Management Chapt 2

Front 1

classical approach

Back 1

earliest attempt to study management in a scientific manner

emphasized the "one right way"

Front 2

behavioral approach

Back 2

school of management that emphasizes the improvement of worker efficiency through an understanding of the workers themselves as opposed to an understanding of the work

Front 3

Management Science

Back 3

also known as Operations Research

dates from WWII

worker production can be increased by the use of the scientific method and mathematical models of worker tasks

Front 4

Contingency Approach

Back 4

the best management style will depend upon or is contingent on the leadership style of the leader in relationship of the specific situation

Front 5

Theory X

Back 5

people are lazy
so not like to work
will not accept responsibility
and require close managerial supervision

Front 6

Theory Y

Back 6

coined by Douglas McGregor

people enjoy work
Seek challenge
accept responsibility
will work well and willingly if fairly rewarded

Front 7

Theory Z

Back 7

also known as Japanese management theory

stresses decision making by means of group consensus

places highest emphasis on achievement of the group rather thanthe individual worker

Front 8

Effectiveness

Back 8

doing the right thing

Front 9

Efficiency

Back 9

effort required to do the right thing

Front 10

Productivity

Back 10

refers to the relationship between input and output

the more output derived from a given amount of input--the greater is the organizational productivity

Front 11

Frederich W Taylor

Back 11

father of scientific management

Front 12

the one right way

Back 12

used time and motion studies to determine basic work units of a job


also used time and motion studies to determine piece rate in which the worker was paid based on the number of pieces produced

Front 13

Frank and Lilian Gilbreth

Back 13

motion studies
therbligs 17 motions examined to improve worker evfficiency
process called job simplification

Front 14

Henry Gantt

Back 14

Gantt chart
known for scheduling and controlling work and rewarding workers

pioneered production bonus: bonus pd to workers for exceeding scientifically derived production quota

Front 15

Marry Parker Follet

Back 15

conflict resolution guru
don't overmanage employees

her work forms the basis of modern problem solving

aserted that workers will recognize the law of the situation inherent in a management request and would compy

Front 16

Henri Fayol

Back 16

Developer of Administrative Theory

1. differentiated between managerial and supervisory levels
gave more status and recognition to managing

2. defined functions of management

3. developed general priciples of management

4. maintained that managers could be taught not necessarily born

Front 17

Functions of Management

Back 17

Planning
Organizing
Commanding
Coordinating
Controlling

Front 18

planning

Back 18

forecasting future events
determining most effective future activities for the company

Front 19

organizing

Back 19

how authority and responsibility are given to managers (delegation)

Front 20

commanding

Back 20

how managers direct employees
activities such as:
effective communication
managerial behaviors
rewards and punishments

Front 21

coordinating

Back 21

activities designed to create a relationship among all the organizations efforts (individual tasks) to accomplish a common goal

Front 22

controlling

Back 22

how managers evaluate performance within the org in relationship to the plans and goals of that org

Front 23

Principles of Management

Back 23

Division of labor
authority
discipline
unity of command
unity of direction
subordinaiton of the individual
remuneration
centralization
scalar chain
order
equity
stability of personnel
initiative
espirit de corps

Front 24

division of labor

Back 24

work is separated into its basic tasks and divided between indivdual workers or work groups that can specialize in the specific task

leads to work specialization

Front 25

authority

Back 25

legitimate right to exercise power within the org to obtain worker obedience

closely related to responsibility whci is the accountability for using authority

Front 26

discipline

Back 26

the applicaiton of punishment for failure to act in accord with the desires of those who possess legitimate authority int eh org

Front 27

unity of command

Back 27

each worker should receive orders from only one managfer
this assures a minimum of conflict and promotes clarity of communication

Front 28

unity of direction

Back 28

the whole org should have one common goal and seek to accomplish that goal in all its activites

Front 29

subordination of the individual

Back 29

the goals and interests of the org are more important than and therefore take precedence over the personal goals and interests of the individual

Front 30

remuneration

Back 30

each employee should receive compensation in accord with a general formula

Consider:
cost of living
general economic climate and specific business conditions
qualifications of the worker and supply and demand of such workers
levels of productivity achieved

Front 31

centralization

Back 31

opposite of decentralization
subordinates should be delegated resonsibility with just enough authority to accomplish the assigned task

Front 32

scalar chain

Back 32

hierarchical chain of command

Front 33

order

Back 33

the resources of a company, raw materials and workers, must be in the right place at the right time

Front 34

equity

Back 34

employees should feel they are being treated fairly and equally

Front 35

stability of personnel

Back 35

successful firms retain good managers, and this should be a goal of the org

org practices should encourage long term commitment to the org

Front 36

initiative

Back 36

management should encourage individual employee initiative which is defined as additional self motivated work effort undertaken for the good of the org

Front 37

espirit de corps

Back 37

management should try to encourage harmony and common interests resulting in good relations among employees

Front 38

Contingency Approach to management
Methodology Step 1

Back 38

performa a situational analysis

analysis of the current internal conditions of the org
strengths and weaknesses

projection of the future external conditions of the org
oppotunities for the org
threats to the org

Front 39

Contingency to management
Methodology Step 2

Back 39

based on the situational analysis formulate a statement of the problem

Front 40

Contingency Approach to management
Methodology Step 3

Back 40

state the performance standards that meet the following requirements and the completion of which indicates that the proble has been solved
observable
measurable
relevant to the goal

Front 41

Contingency Approach to management
Methodology Step 4

Back 41

generate alternative solutions to the problem

Front 42

Contingency Approach to management
Methodology Step 5

Back 42

evaluate the possible solutions in terms of their consequences to those involved in and with the org (stakeholders)

Front 43

Contingency Approach to management
Methodology Step 6

Back 43

select the best alternative solution that solves the problem and causes the least number of detrimental side effects to the org

Front 44

Contingency Approach to management
Methodology Step 7

Back 44

implement a pilot test

Front 45

Contingency Approach to management
Methodology Step 8

Back 45

implement the solution

Front 46

Contingency Approach to management
Methodology Step 9

Back 46

evaluate the solution

Front 47

Contingency Approach to management
Methodology Step 10

Back 47

revise the process as necessary

Front 48

Contingency Approach to management
Methodology Step 11

Back 48

begin again with a new situation analysis