2- Management Lesson 02 - Chapter 2

Front 1

The aspects of a culture that guide and influence relationships among people-their values, needs, and standards of behavior.

Back 1

social forces

Front 2

The influence of political and legal institutions on people and organizations.

Back 2

political forces

Front 3

Forces that affect the availability, production, and distribution of a society's resources among competing users.

Back 3

economic forces

Front 4

A management perspective that emerged during the nineteenth and early twentieth centuries that emphasized a rational, scientific approach to the study of management and sought to make organizations efficient operating machines.

Back 4

classical perspective

Front 5

emphasized scientifically determined changes in management practices as the solution to improving labor productivity.

Back 5

scientific management

Front 6

emphasized management on an impersonal, rational basis through such elements as clearly defined authority and responsibility, formal recordkeeping, and separation of management and ownership.

Back 6

bureaucratic organizations

Front 7

focused on the total organization rather than the individual worker, delineating the management functions of planning, organizing, commanding, coordinating, and controlling.

Back 7

administrative principles

Front 8

A management perspective that emerged around the late nineteenth century that emphasized understanding human behavior, needs, and attitudes in the workplace.

Back 8

humanistic perspective

Front 9

A series of experiments on worker productivity begun in 1924 at the Western Electric Company in Illinois; attributed employees' increased output to managers' better treatment of them during the study.

Back 9

Hawthorne studies

Front 10

A movement in management thinking and practice that emphasized satisfaction of employees' basic needs as the key to increased worker productivity.

Back 10

human relations movement

Front 11

A management perspective that suggests jobs should be designed to meet higher-level needs by allowing workers to use their full potential.

Back 11

human resources perspective

Front 12

applies social science in an organizational context, drawing from economics, psychology, sociology, and other disciplines.

Back 12

behavioral sciences approach

Front 13

A management perspective that emerged after World War II and applied mathematics, statistics, and other quantitative techniques to managerial problems.

Back 13

management science perspective

Front 14

A set of interrelated parts that function as a whole to achieve a common purpose.

Back 14

system

Front 15

describes organizations as open systems that are characterized by entropy, synergy, and subsystem interdependence.

Back 15

systems theory

Front 16

A system that interacts with the external environment.

Back 16

open system

Front 17

A system that does not interact with the external environment.

Back 17

closed system

Front 18

The tendency for a system to run down and die.

Back 18

entropy

Front 19

The concept that the whole is greater than the sum of its parts.

Back 19

synergy

Front 20

Parts of a system that depend on one another for their functioning.

Back 20

subsystems

Front 21

the successful resolution of organizational problems is thought to depend on managers' identification of key variations in the situation at hand.

Back 21

contingency view

An extension of the humanistic perspective

Front 22

A concept that focuses on managing the total organization to deliver quality to customers.

Back 22

total quality management (TQM)

Front 23

An organization in which everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, improve, and increase its capability.

Back 23

learning organization

Front 24

Work an organization does by using electronic linkages.

Back 24

e-business

Front 25

An internal communications system that uses the technology and standards of the Internet but is accessible only within the company.

Back 25

intranet

Front 26

Business exchanges or transactions that occur electronically.

Back 26

e-commerce

Front 27

Systems that unite a company's major business functions-order processing, product design, purchasing, inventory, etc.

Back 27

enterprise resource planning (ERP)

Front 28

The efforts to systematically find, organize, and make available a company's intellectual capital and to foster a culture of continuous learning and knowledge sharing.

Back 28

knowledge management

Front 29

What are the forces that influence management?

Back 29

1) Social

2) Political

3) Economic

Front 30

What are the recent extensions of Management?

Back 30

1) systems theory

2) Contingency view

3) Total Quality Management (TQM)

Front 31

What are the management perspectives?

Back 31

1) Classical:
Scientific management—Frederick Winslow Taylor
Bureaucratic organization approach - Max Weber
Administrative principles - Mary Parker Follett

Classical organization theory—Henri Fayol

2) Humanistic:
The human relations perspective—Elton Mayo
The Human resources perspective
The behavioral science approach—Chris Argyris, Abraham Maslow, and Douglas McGregor

3) Management Science perspective - After WWII

4) Recent extensions:
Systems theory approach—Ludwig von Bertalanffy and others
Contingency approach—not attributable to any one person
TQM

Front 32

Attempting to introduce or assimilate threatening elements of the environment into the leadership or policy-making structure of a firm

Back 32

Co-opting

Front 33

Negotiating to reach mutual agreement or control

Back 33

Bargaining

Front 34

(individuals or associations that represent the interests of an organization) into direct contact with a government unit

Back 34

Lobbying

Front 35

Indoctrinating individuals with beliefs and values consistent with those of the organization

Back 35

Socializing

Front 36

Encouraging employees in an organization to join other organizations (for example, community groups) so they can represent the interests of a firm

Back 36

Representing

Front 37

Duncan (1972) presented a framework for viewing the environment that provides a useful way of viewing the diagnosis process. He described the environment as consisting of two primary dimensions:

Back 37

1) The degree of complexity (that is, the number of factors and subenvironments that must be dealt with in decision making)

2) The degree of change (that is, the extent to which important factors are changing)

Front 38

Once an organization identifies the environment, it can respond in at least three ways:

Back 38

1) Ignore it (and probably fail)

2) React to it as the environment places influence on a firm

3) Try to be proactive and influence the environment to an organization’s advantage (as illustrated above by some of the organizational strategies used to influence the political subsystem of the environment)

Front 39

The four significant elements of TQM

Back 39

1) Employee involvement

2) Employees are focused on customers

3) Benchmarking

4) Continuous improvement