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31 Cards in this Set
- Front
- Back
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Fredrick Taylor |
-Scientific Management -Break down complex tasks into simple steps -Mechanistic view: employees were replaceable |
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Max Weber |
-Knowledge is power -More knowledgeable and experienced employees/managers are valued |
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X Y Theory |
-Coined by Douglas McGregor X= Strict supervision, control, external motivation Y=Employees enjoy work so supervision isn't as needed |
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Business Process Movement (BPM) |
Tool in order to improve a business' processes -Focuses on the processes of completing tasks |
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Daniel Pink |
People want 3 things *Autonomy (control over life) *Mastery (achieve & improve) *Purpose (Be apart of something greater) |
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Henry Mintzberg |
Managers play many roles including *Interpersonal *Informational *Decisional |
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3 Interpersonal roles of a manager |
Figurehead -Leader -Liasion |
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3 Informational roles of a manager |
-Monitor -Disseminator -Spokesperson |
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4 Decisional roles of a manager |
-Entrepreneur -Disturbance Handler -Resource Allocator -Negotiator |
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Frontline Manager |
Oversees daily operational activities and serves as a liaison between employees and management -AKA Supervisor, office manager, foreman, & operational manager |
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Middle-level manager |
Oversees frontline managers and report to top-level manager -AKA tactical manager, dept manager, & director of operations |
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Top-Level Managers |
-Responsible for performance and effectiveness of entire company -AKA CEO, President, Vice President, & Chief Operating Officer |
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Caux Principles |
-Concern for human dignity -Working for the common good |
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Sarbanes-Oxley Act 2002 |
-Ensure ethical business practices |
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Compliance & Intergrity-based ethics programs |
-Compliance based: designed to prevent/expose/discipline violations -Integrity based: designed to instill personal and ethical responsibility |
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Henri Fayol |
-Managing involves 5 primary functions 1. Plan 2. Organize 3. Lead 4. Control No longer in use- 5. Coordinate |
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6 Step Planning Process |
1. Situational Analysis 2. Alternative goals & plans 3. Goal & plan evaluation 4. Goal & plan selection 5. Implementation 6. Monitor & Control |
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Strategic/Tactical/Operational planning |
Strategic- 5 years or more goals, very general Tactical- intermediate goal, 2-5yr plan Operational- now-2yrs, specific step-by-step plans |
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6 steps in Strategic Management |
1. Establish mission/vision/goals 2. Analyze external threats/opportunities 3. Analyze internal strengths/weaknesses 4. Perform SWOT analysis & strategize 5. Implement strategy 6. Implement strategic control system |
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Matrix Organization |
Blending of functional and product organizations -Dual line of command -Workers placed in teams for specific tasks |
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Reward/Coercive/Expert/Referent/Legitimate Power |
Reward: controls valued rewards Coercive: Controls punishments Expert: Leader has expertise that ppl trust Referent: Leader has likable characteristics Legitimate: Leader has power and others are obligated to follow |
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Leader-Member Exchange (LMX) Theory |
Focuses on relationship between leaders & followers |
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Vroom Model |
-Model that helps leaders decide how much participation to use in decision making -Decide, consult individually, consult group, facilitate, delegate |
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Path-Goal Theory |
-Assesses employees & environment before determining appropriate leadership style |
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Charismatic/Transformational/Transectional Leadership |
Charismatic- Arouses excitement, strong morals, self confident Transformational- Motivates ppl to focus on good of the group rather than personal interests Transectional- Uses legitimate/reward/coercive powers to benefit followers |
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Level 5/Authentic/Pseudo Transformational Leader |
Level 5- Combines determination & humility to build long term leadership Authentic- Uses genuineness to lead others Pseudo Transformational- All talk, but only cares about fame, money, and power |
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Vroom's Expectancy Theory |
Expectancy: Increased efforts will lead to increased results Instrumentality: good job performance will lead to specific outcome Valence: value that an employee places on a specific outcome |
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Maslow's hierarchy of needs |
Basic to complex 1. Physiological 2. Safety 3. Social 4. Esteem 5. Self-actualization |
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Alderfer's ERG theory |
ppl have 3 basic sets of needs -Existence, relatedness, & growth |
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McClelland's needs |
Ppl have 3 dominant needs -Achievement, affiliation, & power |
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