aristotle Armand Feigenbaum Art Kleiner Bruce Henderson Charles Babbage Chester Barnard Chris Argyris Christopher Bartlett Clayton P. Alderfer Coimbatore Krishnarao Prahalad Dale Carnegie David Norton Donald Schon Douglas McGregor Edwards Deming Elton Mayo Emerson Harrington Emile Durkheim Frank and Lillian Gilbreth Fred Edward Fiedler Frederick Taylor Gary Hamel Geert Hofstede Henri Fayol Henry Gantt Igor Ansoff James Champy James David Thompson James MacGregor Burns Jay Lorsch Joan Woodward Johannes M. Pennings John Adair Joseph Juran Kaoru Ishikawa Kenichi Ohmae Kurt Lewin Luther Gulick Lyndall Urwick Machiavelli Mary Parker Follett Max Weber Meredith Belbin Michael Hammer Michael Porter Paul Lawrence Peter Blau Peter Drucker Philip Crosby Rensis Likert Robert K. Merton Robert Kaplan Robert Owen Socrates Sumantra Ghoshal Sun Tzu Tom Peters Vilfredo Pareto Warren Bennis William Ouchi Xenophon		Autocratic Leadership Bureaucratic Leadership Business Intelligence Change Competitive Intelligence Corporate Governance Decentralisation Democratic Leadership Division of Labor Fadapa Force Field Analysis Knowledge Management Laissez Faire Leadership Organizational Development Manufacturing Organizational Change Project Management Risk Management Sources of Power Social Change Sustainable Development Strategy Typology Theories of Leadership Types of Leadership Types of Power Voluntary Unpaid Overtime Value Based Management

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	Some of our fields of interest are as follows: Leadership Organizational Behavior Marketing Risk Management E-Government Sustainable Development Entrepreneurship Change Management We are interested in joint research with academicians from different countries. If you are interested in researching with us please send us an e-mail. Below you will find some detail on our current studies.
	Voluntary Unpaid Overtime (VUO): Although widely applied "Voluntary Unpaid Overtime" is generally ignored in the literature. However Livvarcin and Fikes (2009) proved the existance of VUO by using Overtime Index. Learn more about VUO...
	FADAPA: Developing a widely accepted model and publishing it on a prestigious journal is the dream of all academicians. FADAPA proposes the secrets of succesfull research papers. Learn more...
	Vectorial Risk Model: This study introduces the Vectorial Risk Model (VRM) as a mathematic based measurement tool and proposes the usage of it as an indicator of risk. This study also introduces a measurement device called the �balanced angle�. By using both the VRM and the balance angle, managers can assess �risk� itself as it affects organizations. Learn more...

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