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Management throry

Management a practical introduction

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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