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Management and the classical school - part 1

Management and the classical school - part 2

Management and the classical school - part 3

The human relations school - part 1

The human relations school - part 2

Contingency theory - part 1

Contingency theory - part 2

Management by objectives

Contemporary concepts in management

Power, authority, delegation and empowerment - part 1

Power, authority, delegation and empowerment - part 2

Management and leadership

Personality/trait theories

Style theories - part 1

Style theories - part 2

Style theories - part 3

Contingency/situational theories - part 1

Contingency/situational theories - part 2

Transactional and transformational leadership

Distributive leadership

Leadership in different contexts

Ethical implications of leadership

Key features of performance management - part 1

Key features of performance management - part 2

Behavioural aspects of control - part 1

Behavioural aspects of control - part 2

Behavioural aspects of control - part 3

Performance reporting and appraisal - part 1

Performance reporting and appraisal - part 2

Rewards and sanctions - part 1

Rewards and sanctions - part 2

Rewards and sanctions - part 3

Rewards and sanctions - part 4

Coaching and mentoring - part 1

Coaching and mentoring - part 2

Organisational culture - part 1

Organisational culture - part 2

Organisational culture - part 3

Organisational culture - part 4

Organisational culture - part 5

Employer and employee relations - part 1

Employer and employee relations - part 2

Groups and teams - part 1

Groups and teams - part 2

Groups and teams - part 3

Groups and teams - part 4

Communication - part 1

Communication - part 2

Communication - part 3

Negotiation - part 1

Negotiation - part 2

Negotiation - part 3

Influence and persuasion - part 1

Influence and persuasion - part 2

Conflict management - part 1

Conflict management - part 2

Conflict management - part 3

Lesson 30

Performance reporting and appraisal - part 2

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