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Dual control theory is a branch of control theory that deals with the control of systems whose characteristics are initially unknown. [1] [2] It is called dual because in controlling such a system the controller's objectives are twofold: (1) Action: To control the system as well as possible based on current system knowledge
Double-loop learning is used when it is necessary to change the mental model on which a decision depends. Unlike single loops, this model includes a shift in understanding, from simple and static to broader and more dynamic, such as taking into account the changes in the surroundings and the need for expression changes in mental models. [3]
Matrix management is an organizational structure in which some individuals report to more than one supervisor or leader—relationships described as solid line or dotted line reporting, also understood in context of vertical, horizontal & diagonal communication in organisation for keeping the best output of product or services.
Functional leadership theory (Hackman & Walton, 1986; McGrath, 1962) is a theory for addressing specific leader behaviors expected to contribute to organizational or unit effectiveness. This theory argues that the leader's main job is to see that whatever is necessary to group needs is taken care of; thus, a leader can be said to have done ...
This is considered the more conventional theory and results in management styles that have high degrees of control over employees. Theory Y conversely suggests that it is human nature to be motivated by objectives and gain satisfaction through the completion of work. [2] Those who believe in Theory Y believe that it is the responsibility of ...
The linking pin model is an idea developed by Rensis Likert.It presents an organisation as a number of overlapping work units in which a member of a unit is the leader of another unit.
In reviewing the older leadership theories, Scouller highlighted certain limitations in relation to the development of a leader's skill and effectiveness: [3] Trait theory: As Stogdill (1948) [4] and Buchanan & Huczynski (1997) had previously pointed out, this approach has failed to develop a universally agreed list of leadership qualities and "successful leaders seem to defy classification ...
An authoritarian leadership style is described as being as "leaders' behavior that asserts absolute authority and control over subordinates and [that] demands unquestionable obedience from subordinates." [1] Such a leader has full control of the team, leaving low autonomy within the group.