Mgmt 371 Chapter 2

Front 1

Forcees influencing organizations and management

Back 1

Social forces - values, needs, standards of behavior
Political forces - influence of political and legal institutions on people and organizations
Economic forces - affect availability, production, distribution, society's resources among competitors.

Front 2

8 Management perspectives

Back 2

classical
humanistic
management science
systems theory
contingency view
total quality management
the learning organization
technology-driven workplace

Front 3

classical perspective

Back 3

make organizations efficient operating machines.

scientific (Taylor) - improve labor productivity by developing precise precedures for individual situations

bureaucratic (Weber) - emphasized impersonal, rational management through clearly defined authority and responsiblity and separation of management and ownership.

Administrative (Fayol, follett, barnard) - focused on productivity of the total organization rather than individual worker

Front 4

humanistic perspective

Back 4

emphasized importance of understanding human behavoir and social interactions.

Human Relation movement(follet, barnard, hawthorne studies) - responded to social pressures for enlightened treatment of employees; human relations is best for improving productivity.

Human resources (maslow, mcgregor) - same as above but emphasized considering daily tasks of people. Designing tasks with theories of motivation

Behavioral sciences approach - draws from many other disciplines of social science. Develops theories of human behavior based on scientific methods and study.

Front 5

management science perspective

Back 5

scientifically deteremined changes in management practices to improve productivity. managers develop standard method for each job. Support workers by planning their work and eliminating interruptions and provide wage incentives.

Front 6

systems theory

Back 6

extension of human resources persp. organizations are "open-systems" characterized by entropy, synergy, and subsystem interdependence. A system is a set of parts that function as a whole to achieve a common purpose. Interacts with environment.

Front 7

contingency view

Back 7

extension of humanistic perspective. successful resolution of problems depends on managers' identification of key variations in the situation at hand. What works for one thing my not work for another. Must understand contingencies in industry, technology, environment, global cultures.

Front 8

Total quality management

Back 8

managing the organization to deliver quality to customers. four qualities of TQM are employee involvement, focus on customer, benchmarking, and continuous improvement.

Front 9

the learning organization

Back 9

everyone is engaged in identifying and solving problems, enabling the organization to continually improve. All employees look for problems. Employees also solve problems.
Elements are team based structure, empowered employees, and open information

Front 10

Technology driven workplace

Back 10

outsourcing
supply chain management - managing sequences of suppliers and purchasers covering all stages of processing.
Enterprise resource planning - unite a company's major business functions: order processing, design, purchasing, inventory
Knowledge management - Systematically find, organize, and make available a company's intellectual capital for foster continuous learning and knowledge sharing.
Consumer Relationship management - systems that help company's track constomer's interactices with the firm and allow them to call up information on past transactions.