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26 Cards in this Set

  • Front
  • Back
organization
A social entity that is goal directed and deliberately structured.
effectiveness
The degree to which the organization achieves a stated goal
efficiency
The use of minimal resources-raw materials, money, and people-to produce a desired volume of output.
performance
The organization's ability to attain its goals by using resources in an efficient and effective manner
role
A set of expectations for one's behavior
learning organization
An organization in which everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, improve, and increase its capability
e-business
Work an organization does by using electronic linkages
intranet
An internal communications system that uses the technology and standards of the Internet but is accessible only within the company.
extranet
A company communications system that gives access to suppliers, partners, and others outside the company
e-commerce
Business exchanges or transactions that occur electronically.
enterprise resource planning ERP
Systems that unite a company's major business functions-order processing, product design, purchasing, inventory, etc
knowledge management
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.
social forces
The aspects of a culture that guide and influence relationships among people-their values, needs, and standards of behavior
political forces
The influence of political and legal institutions on people and organizations.
economic forces
Forces that affect the availability, production, and distribution of a society's resources among competing users
classical perspective
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
scientific management
A subfield of the classical management perspective that emphasized scientifically determined changes in management practices as the solution to improving labor productivity
bureaucratic organizations
A subfield of the classical management perspective that emphasized management on an impersonal, rational basis through such elements as clearly defined authority and responsibility, formal recordkeeping, and separation of management and ownership.
administrative principles
A subfield of the classical management perspective that focused on the total organization rather than the individual worker, delineating the management functions of planning, organizing, commanding, coordinating, and controlling
humanistic perspective
A management perspective that emerged around the late nineteenth century that emphasized understanding human behavior, needs, and attitudes in the workplace.
Hawthorne studies
A series of experiments on worker productivity begun in 1924 at the Hawthorne plant of Western Electric Company in Illinois; attributed employees' increased output to managers' better treatment of them during the study.
human relations movement
A movement in management thinking and practice that emphasized satisfaction of employees' basic needs as the key to increased worker productivity.
human resources perspective
A management perspective that suggests jobs should be designed to meet higher-level needs by allowing workers to use their full potential.
behavioral sciences approach
A subfield of the humanistic management perspective that applies social science in an organizational context, drawing from economics, psychology, sociology, and other disciplines
management science perspective
A management perspective that emerged after World War II and applied mathematics, statistics, and other quantitative techniques to managerial problems.
total quality management
A concept that focuses on managing the total organization to deliver quality to customers. Four significant elements of TQM are employee involvement, focus on the customer, benchmarking, and continuous improvement