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Management
Chapter 2
| Term | Definition |
|---|---|
| Historical perspective | classical, behavioral, and quantitative |
| Contemporary perspective | systems, contingency, and quality-management |
| Scientific management | emphasized the scientific study of work methods to improve the productivity of individual workers, ex. Frederick W. Taylor, Frank and Lillian Gilbreth |
| Principles of Scientific Management | 1. Scientifically study each part of the task 2.Carefully select workers with the right abilities 3. Give workers the training and incentives to do the task 4. Use scientific principles to plan the work methods |
| Administrative management | concerned with managing the total organization |
| Henri Fayol | French engineer and industrialist. First to identify the major functions of management |
| Max Weber believed | that a bureaucracy was a rational, efficient, ideal organization based on the principles of logic |
| Five Positive Bureaucratic Features | 1. A well-defined hierarchy of authority 2.Formal rules and procedures 3. A clear division of labor 4. Impersonality 5. Careers based on merit |
| Mechanistic | Tends to view humans as cogs within a machine, not taking into account the importance of human needs |
| Why the Classical Viewpoint is Important? | 1. Work activity was amenable to a rational approach 2. Through the application of scientific methods, time and motion studies, and job specialization it was possible to boost productivity |
| Behavioral viewpoint | emphasized the importance of understanding human behavior and of motivating employees toward achievement |
| The behavioral viewpoint developed over three phases: | 1. Early behaviorism 2. The human relations movement 3. Behavioral science. |
| Hugo Munsterberg (father of industrial psychology) | 1. Study jobs and determine which people are best suited to specific jobs 2. Identify the psychological conditions under which worker do their best work 3. Devise management strategies to influence employees to follow management’s interests |
| Mary Parker Follett (social worker and social philosopher) | 1. Organizations should be operated as “communities” 2. Conflicts should be resolved by having managers and workers talk over differences 3. The work process should be under control of workers with relevant knowledge |
| Hawthorne effect (Elton Mayo) | employees worked harder if they received added attention, 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. Created by Abraham Maslow and Douglas McGregor |
| Maslow’s Hierarchy of Needs | Self-actualization, esteem, social, safety, physiological |
| Theory X | represents a pessimistic, negative view of workers. Workers are irresponsible, resistant to change, lack ambition, hate work, and want to be led |
| Theory Y | represents an optimistic, positive view of workers. Workers are considered capable of accepting responsibility, self-direction, self control and being creative |
| Behavioral science | relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers |
| Quantitative management | application to management of quantitative techniques, such as statistics and computer simulations. Ex. Management science, operations management |
| Management science | stresses the use of rational, science-based techniques and mathematical models to improve decision making and strategic planning |
| Operations management | focuses on managing the production and delivery of an organization’s products or services more effectively. work scheduling, production planning, facilities location and design |
| Systems viewpoint | 1. regards the organization as a system of interrelated parts 2. collection of subsystems 3. part of the larger environment |
| The Four Parts of a System | Inputs, transformational processes, outputs, and feedback |
| Open system | continually interacts with its environment |
| Closed system | has little interaction with its environment |
| Complexity theory | the study of how order and pattern arise from very complicated, apparently chaotic systems. |
| Contingency viewpoint | emphasizes that a manager’s approach should vary according to the individual and the environmental situation. Most practical because it addresses problems on a case-by-case basis |
| Evidence based management | translating principles based on best evidence into organizational practice, bringing rationality to the decision making process |
| Quality | total ability of a product or service to meet customer needs |
| Quality control | the strategy for minimizing errors by managing each stage of production |
| Quality assurance | focuses on the performance of workers, urging employees to strive for “zero defects” |
| Total quality management (TQM) | comprehensive approach-led by top management and supported throughout the organization-dedicated to continuous quality improvement, training, and customer satisfaction |
| Learning organization | organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge |
Created by:
Josefine Hippi