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BMGT 364 MT Matching
Matching terms
| Question | Answer |
|---|---|
| Behavioral school | Recognized employees as individuals with concrete, human needs, as parts of work groups, and as members of a large society. |
| Bureaucracies | Rational organizations based on the control of knowledge. |
| Classical administrative school | Emphasized the flow of information and how organizations should operate. |
| Classical management theory | A theory that focused on finding the "one best way" to perform and manage tasks. |
| Classical scientific school | Focused on the manufacturing environment and getting work done on the factory floor. |
| Contingency school | A theory based on the premise that managers' preferred actions or approaches depend on the variables of the situations they face. |
| Kaizen | A term used in business to mean incremental, continuous improvement for people, products, and processes. |
| Management science | The study of complex systems of people, money, equipment, and procedures, with the goal of understanding them and improving their effectiveness. |
| Operations management | The branch of management science that applies to manufacturing or service industries. |
| Operations research | An area of management science that commonly uses models, simulations, and games. |
| Quantitative school | Emphasized mathematical approaches to management problems. |
| Synergy | The increased effectiveness that results from combined action or cooperation. |
| Reengineering | Business processes are redesigned to achieve improvements in performance. |
| Complexity theory | A theory that emphasizes the ways in which a factory resembles an ecosystem, responding to natural laws to find the best possible solutions to problems. |
| Learning organization | A process whereby groups and individuals within the organization challenge existing models of behavior and learn to rapidly and creatively adapt to a changing environment. |
| Operations research (OR)/Management sciences (MS) | The professional disciplines that deal with the application of information technology for informed decision making. |
| Staff authority | The authority to serve in an advisory capacity; it flows upward to the decision maker. |
| Responsibility | The obligation to carry out one's assigned duties to the best of one's ability. |
| Organization chart | The complete organizational structure shown visually. |
| Line authority | Any manager who supervises operating employees - or other managers - has this relationship between superior and subordinate |
| Informal organization | A network of personal and social relationships that arise spontaneously as people associate with one another in a work environment. |
| Functional departmentalization | Creating departments on the basis of the specialized activities of the business - finance, production, marketing, human resources. |
| Delegation | The downward transfer of formal authority from one person to another. |
| Cohesion | A strong attachment to the group and a closeness measured by a singleness of purpose and a high degree of cooperation |
| Authority | The formal and legitimate right of a manager to make decisions, give orders, and allocate resources. |
Created by:
kjcarter
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