Management Vocabulary

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translating principles based on best evidence into organizational practice, bringing rationality to the decision-making process. As Jeffrey Pfeffer and Robert Sutton put it, evidence-based management is based on the belief that “facing the hard facts about what works and what doesn’t, understanding the dangerous half-truths that constitute so much conventional wisdom about management and rejecting the total nonsense that too often passes for sound advice will help organization perform better.”

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evidence-based management

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this perspective emphasized finding ways to manage work more efficiently, had two branches

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historical: classical

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this perspective emphasis on the scientific study of work methods to improve productivity of individual workers [Frederick W. Taylor, Frank & Lillian Gilbreth]

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classical: scientific

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this perspective concerned with managing the total organization [Henri Fayol, Max Weber]

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classical: administrative

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this perspective emphasis on the importance of understanding human behavior and motivating and encouraging employees toward achievement

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behavioral

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proponents—Hugo Munsterberg, Mary Parker Follett, Elton Mayo

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behavioral: early behaviorists

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this perspective proposed better human relations could increase worker productivity [proponents: Abraham Maslow, Douglas McGregor]

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behavioral: human relations movement

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this perspective relies on scientific research for developing theories about human behavior that can be used to provide practical management tools

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behavioral: behavioral science approach

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this perspective applies quantitative techniques to management

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quantitative

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this perspective focuses on using mathematics to aid in problem solving and decision making

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quantitative: management science

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this perspective focuses on managing the production and delivery of an organization’s products or services more effectively

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quantitative: operations management

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is a set of interrelated parts that operate together to achieve a common purpose

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system

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viewpoint regards the organization as a system of interrelated parts. By adopting this viewpoint, you can look at your organization both as a collection of subsystems [parts making up the whole system] and a part of the larger environment

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contemporary: systems viewpoint

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this perspective focuses on managing the production and delivery of an organization’s products or services more effectively

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quantitative: operations management

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is a set of interrelated parts that operate together to achieve a common purpose

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system

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the people, money, information, equipment, and materials required to produce an organizations goods or services

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inputs [part of a system]

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the products, services, profits, losses, employee satisfaction or discontent, and the like that are produced by the organization

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outputs [part of a system]

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the organization’s capabilities in management and technology that are applied to converting inputs into outputs

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transformation processes [part of a system]

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viewpoint regards the organization as a system of interrelated parts. By adopting this viewpoint, you can look at your organization both as a collection of subsystems [parts making up the whole system] and a part of the larger environment

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contemporary: systems viewpoint

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the people, money, information, equipment, and materials required to produce an organizations goods or services

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inputs [part of a system]

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information about the reaction of the environment to the outputs that affects the inputs

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feedback [part of a system]

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this perspective emphasizes that a manager’s approach should vary according to the individual and the environmental situation

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contemporary: contingency

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the products, services, profits, losses, employee satisfaction or discontent, and the like that are produced by the organization

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outputs [part of a system]

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strategy for minimizing errors by managing each state of production [proponent: Walter Shewart]

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quality management viewpoint: quality control

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the organization’s capabilities in management and technology that are applied to converting inputs into outputs

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transformation processes [part of a system]

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information about the reaction of the environment to the outputs that affects the inputs

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feedback [part of a system]

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focuses on the performance of workers, urging employees to strive for “zero defects”

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quality management viewpoint: quality assurance

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this perspective emphasizes that a manager’s approach should vary according to the individual and the environmental situation

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contemporary: contingency

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strategy for minimizing errors by managing each state of production [proponent: Walter Shewart]

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quality management viewpoint: quality control

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focuses on the performance of workers, urging employees to strive for “zero defects”

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quality management viewpoint: quality assurance

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comprehensive approach dedicated to continuous quality improvement, training, and customer satisfaction [proponents: W. Edwards Deming & Joseph M. Juran.] Make continuous improvement a priority, get every employee involved, listen to and learn from customers and employees, and use accurate standards to identify and eliminate problems.

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qmv: total quality management

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continually interacts with its environment

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open system

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has little interaction with its environment

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closed system

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the total ability of a product or service to meet customer needs

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quality

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an organization that actively creates, acquires, ad transfers knowledge within itself and is able to modify its behavior to reflect new knowledge

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learning organization

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an organization whose members are geographically apart, usually working with e-mail, collaborative computing, and other computer connections, while often appearing to customers and others to be a single, unified organization with a real physical location

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virtual organization

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a fluid, highly adaptive organization whose members, linked by information technology, come together to collaborate on common tasks; the collaborators ma include competitors, suppliers, and customers

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boundaryless organization

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someone whose occupation is principally concerned with generating or interpreting information as opposed to manual labor

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knowledge worker

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the economic or productive potential of employee knowledge, experience, and actions

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human capital

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the economic or productive potential of strong, trusting, and cooperative relationships

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social capital