Management Exam 1 Topics

Front 1

-stressed importance of human element
-do not emphasize machines at expense of labor
-emphasis on Development of People As Well As Machines
-Led first attempt at British Trade Union for Working Class

Back 1

Robert Owen

Front 2

-Patron Saint of Operations Research and Management Science
-Demonstrated the First Practical Mechanical Calculator "Difference Engine
-Father of modern computer
-Theorized and applied scientific approach to management
-Introduced profit-sharing based on both factory profits and employee input for improving processes

Back 2

Charles Babbage

Front 3

-Father of vo-tech system
-Concerned with industrial edu
-Essential principle was the substitution of "mechanical science" for hand skill
-Provided for the graduation of labor among artisans
-Urged workers to accept new mechanization

Back 3

Andrew Ure

Front 4

-America's first big business
-Coped with massive financial requirements
-Developed integrated systems of logistics
-Developed the first organizational structures
-Developed nation's earliest professional managers

Back 4

The Railroads

Front 5

-Systemization of early railroad management
-Developed information mgmt
-Believes good management principles are proper division of responsibilities, means to evaluate success (control), daily reporting of employee performance
-Developed formal organizational chart

Back 5

Daniel McCallum

Front 6

-Improved factory productivity and efficiency
-Introduced scientific analysis to workplace
-Piece rate system equated workers rewards and performance
-Workers viewed as parts of a machine
-Ignored relationship between org and environ

Back 6

Scientific Management

Front 7

-Father of scientific management
-Cure for inefficiency of jobs was in scientifically designing jobs
-"One best way" for a job to be done successfully
-Improving the productivity and efficiency of manual workers
-Applied the scientific method to shop floor jobs

Back 7

Frerderick Taylor

Front 8

-Broke job motions down into 17 elements called THERBLIGS
-Concentrated more on work methods rather than motion economy
-Introduced process flowcharting--enabled one to study scientifically a whole operation as opposed to a single task or one operation

Back 8

Frank and Lillian Gilbreth

Front 9

-Introduced the "bonus system" concept in order to incentivize people
-developed charts for scheduling around time instead of quantities
-contemporary founder for Program Evaluation and Review Technique (PERT)

Back 9

Henry Gantt

Front 10

-Emphasized perspective of senior managers in the org and argued that mgmt as a profession could be taught
-Managers must respond to changing developments
-Emphasized broad policy of top-level managers
-Offered universal managerial prescriptions
-Executives formulate the org's purpose, secure employees, and maintain comm

Back 10

Administrative Management

Front 11

5 elements of management:
1. Planning
2. Organizing
3. Commanding
4. Coordinating
5. Controlling

Back 11

Henri Fayol

Front 12

-Developed better understanding of concepts of authority and motivation
-Authority rested with the Law of the situation (meaning situations are different)
-Conflict resolution through integration of ideas
-Responsible for group process approach to solving managerial problems

Back 12

Mary Parker Follet

Front 13

-The more you can relate to what you said, the more you can accept it
-Ultimate authority rested with acceptance or rejection of orders by subordinate
-developed acceptance theory (authority is 'how' comm is presented as to it's acceptance in the org)

Back 13

Chester Barnard

Front 14

-Emphasized the understanding of how psychological and social processes interact with the work situation to influence performance
-Productivity and employee behavior are influenced by informal group work
-Cohesion, status, and group norms determine output needs
-Social needs have precedence over economic needs

Back 14

Human Relations

Front 15

-Focused on social side of work and work environment
-Different attributes of the work place can influence productivity
-"If we like our conditions, we will be more productive"
-Elton Mayo & Fritz Raffelsberger are involved with this theory
-Ex. woman controlling speed in factory

Back 15

Hawthorne Effect

Front 16

-Motivate through the sequential satisfaction of needs
-Developed Hierarchy of needs
-Managers must understand needs and incentives of employees

Back 16

Abraham Maslow

Front 17

-Emphasized a structured, formal network of relationships among specialized positions in an organization
-Your name isn't powerful, its your title-
-Difficult to dismantle once est
-limited org flexibility and slow decision making

Back 17

Bureaucracy

Front 18

-Structure eliminates variability
-Standardization of roles
-Structured, formal relationsihps
-Authority resides in position, not people
-Allow routinization of org

Back 18

Max Weber

Front 19

-Studies and identifies management activities that promote employee effectiveness through an understanding of the complex nature of individual, group, and organizational process
-Study of the actions of people at work
-Stresses relationships among employees and and managers
-Likes HR
-Employee selection, employee motivation

Back 19

Organizational Behavior

Front 20

-Attitudes and behavior based on X&Y continuum
-Theoretical approach to a "best" way of managing

Back 20

Douglas McGregor

Front 21

"Theory Z"
-difference between work settings in US and Japan
-Japan is theory X
-In US, control is explicit and formalized
-Japan managers of collective orientation toward their work
-Japanese employers encourage ownership by employees

Back 21

William Ouchi

Front 22

-Satisfaction vs. Dissatisfaction for motivation

Back 22

Frederick Herzberg

Front 23

-Refutes universal principles of management by stating that a variety of factors, both internal and external to the firm, may affect the org's performance
-there is more than one way to reach a goal
-"What if" scenarios

Back 23

Contingency Perspective

Front 24

-Managerial Grid
-Task Behavior vs. Relationship Behavior

Back 24

Bob Blake and Jane Mouton

Front 25

-Situational leadership based on task, relationship and maturity of employees/manager
-Flexibility and adaptability to the situation

Back 25

Pal Hersey and Ken Blanchard

Front 26

-Total Quality Management (integrative approach to customer satisfaction)
-Learning org (commitment to openness, new ideas and knowledge generation)
-Reengineering (process of starting all over, rebuilding company and ways of doing business; ex. downsizing)

Back 26

Contemporary Theories

Front 27

-Built specific procedures and processes into operations to ensure coordination effort
-Careful definition of duties and responsibilities
-Standardized techniques for performing duties
-Specific means of gathering, handling, transmitting, and analyzing information
-Cost accounting, wage production control systems to facilitate internal coordination and communications
-"this is how you're going to do this job"

Back 27

Systematic Management