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Henri Fayol (29 July 1841 – 19 November 1925) was a French mining engineer, mining executive, author and director of mines who developed a general theory of business administration that is often called Fayolism. [2] He and his colleagues developed this theory independently of scientific management but roughly
For Leontiev, the psychological [3] of 'activity' consisted of those processes "that realize a person's actual life in the objective world by which he is surrounded, his social being in all the richness and variety of its forms" (Leontiev 1977). The core of Leontiev's work is the proposal that we can examine human processes from the perspective ...
Activity theory (AT; Russian: Теория деятельности) [1] is an umbrella term for a line of eclectic social-sciences theories and research with its roots in the Soviet psychological activity theory pioneered by Sergei Rubinstein in the 1930s. It was later advocated for and popularized by Alexei Leont'ev.
Peter Ferdinand Drucker (/ ˈ d r ʌ k ər /; German:; November 19, 1909 – November 11, 2005) was an Austrian American management consultant, educator, and author, whose writings contributed to the philosophical and practical foundations of modern management theory.
In 1954, Shchedrovitsky took over leadership of the circle and played a prominent role in developing activity theory. Here the world was not seen as composed of human subjects and objects as in naturalistic theory. Rather objects are secondary constructs whose nature depends on the activity applied to them.
Fayolism was a theory of management that analyzed and synthesized the role of management in organizations, developed around 1900 by the French manager and management theorist Henri Fayol (1841–1925). It was through Fayol's work as a philosopher of administration that he contributed most widely to the theory and practice of organizational ...
George Stanley Odiorne (November 4, 1920 – January 19, 1992) was an American academic and management theorist. He was one of the developers of the theory, Management by Objectives (MBO). Early life
The contingency theory views organization design as "a constrained optimization problem," meaning that an organization must try to maximize performance by minimizing the effects of varying environmental and internal constraints. [44] Contingency theory claims there is no best way to organize a corporation, to lead a company, or to make decisions.