Appendix B
Theories and Models Cheat Sheet
Theories and Models Cheat Sheet
| Name | Category | One-line summary |
|---|---|---|
| Maslow | Motivation (content) | Hierarchy: physiological → safety → belonging → esteem → self-actualization |
| Herzberg | Motivation (content) | Hygiene factors prevent dissatisfaction; motivators create satisfaction |
| McClelland | Motivation (content) | Needs for achievement, affiliation and power |
| Alderfer (ERG) | Motivation (content) | Existence, relatedness, growth; frustration-regression |
| McGregor | Management assumptions | Theory X (control) vs. Theory Y (self-motivated) |
| Vroom | Motivation (process) | Expectancy × Instrumentality × Valence |
| Adams | Motivation (process) | Equity: compare your outcome-to-input ratio with others' |
| Locke & Latham | Motivation (process) | Specific, challenging goals + feedback = performance |
| Skinner | Reinforcement | Positive and negative reinforcement, punishment, extinction |
| Deci & Ryan | Self-determination | Autonomy, competence, relatedness |
| Hackman & Oldham | Job design | Job Characteristics Model: 5 core dimensions → 3 psychological states → outcomes |
| Blake-Mouton | Leadership (behavioral) | Managerial Grid: concern for people × concern for results |
| Hersey-Blanchard | Leadership (situational) | Telling, selling, participating, delegating, based on follower readiness |
| Fiedler | Leadership (contingency) | Style is fixed (LPC scale), so change the situation |
| House | Leadership (path-goal) | The leader clears the path to the goal |
| Burns / Bass | Leadership | Transformational (Four I's) vs. transactional |
| Greenleaf | Leadership | Servant leadership |
| Graen | Leadership | Leader-member exchange (in-groups and out-groups) |
| Goleman | Emotional intelligence | Self-awareness, self-regulation, motivation, empathy, social skills |
| Salovey & Mayer | Emotional intelligence | Perceive, use, understand, manage emotions |
| Tuckman | Teams | Forming, storming, norming, performing, adjourning |
| Janis | Teams | Groupthink |
| Thomas-Kilmann | Conflict | Competing, accommodating, avoiding, compromising, collaborating |
| Fisher & Ury | Negotiation | Principled negotiation; BATNA |
| Lewin | Change | Unfreeze → change → refreeze; force field analysis |
| Kotter | Change | 8 steps from urgency to anchoring in the culture |
| McKinsey 7S | Organizational analysis | Strategy, structure, systems, shared values, style, staff, skills |
| Kübler-Ross | Change (individual) | Denial → anger → bargaining → depression → acceptance |
| Prosci ADKAR | Change (individual) | Awareness, desire, knowledge, ability, reinforcement |
| Hofstede | Culture | Power distance, individualism, masculinity, uncertainty avoidance, long-term orientation, indulgence |
| Hall | Culture | High vs. low context; monochronic vs. polychronic time |
| Trompenaars | Culture | 7 dimensions; Family, Eiffel Tower, Guided Missile, Incubator |
| Schein | Culture | Artifacts, espoused values, basic underlying assumptions |
| Senge | Learning organization | Personal mastery, mental models, shared vision, team learning, systems thinking |
| Knowles | Adult learning | Andragogy |
| Kolb | Learning | Experiential learning cycle |
| Bloom | Learning objectives | Remember → understand → apply → analyze → evaluate → create |
| ADDIE | Instructional design | Analysis, design, development, implementation, evaluation |
| Kirkpatrick | Training evaluation | Reaction, learning, behavior, results (Phillips adds ROI) |
| 70-20-10 | Development | Experience, relationships, formal training |
| Porter | Strategy | Five Forces; value chain; generic strategies |
| BCG matrix | Strategy | Stars, cash cows, question marks, dogs |
| Kaplan & Norton | Strategy / measurement | Balanced scorecard |
| Ulrich | HR structure | HR roles; HRBP / COE / shared services |
| Perlmutter | Global staffing | Ethnocentric, polycentric, regiocentric, geocentric |
| Meyer & Allen | Commitment | Affective, continuance, normative |
| Elkington | CSR | Triple bottom line |
| Porter & Kramer | CSR | Shared value |
Final Exam Reminders
★ Read the last line of each scenario first. In situational questions, look for the answer that gathers facts, acts at the right level, follows policy and law, communicates, and aligns with the business.
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