Management a practical introduction
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| evidence-based management | translating principles based on best evidence into organizational practice, bringing rationality to the decision-making process
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| historical perspective | three viewpoints--classical, behavioral, and quantitative
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| contemporary perspective | three viewpoints--systems, contingency, and quality-management
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| classical viewpoint | emphasized finding ways to manage work more efficently, had two branches-scientific and administrative
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| administrative management | is concerned with managinf the total organization
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| behavioral viewpoint | the importance of understanding human behavior and of motivation employees towards achievement
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| human relations movement | proposed that better human relations could increase worker productivity
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| behavioral science | reliew on scientific research for developing theories about human behavior that can be used to provide practical tools for managers
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| quantitative management | application to management of quantitative techniques, such as statistics and comouter simulations
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| Management science | focuses on using mathematics to aid in problem solving and decision making
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| operations management | focuses on managing the production and delivery of an organization's products or services mroe effectively
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| system | is a set of interrelated parts that operate together to achieve a common puropse
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| systems viewpoint | regards the organization as a system of i
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| subsystems | parts making up the whole system
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| inputs | are the people, money, information, equipment, and materials required to produce an organization's good or services
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| outputs | are the products services, profits, losses, employee satisfaction or discontent, and the like that are produced by the organization.
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| transformation processes | the organization's capabilities in management and technology that are applied to converting inputs into outputs
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| feedback | is information about the reaction of the environment to the output thats affects the inputs
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| open system | continually interacts with its enivronment
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| closed system | little interaction with its environment
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| contingency viewpoint | a manager's approach should vary according to-that is, be contingent on- the individual and the
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| quality-management viewpoint | includes quality contorl, quality assurance, and total quality management
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| quality | to the toltal ability of a product or service to meet customer needs
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| quality control | as the strategy for minimizing errors by managing each stage of production
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| scientfic management | the scuentifi study to work methods to improve the productivity of individual workers
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| quality assurance | focuses on the performance of workers, urging employees to strive for "zero defets"
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| total quality management (TQM) | is a comprehensive approach-led top management and supported thoughout the organization-dedicated to continuous quality improvement, traning, and customer satisfaction
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| learning organization | is an organizatio that actively creates, acquires, and transfers knowledge within itself and is able to midify its behavior to relect new knowledge
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| virtual organization | an organization whose members are geographically apart, usually working with e-mail, collarborative computing, and other computer connections
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| boundaryless organization | is a fluid, highly adaptive organization whose members, linked by informaiton technology, come together to collaborate on common tasks; the collaborators may include competitors, suppliers, and customers
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| knowledge worker | is someone whoes occupation is principle concerned with generating or interpreting information, as opposed to manual labor
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| human capital | is the econimic or productive potential of employee knowledgem exoeruence, and actions
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| socail capital | is the economic or productive potential of strong, testing, and cooperative relationships
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