Where management came from
Management theory history and psychological safety.
Two hours on where management came from: a century of management thought as a diagnostic kit, then trust, psychological safety and the tools teams use to share what they know.
- Level
- Focus
- Learning time
- 2 hours 30 minutes
- Where
- Managing well
- Price
- £69
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion, or Certificate of Completion and Assessment with a short assessment
Overview and Outcomes.
Who It's For
Aspiring and new managers who want to understand the ideas behind everyday management practice
Overview
Many management habits have roots in ideas a century old, and knowing those roots helps you choose rather than simply repeat. Sharing its material with the Immerse Getting ready to lead, this Focus treats management thought as a practical diagnostic kit: Taylor's scientific management, Fayol's five functions and Mintzberg's ten roles, then Drucker's management by objectives, the Hawthorne studies, McGregor's Theory X and Theory Y, and Google's Project Oxygen. It turns to trust through Amy Edmondson's psychological safety, her hospital study and the difference between competence and character trust, and closes with the hidden profile problem, closed-loop communication and the ten-minute huddle.
Aims
Its central aim is to help managers recognise which management lens fits the problem in front of them, rather than repeating inherited habits, and to build the kind of trust and team routines that let people speak up and share what they know.
In summary, you will be able to:
- Explain how ideas from Taylor, Fayol and Mintzberg to McGregor and Project Oxygen still shape everyday management practice.
- Distinguish competence trust from character trust and identify what builds psychological safety, drawing on Edmondson's hospital research.
- Use closed-loop communication and a short team huddle to overcome the hidden profile problem so your team shares what it knows.
What you'll develop
Through this Focus course, you will build the ability to:
- Explain the main schools of management thought, from Taylor and Fayol to human relations and Wiseman's Multipliers, and what each adds to a manager's diagnostic kit.
- Explain Edmondson's definition of psychological safety and use the standards and safety matrix to place your team.
- Explain the hidden profile problem and why groups tend to lose information that only one member holds.
- Distinguish management from leadership using Zaleznik and Kotter, and describe what managers actually do using Mintzberg's ten roles and his shadowing study.
- Interpret error, incident and complaint data with the lessons of Edmondson's hospital study in mind.
- Describe the evidence on collective intelligence and Pentland's three patterns, including the limits of that evidence.
- Apply the right lens to a live team problem, choosing between task redesign, clearer objectives, attention to people and a check on your own Multiplier or Diminisher behaviour.
- Apply Edmondson's three moves, set the stage, invite participation and respond productively, while keeping standards high.
Built from 2 parts.
2 hours 30 minutes of learning.
- 01From factory floor to hybrid teamManagement theory and its historyBitesize · Management1 module
- 02Trust at the centreTrust and psychological safety in teamsBitesize · Team Development2 modules