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Management
Chapter 2
| Question | Answer |
|---|---|
| Classical Viewpoint 1911-1947 | Emphasis on ways to manage work more efficiently |
| Behavioral Viewpoint 1913-1950s | Emphasis on importance of understanding human behavior and motivating and encouraging employees toward achievement |
| Quantitative Viewpoint 1940s-1950s | Applies quantitative techniques to management, such as statistics and computer simulations |
| The Systems Viewpoint | Regards the organization as systems of interrelated parts that operate together to achieve a common purpose |
| The Contingency Viewpoint | Emphasizes that a manager's approach should vary according to - most practical because it addresses problems by a case-by-case basis |
| The Quality - Management Viewpoint | Three Approaches |
| Scientific Management | Pioneered by Frederick W. Taylor and the Gilbreths in 1900s Emphasized the scientific study of work methods to improve the productivity of individual workers |
| Administrative Management - Henri Fayol | concerned with managing the total organization |
| Hugo Munsterberg (1863-1916) | Known as the father of Industrial Psychology |
| Mary Parker Follett (1868-1933) | A social worker and social philosopher, she made very important contributions to the fields of civics and sociology |
| Hawthorne effect | Employees worked harder if they received added attention, and thought that managers cared about their welfare and that supervisors paid special attention to them |
| Human Relations Movement | Proposed that better human relations could increase worker productivity |
| Maslow's Hierarchy of Needs | 1. Self-actualization - need for self - fulfillment 2. Esteem - Need for self-respect 3. Love - need for love 4. Safety - need for physical safety 5. Physiological - need for food |
| Theory X (Douglas McGregor) | Represent a pessimistic, negative view of workers Workers are irresponsible, resistant to change, lack ambition, hate work, and want to be led |
| Theory Y (Douglas McGregor) | Represents an optimistic, positive view of workers Workers are considered capable of accepting responsibility, self-direction, self control, and being creative |
| Management Science | Focuses on using mathematics to aid in problem solving and decision making |
| Operations Management | Focuses on managing the production and delivery of an organizations products or services more effectively |
| 4 parts of a Systems Viewpoint | 1. Inputs 2. Transformational Processes 3. Outputs 4. Feedback |
| Inputs | The people, money, information, equipment, and materials required to produce and organizations, goods or services |
| Transformational processes | The organizations capabilities in management and technology that are applied to converting inputs into outputs |
| Outputs | The products, services, profits, losses, employee satisfaction or discontent, etc..., produced by the organization |
| Feedback | Information about the reaction of the environment to the outputs, which affects the inputs |
| Closed Systems | Organizations that have little interaction with their environment |
| Open Systems | Organizations that continually interact with their environment; have the potential to produce synergy |
| Complexity Theory - the ultimate open system | Recognizes that all complex systems are networks of many interdependent parts that interact with each other according to certain simple rules |
Created by:
wtterry41
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