Chapter 2

Front 1

Job Specialization

Back 1

The process by which a division of labor occurs as different workers specialize in different tasks over time.

Front 2

Scientific Management

Back 2

The systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency.

Front 3

Administrative Management

Back 3

The study of how to create an organizational structure and control system that leads to high efficiency and effectiveness.

Front 4

Bureaucracy

Back 4

A formal system of organization and administration designed to ensure efficiency and effectiveness.

Front 5

Authority

Back 5

The power to hold people accountable for their actions and to make decisions concerning the use of organizational resources.

Front 6

Rules

Back 6

Formal written instructions that specify actions to be taken under different circumstances to achieve specific goals.

Front 7

Standard Operating Procedures (SOPs)

Back 7

Specific sets of written instructions about how to perform a certain aspect of a task.

Front 8

Norms

Back 8

Unwritten, informal codes of conduct that prescribe how people should act in particular situations and are considered important by most members of a group or organization.

Front 9

Unity of Command

Back 9

A reporting relationship in which an employee receives orders from, and reports to, only one superior.

Front 10

Line of Authority

Back 10

The chain of command extending from the top to the bottom of an organization.

Front 11

Centralization

Back 11

The concentration of authority at the top of the managerial hierarchy.

Front 12

Unity of Direction

Back 12

The singleness of purpose that makes possible the creation of one plan of action to guide managers and workers as they use organizational resources.

Front 13

Equity

Back 13

The justice, impartiality, and fairness to which all organizational members are entitled.

Front 14

Order

Back 14

The methodical arrangement of positions to provide the organization with the greatest benefit and to provide employees with career opportunities.

Front 15

Initiative

Back 15

The ability to act on one's own without direction from superior.

Front 16

Discipline

Back 16

Obedience, energy, application, and other outward marks of respect for a superior's authority.

Front 17

Esprit De Corps

Back 17

Shared feelings of comradeship, enthusiasm, or devotion to a common cause among members of a group.

Front 18

Behavioral Management

Back 18

The study of how managers should behave to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals.

Front 19

Hawthorne Effect

Back 19

The finding that a manager's behavior or leadership approach can affect workers' level of performance.

Front 20

Human Relations Movement

Back 20

A management approach that advocates the idea that supervisors should receive behavioral training to manage subordinates in ways that elicit their cooperation and increase their productivity.

Front 21

Informal Organization

Back 21

The system of behavioral rules and norms that emerge in a group.

Front 22

Organizational Behavior

Back 22

The study of the factors that have an impact on how individuals and groups respond to and act in organizations.

Front 23

Theory X

Back 23

A set of negative assumptions about workers that leads to the conclusion that a manager's task is to supervise workers closely and control their behavior.

Front 24

Theory Y

Back 24

A set of positive assumptions about workers that leads to the conclusion that a manager's task is to create a work setting that encourages commitment to organizational goals provides opportunities for workers to be imaginative and to exercise initiative and self-direction.

Front 25

Management Science Theory

Back 25

An approach to management that uses rigorous quantitative techniques to help managers make maximum use of organizational resources.

Front 26

Organizational Environment

Back 26

The set of forces and conditions that operate beyond an organization's boundaries but affect a manager's ability to acquire and utilize resources.

Front 27

Open System

Back 27

A system that takes in resources from its external environment and converts them into goods and services that are then sent back to that environment for purchase by customers.

Front 28

Closed System

Back 28

A system that is self-contained and thus not affected by changes occurring in its external environment.

Front 29

Entropy

Back 29

The tendency of a closed system to lose its ability to control itself and thus to dissolve and disintegrate.

Front 30

Synergy

Back 30

Performance gains that result when individuals and departments coordinate their actions.

Front 31

Contingency Theory

Back 31

The idea that the organizational structures and control systems managers choose depend on (are contingent on) characteristics of the external environment in which the organization operates.

Front 32

Mechanistic Structure

Back 32

An organizational structure in which authority is centralized, tasks and rules are clearly specified, and employees are closely supervised.

Front 33

Organic Structure

Back 33

An organizational structure in which authority is decentralized to middle and first-line managers and tasks and roles are left ambiguous to encourage employees to cooperate and respond quickly to the unexpected.