Management Chapter 1

Front 1

Father of scientific management

Back 1

Frederick w. Taylor

Front 2

5 fundamental principles of Taylor.

Back 2

1) replacing rules of thumb with science (organized knowledge)

2) obtaining harmony in group action, rather than discord.

3) achieving cooperation of human beings, rather than chaotic individualism.

4) working for the maximum output, rather than restricted output.

5) developing all workers to the fullest extent possible for their own and their company's highest prosperity.

Front 3

Definition of productivity

Back 3

Output-input ratio within period due consideration for quality.

Front 4

Definition of management.

Back 4

The process of designing and maintaining an environment in which individuals, working together in groups, efficiently accomplish selected aims.

Front 5

Functions of management.

Back 5

Five managerial functions:-

1) planning

2) organizing

3) staffing

4) leading

And

5) controlling.

Front 6

Define effectiveness and efficiency.

Back 6

Effectiveness is the achievement of the objectives.

Efficiency is the achievement of the ends with the least amount of resources.

Front 7

Managing: science or art?

Back 7

Managing as practice is an art; the organised knowledge underlying the practice may be referred to as a science.

Front 8

The father of modern operational management theory.

Back 8

Henri Fayol

Front 9

State some of the Henri Fayol's principles.

Back 9

1) authority and responsibility.

2) unity of command.

3) scalar chain.

4) Esprit de corps.

Front 10

Authority and responsibility.

Back 10

Fayol suggest that authority and responsibility are to be related, with the latter arising from the former. He sees authority as a combination of official factors, deriving from the manager's position, and personal factors, "compounded of intelligence, experience, moral worth, pay service, etc."

Front 11

Unity of command.

Back 11

This means that employees should receive orders from one superior only.

Front 12

Scalar chain.

Back 12

Fayol thinks of this a " chain of superiors " from the highest to lowest ranks, which, while not to be departed from needlessly, should be short-circuited when to follow it scrupulously would be detrimental.

Front 13

Esprit de corps.

Back 13

This the principle that "in Union there is strength," as well as an extension of the principle of unity of command, emphasising the need for teamwork and the importance of communication in obtaining it.

Front 14

Explain Hawthorne effect.

Back 14

The phenomenon, arising basically from people being "noticed,"

Front 15

Elton Mayo and F Roethlisberger and the Hawthorne studies.

Back 15

They found, in general, that the improvement in productivity was due to such social factors as morale, satisfactory interrelationship between members of a work group (a sense of belonging) and effective management.

Front 16

The various approach to management analysis.

Back 16

1) the empirical of case approach,

2) the managerial roles,

3) the contingency or situational,

4) the mathematical or management science,

5) the decision theory,

6) the reengineering,

7) the system,

8) the sociotechnical system,

9) the co-operative social system,

10) the group behavior,

11) the interpersonal behavior,

12) McKinney's 7-S framework,

13) the quality management approach and

14) the management process or operational approach.

Front 17

Ten managerial roles identified by professor Henry Mintzberg

Back 17

Interpersonal roles

1) the figurehead role (performing ceremonial and social duties as the organization's representative)

2) the leader role

3) the liaison role (particularly with outsiders)

Informational roles

1) the recipient role ( receiving information about the operation of an enterprise)

2) the disseminator role (passing information to subordinates)

3) the spokesperson role (transmitting the information for those outside the organization.)

Decision roles

1) the entrepreneurial role.

2) the disturbance handler role.

3) the resource allocator role.

4) the negotiator role ( dealing with various persons and group of persons)