Chapter 2- Traditional And Contemporary Management Perspectives

Front 1

Theory

Back 1

A conceptual framework for organizing knowledge and providing a blueprint for action

Front 2

Early Management Ideas

Back 2

Robert Owen (just know facts not name): One of the first managers to recognize the importance of human resources. He raised working age for children, reduced hours, and supplied meals.Charles Babbage (just know facts not name): Mathematically focused on efficiency of production. Believed in division of labor.

Front 3

Classical Management Perspective

Back 3

Consists of two branches – scientific management and administrative management.

Classical Management Perspective, Scientific Management, Administrative Management

Focuses on ways to improve the production of individual workers.

Focuses on managing the total organization.

Front 4

Frederick Taylor

Back 4

saw workers soldiering, or deliberately working below their potential. He devised this four step method to overcome the problem.

Front 5

Steps in Scientific Management

Back 5

1. Develop a science for each element of the job to replace old rule of thumb methods

2. Scientifically select employees and then train them to do the job as described in step one

3. Supervise employees to make sure they follow the described methods for performing their jobs

4. Continue to plan the work, but use workers to get the work done

Front 6

Classical Management Today

Back 6

Contributions: Laid the foundation for management theory, Identified key processes, functions, and skills. , Made management a valid subject of study; Limitations: Best used in simple, stable organizations. , Universal procedures may not be appropriate in some settings. , Employees not viewed as resources.

Front 7

Behavioral Management Perspective

Back 7

Emphasizes individual attitudes and behaviors and group processes

Front 8

Human Relations Movement

Back 8

Argued that workers respond primarily to the social context of the workplace.

Stemmed from the Hawthorne studies.

A basic assumption is that a manager’s concern for workers will lead to increased satisfaction and improved performance.

Front 9

Human Relations Movement: Theory X

Back 9

A pessimistic and negative view of workers consistent with the views of scientific management.

Front 10

Human Relations Movement: Theory Y

Back 10

A positive view of workers; it represents the assumptions that human relations advocates make.

Both X and Y Includes Maslow’s Hierarchy of Needs and Douglas McGregor’s Theory X and Theory Y.

Front 11

Organizational Behavior

Back 11

Contemporary field focusing on behavioral perspectives on management.

Organizational behavior takes a holistic view of behavior and addresses individual, group, and organization processes.

Front 12

Quantitative Management

Back 12

Applies quantitative techniques to management.Focuses on decision-making, economic effectiveness, mathematical models, and the use of computers.

Front 13

Quantitative Management- Management science

Back 13

Focuses specifically on the development of mathematical models.

Front 14

Quantitative Management- Operations management

Back 14

Concerned with helping the organization more efficiently produce its products or services.

Front 15

Integrating Perspectives for Managers- Systems Perspective

Back 15

A system is an interrelated set of elements functioning as a whole.

Front 16

Integrating Perspectives for Managers- Systems Perspective- open system

Back 16

An open system is one that interacts with its environment.

Front 17

Integrating Perspectives for Managers- Systems Perspective- closed system

Back 17

A closed system does not interact with its environment.

Front 18

Integrating Perspectives for Managers- Systems Perspective- subsystem

Back 18

systems within each other

Front 19

Systems Perspective of Organizations- Synergy

Back 19

two or more subsystems working together to produce more than the total of what they might produce working alone.

Front 20

Systems Perspective of Organizations- Entropy

Back 20

a normal process leading to system decline

Front 21

Contingency Perspective

Back 21

suggests that appropriate managerial behavior in a given situation depends on, or is contingent on, a wide variety of elements- Believes each organization is unique.

Front 22

Contingency Perspective- universal perspective

Back 22

tries to identify the “one best way” to do something- Includes the classical, behavioral, and quantitative approaches.