Management Chap 2

Front 1

Who is Peter Drucker?

Back 1

He is the creator and inventor of the modern management. Said that managment should be treated like a profession.

Front 2

Evidence based management

Back 2

means translating principles based on best evidence into organizational practice, bringing rationality to the decision making process.

Front 3

Jeffrey Pfeffer and Robert Sutton put evidence based management into what terms?

Back 3

" facing the hard facts about what works and what doesnt, understanding the dangerous half truths that constitute so much conventional wisdom about management, and rejecting the total nonsense that too often passes for sound advice will help organizations perform better."

Front 4

Historical perspective
What are its three viewpoints?

Back 4

.1. Classical
2. Behavioral
3. quantitative

Front 5

Contemporary Perspective
What are its three viewpoints

Back 5

1. systems
2. contingency
3. quality management

Front 6

Five good reasons for studying theoretical perspectives

Back 6

1. Understanding of the present
2. Guide to action
3. Source of new ideas
4. Clues to meaning of your managers decisions
5. Clues to meaning of outside events

Front 7

Classical Viewpoint

Back 7

emphasized finding ways to manage work more efficiently. It assumes that people are rational. It has two branches scientific and administrative.

Front 8

Scientific management

Back 8

emphasized the scientific study of work methods to improve the productivity of individual workers

Front 9

Soldiering

Back 9

what frederick taylor calls : deliberately working at less than full capacity.

Front 10

The father of scientific management Frederick Taylor believed managers could eliminate soldiering by applying four principles of science

Back 10

1. evaluate a task by scientifically studyhing each part of the task
2. carefully select workers with the right abilites for the task
3. give workers the training and incentives to do the task with proper work methods
4. use scientific principles to plan the work and methods and ease the way for workers to do their jobs

Front 11

motion studies

Back 11

Taylor based his system on this, in which he broke down each workers job at a steel compnay, into basic physical motions and then trained workers to use the mthods of their best performing co workers. In addition, he suggested employers institute a differential rate system, in which more efficient workers earned higher wages.

Front 12

Lillian and Frank Gilbreth

Back 12

Proponents on scientific management: Used cameras to film workers at work in order to isolate the parts of a job. Lilian was the first woman to be a major contributor to management science.

Front 13

Administrative Management

Back 13

Concerned with managing the total organization

Front 14

Henri Fayol

Back 14

First to systematize management behavior. He was the first to identify the major functions of management, ex. planning, organizing, leading, and controlling, as well as coordinating.

Front 15

Max Weber and his five positive bureaucratic features

Back 15

1. well defined hierarchy of authority
2. formal rules and procedures
3. clear division of labor
4. impersonality
5. careers based on merit

Front 16

Behavior viewpoint

Back 16

emphasized the importance of understanding human behavior and motivating employees toward achievement. It has three phases:
1. early behaviorism
2. human relations movement
3.behavioral science

Front 17

Hugo munsterberg

Back 17

Called the father of industrial psychology. Suggested
1. study jobs and determine which ppl are best suited to specific jobs
2. identify the psychological conditions under which employees do their best work
3. devise management strategies to influence employees to follow managements interests

Front 18

Mary Parker Follett

Back 18

One of the most important women america has yet lauded in the fields of civics and sociology. Proposed:
1. Organizations should be operated as "communities" with managers and subordinates working together in harmony
2. Conflicts should be resolved by having managers and workers talk over differences and find solutions that would satisfy both parties- a process called integration
3. The work process should be under the control of workers with the relevant knowledge, rather than of managers, who should act as facilitators.

Front 19

Elton May and the Hawthorne Effect

Back 19

Employees worked harder if they received added attention, if they though their managers cared about their welfare and that supervisors paid special attention to them ...this lead to the human relations movement of the 50's and 60's

Front 20

human relations movement

Back 20

which proposed that better human relations could increase worker productivity

Front 21

Two theorist who contributed to human relations movement

Back 21

Abraham Maslow- Hierarchy of human needs
Douglas McGregor- Theory X vs. Theory Y --> self fulfilling prophecy.

Front 22

Behavioral Science

Back 22

Relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers

Front 23

quantitative management

Back 23

the application to management of quantitative techniques, such as statistics and computer simulations. Two branches of it are management science and operations management

Front 24

Management science
Sometimes called operations research

Back 24

focuses on using math to aid in problem solving and decision making.

Front 25

Operations management

Back 25

focuses on managing the production and delivery of an organizations products or services more effectively. ex. work scheduling.

Front 26

Systems

Back 26

Under contemporary perspective
1. it is a set of interrelated parts that operate together to achieve a common purpose

Front 27

systems viewpoint

Back 27

regard the organization as a systme of interrelated parts. By adopting this point of view you can look at your organization both as 1. a collection of subsystems (parts making up a whole) 2. a part of the larger environment

Front 28

What are the four parts of a system?

Back 28

1. inputs
2. outputs
3. transformation processes
4. feedback

Front 29

Open & Closed systems

Back 29

1. Open system continually interacts with its environment. A closed system has little interaction with its environment

* The management science perspective and classical management viewpoint is often considered closed for simplification

Front 30

Contingency viewpoint

Back 30

Under the contemporary perspective
emphasizes that a mangers approach should vary according to that is be contingent on the individual and the environmental situation.

Front 31

Quality- Management Viewpoint

Back 31

Under contemporary perspective

which includes quality (refers to the total ability of a product or service to meet customer needs), control (the strategy for minimizing errors by managing each stage of production discovered by walter shewart) quality assurance (focuses on the performance of workers, urging employees to strive for "zero defects"", and total quality management.

Front 32

W. Edwards Deming

Back 32

Focused on Quality Management---> believed that quality stemmed from "constancy of purpose" steady focus on an organizations mission, along with statistical measurement and reduction of variations in production processes. Named the 85-15 rule. That 85% chance that when things go wrong it is the system at fault rather then the individual worker.

Front 33

Joseph M. Juran

Back 33

Focused on Quality Management

A product or service should satisfy a customers real needs

Front 34

Total Quality Management TQM

Back 34

a comprehensive approach led by top management and supported throughout the organization-dedicated to continuous quality improvement, training, and customer satisfaction

Front 35

What are the four components of TQM?

Back 35

1. Make continuous improvement a priority
2. Get every employee involved
3. Listen to and learn from customers and employees
4. Use accurate standards to identify and eliminate problems

Front 36

Peter Senge

Back 36

Coined the term that learning organizations are places where ppl continually expand their capacity to creat the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free and where ppl are continually learning how to learn together

Front 37

Learning organization

Back 37

is an organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge.

Front 38

What are some of the consequences of the fast paced world?

Back 38

1. Rise of virtual organizations
2. The rise of boundary less organizations..come together to collaborate on common tasks, collaborate may include competitors, supplier and customers.
3. The imperative for speed and innovation
4. The increasing importance of knowledge workers (worker who is generating or interpreting info as opposed to manual labor )
5. An appreciation for the importance of human capital ( the economic or productive potential of employee knowledge, experience, and actions
6. an appreciation for the importance of social capital. ( is the economic or productive potential of strong, trusting, and cooperative relationships.)
7. New emphasis on evidence based management.

Front 39

To create a learning organization managers must perform three key functions

Back 39

1. build a commitment to learning
2. work to generate ideas with impact
3. work to generalize ideas with impact (help improve climate)