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The viable system model (VSM) by Stafford Beer. Management cybernetics is concerned with the application of cybernetics to management and organizations. "Management cybernetics" was first introduced by Stafford Beer in the late 1950s [1] and introduces the various mechanisms of self-regulation applied by and to organizational settings, as seen through a cybernetics perspective.
The managerial grid model or managerial grid theory (1964) is a model, developed by Robert R. Blake and Jane Mouton, of leadership styles. [1] This model originally identified five different leadership styles based on the concern for people and the concern for production. The optimal leadership style in this model is based on Theory Y.
The democratic management style involves managers reaching decisions with the input of the employees but being responsible for making the final decision. [4] There are many variations of this style of management including consultative, participative, and collaborative styles. Employee ideas and contributions are encouraged, but not necessary.
Prudent avoidance is a precautionary principle in risk management. It states that reasonable efforts to minimise potential risks should be taken when the actual magnitude of the risks is unknown. It states that reasonable efforts to minimise potential risks should be taken when the actual magnitude of the risks is unknown.
Visual representation of the model [1]. The McKinsey 7S Framework is a management model developed by business consultants Robert H. Waterman, Jr. and Tom Peters (who also developed the MBWA-- "Management By Walking Around" motif, and authored In Search of Excellence) in the 1980s.
Uncertainty management theory (UMT), developed by Dale Brashers, addresses the concept of uncertainty management. Several theories have been developed in an attempt to define uncertainty, identify its effects and establish strategies for managing it. [1] Uncertainty management theory was the first theory to decline the idea that uncertainty is ...
Managerialism is the idea that professional managers should run organizations in line with organizational routines which produce controllable and measurable results. [1] [2] It applies the procedures of running a for-profit business to any organization, with an emphasis on control, [3] accountability, [4] measurement, strategic planning and the micromanagement of staff.
Research indicates that perceived social isolation (PSI) is a risk factor for and may contribute to "poorer overall cognitive performance and poorer executive functioning, faster cognitive decline, more negative and depressive cognition, heightened sensitivity to social threats, and a self-protective confirmatory bias in social cognition."