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BMGT 364 MT Matching

Matching terms

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