This document summarizes several management theories and concepts. It discusses Herzberg's two-factor theory, McClelland's three needs theory, Adams' equity theory, decision making, leadership vs. management, and provides recommendations for dealing with a sabotaging colleague. The key points, models, and differences between concepts are defined concisely throughout the document.

1. ANALYSIS OF CASE STUDYWHEN YOUR COLLEAGUE IS
A SABOTEUR
PRESENTED BY :
SURBHI AGARWAL
KUSUM SINGH
ASHISH BATRA
JATIN KAUSHIK

2. Herzberg Theory
Hygienic Factors
Motivators
1. Company Policies
1. Growth
2. Objectives
2. Responsibility
3. Working Conditions 3. Achievement

3. McClelland’s Three needs theory
Need for
Achievement
Need for Power
Need for
Affiliation

4. Adam’s Equity theory
 Comparison of outcomes to inputs
Nicole v/s Mark
 Inputs : Working hours, hard work, commitment,
loyalty etc.
 Outputs : Salary, bonus, prize, rewards, promotions
etc
Two situations A)Under-rewarded: leads to anger, frustration
 B)Over-rewarded : Guilt

5. Decision Making
 Selection of one right option out of many
alternatives.
 Reduce more complex decisions down to simpler
steps.
 See how do you arrive at a decision.
 Plan to make a right decision.
 Look for alternatives.
 Consult your intuition.

6. Leadership Vs Management
 The manager focuses on structure; the leader focuses on
people.
 The manager controls; the leader inspires .
 The manager has a smaller vision; the leader sees
future.
 The manager is stable; the leader brings change.
 The manager makes a decision but leader facilitates.
 The manager minimizes the risks but leader takes the
risks.
 The manager does things right; the leader does the right
thing.

7. Recommendations
 Keep away few ideas always
 Come forward and stand for yourself.
 Handle corporate relations maturely.
 Be a good decision maker.
 Give regular updates to your boss to avoid future
conflicts.
 Analyse the situation and then act.