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31 Cards in this Set
- Front
- Back
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Definition of Management |
Management is the process of acquiring and combining human, financial, informational, and physical resources... |
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Lower level managers |
Managers supervise others and monitor individual performances - Program Director or Local Sales Manager |
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Middle managers |
Typically plan and allocate resources and manage the performance of smaller groups. - TV News Director. Coordinating assignments, reports, production personnel, etc. |
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Executive Managers |
Monitor the entire organizational environment, identifying internal and external factors that impact their organization |
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Vertical |
From the top down, not much communication or say from the workers |
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Horizontal |
Management listens to employees and internal issues flow back and forth |
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Vertical VS. |
Horizontal |
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Bureaucratic VS. |
Teams |
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Conflict Avoidance VS. |
Conflict Management |
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Management within the Classical School |
Scientific management, Administrative management, Bureaucratic management |
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Classical School is associated with... |
Industrial Revolution (late 1800s thru 1920s) |
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The Classical School is centered primarily on.... |
creating better means of production and increasing productivity among workers |
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"Effective" relates to... |
results |
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"Efficient" relates to... |
method |
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Scientific Management was developed by... |
Frederick Taylor, USA |
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Scientific Management bottom line |
Taylor focused on workers and ways to improve their productivity (employee selection and high wages for incentives) |
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Administrative management was developed by... |
Henri Fayol, France |
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Administrative management bottom line... |
Fayol looked at the whole organization with a view of making it more effective and efficient |
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Bureaucratic management was developed by... |
Max Weber, Germany |
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Bureaucratic management bottom line... |
Weber believed that the use of an organizational hierarchy would enable an organization to produce at its highest level |
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- Clear division of labor and management - A strong central authority - A system of seniority - Strict discipline and control - Clear policies and procedures - Careful selection of workers based primarily on technical qualifications - Separate ownership and management |
Bureaucratic management factors |
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Weber's contributions |
- Flow charts - Job descriptions - Specific guidelines for promotion and advancement |
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Western Electric Hawthorne plant experiment results, The Hawthorne Effect |
Productivity was affected more by the increased attention to workers rather than bright or dim lights |
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Maslow's Hierarchy of Needs |
Bottom to top: Physiological, Safety, Social, Esteem, Self-Actualization |
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Maslow bottom line |
Maslow's theory suggests that managers may require different motivational techniques for different individuals |
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Hygiene and motivators developed by... |
Frederick Herzberg, psychologist |
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Hygiene Factors |
Represent the working environment: - Supervision - Interpersonal relations with superiors and subordinates - Physical working conditions - Salary - Company policies Needs lead to no dissatisfaction but also not satisfaction |
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Motivators |
Involve aspects of the job itself: - Recognition - Achievement - Responsibility - Individual growth and development These seem to lead to reaching top of Maslow's pyramid |
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In 1960, Douglas McGregor realized most managers still clung to traditional managerial assumptions that viewed workers as having little interest in work and lacked ambition. He labeled this as... |
Theory X |
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McGregor offered a new approach, to let employees exercise own self-control and self-direction. He called this |
Theory Y |
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William Ouchi in 1981 said Americans actually practice Theory X and believed ________ created in _______ would be better, as it combined theory X and Y |
Theory Z, Japan |
