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33 Cards in this Set
- Front
- Back
Job Specialization |
The process by which a division of labor occurs as different workers specialize in different tasks over time. |
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Scientific Management |
The systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency. |
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Administrative Management |
The study of how to create an organizational structure and control system that leads to high efficiency and effectiveness. |
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Bureaucracy |
A formal system of organization and administration designed to ensure efficiency and effectiveness. |
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Authority |
The power to hold people accountable for their actions and to make decisions concerning the use of organizational resources. |
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Rules |
Formal written instructions that specify actions to be taken under different circumstances to achieve specific goals. |
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Standard Operating Procedures (SOPs) |
Specific sets of written instructions about how to perform a certain aspect of a task. |
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Norms |
Unwritten, informal codes of conduct that prescribe how people should act in particular situations and are considered important by most members of a group or organization. |
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Unity of Command |
A reporting relationship in which an employee receives orders from, and reports to, only one superior. |
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Line of Authority |
The chain of command extending from the top to the bottom of an organization. |
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Centralization |
The concentration of authority at the top of the managerial hierarchy. |
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Unity of Direction |
The singleness of purpose that makes possible the creation of one plan of action to guide managers and workers as they use organizational resources. |
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Equity |
The justice, impartiality, and fairness to which all organizational members are entitled. |
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Order |
The methodical arrangement of positions to provide the organization with the greatest benefit and to provide employees with career opportunities. |
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Initiative |
The ability to act on one's own without direction from superior. |
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Discipline |
Obedience, energy, application, and other outward marks of respect for a superior's authority. |
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Esprit De Corps |
Shared feelings of comradeship, enthusiasm, or devotion to a common cause among members of a group. |
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Behavioral Management |
The study of how managers should behave to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals. |
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Hawthorne Effect |
The finding that a manager's behavior or leadership approach can affect workers' level of performance. |
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Human Relations Movement |
A management approach that advocates the idea that supervisors should receive behavioral training to manage subordinates in ways that elicit their cooperation and increase their productivity. |
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Informal Organization |
The system of behavioral rules and norms that emerge in a group. |
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Organizational Behavior |
The study of the factors that have an impact on how individuals and groups respond to and act in organizations. |
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Theory X |
A set of negative assumptions about workers that leads to the conclusion that a manager's task is to supervise workers closely and control their behavior. |
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Theory Y |
A set of positive assumptions about workers that leads to the conclusion that a manager's task is to create a work setting that encourages commitment to organizational goals provides opportunities for workers to be imaginative and to exercise initiative and self-direction. |
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Management Science Theory |
An approach to management that uses rigorous quantitative techniques to help managers make maximum use of organizational resources. |
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Organizational Environment |
The set of forces and conditions that operate beyond an organization's boundaries but affect a manager's ability to acquire and utilize resources. |
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Open System |
A system that takes in resources from its external environment and converts them into goods and services that are then sent back to that environment for purchase by customers. |
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Closed System |
A system that is self-contained and thus not affected by changes occurring in its external environment. |
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Entropy |
The tendency of a closed system to lose its ability to control itself and thus to dissolve and disintegrate. |
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Synergy |
Performance gains that result when individuals and departments coordinate their actions. |
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Contingency Theory |
The idea that the organizational structures and control systems managers choose depend on (are contingent on) characteristics of the external environment in which the organization operates. |
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Mechanistic Structure |
An organizational structure in which authority is centralized, tasks and rules are clearly specified, and employees are closely supervised. |
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Organic Structure |
An organizational structure in which authority is decentralized to middle and first-line managers and tasks and roles are left ambiguous to encourage employees to cooperate and respond quickly to the unexpected. |