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Management throry
Management a practical introduction
| Question | Answer |
|---|---|
| evidence-based management | translating principles based on best evidence into organizational practice, bringing rationality to the decision-making process |
| historical perspective | three viewpoints--classical, behavioral, and quantitative |
| contemporary perspective | three viewpoints--systems, contingency, and quality-management |
| classical viewpoint | emphasized finding ways to manage work more efficently, had two branches-scientific and administrative |
| administrative management | is concerned with managinf the total organization |
| behavioral viewpoint | the importance of understanding human behavior and of motivation employees towards achievement |
| human relations movement | proposed that better human relations could increase worker productivity |
| behavioral science | reliew 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 comouter simulations |
| 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 organization's products or services mroe effectively |
| system | is a set of interrelated parts that operate together to achieve a common puropse |
| systems viewpoint | regards the organization as a system of i |
| subsystems | parts making up the whole system |
| inputs | are the people, money, information, equipment, and materials required to produce an organization's good or services |
| outputs | are the products services, profits, losses, employee satisfaction or discontent, and the like that are produced by the organization. |
| transformation processes | the organization's capabilities in management and technology that are applied to converting inputs into outputs |
| feedback | is information about the reaction of the environment to the output thats affects the inputs |
| open system | continually interacts with its enivronment |
| closed system | little interaction with its environment |
| contingency viewpoint | a manager's approach should vary according to-that is, be contingent on- the individual and the |
| quality-management viewpoint | includes quality contorl, quality assurance, and total quality management |
| quality | to the toltal ability of a product or service to meet customer needs |
| quality control | as the strategy for minimizing errors by managing each stage of production |
| scientfic management | the scuentifi study to work methods to improve the productivity of individual workers |
| quality assurance | focuses on the performance of workers, urging employees to strive for "zero defets" |
| 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 |
| 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 |
| virtual organization | an organization whose members are geographically apart, usually working with e-mail, collarborative computing, and other computer connections |
| 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 |
| knowledge worker | is someone whoes occupation is principle concerned with generating or interpreting information, as opposed to manual labor |
| human capital | is the econimic or productive potential of employee knowledgem exoeruence, and actions |
| socail capital | is the economic or productive potential of strong, testing, and cooperative relationships |
Created by:
blearly
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