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46 Cards in this Set
- Front
- Back
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Management as a field of study may be just ___ years old |
125 years |
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Management used to be called ___ ______, and _____s learned that they could improve the productivity of boring, repetitious tasks by performing them to ________ |
job enrichment Greeks Music |
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Recognized the need for planning, organizing, and controlling when building th epyramids. Submited requests in writing. Made decisions after consulting staff for advice. |
Egyptians |
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________ work was a common cottage industry |
Textile |
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1750-1900 |
Industrial Revolution |
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Ford Motor Company invented the ____ line |
assembly |
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Scientific management |
thoroughly studying and testing different work methods to identify the best, most efficient way to complete a job |
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soldiering |
Workers deliberately slowing their pace or restricting their work output |
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Frederick W. Taylor |
the father of scientific management |
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Managers have to find _______ way to do the job |
best |
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Taylors Four Principles of Scientific Management |
1234 |
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1st Principle |
Develop a science for each element of a man's work, which replaces the old rule- of- thumb method |
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2nd Principle |
Scientifically select and then train, teach, and develop the workman, whereas in the past he chose his own work and trained himself as best he could |
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3rd Principle |
heartily cooperate with the men so as to ensure all of the work being done is in accordance with the principles of the scienc which has been developed |
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4th Principle |
there is an almost equal division of the work and the responsibility betweent eh management and the workmen. The management take over all the work for which they are better fitted than the workmen, while in the past almost all of the work and the greater part of the responsibility were thrown upon the men |
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Motion study |
Breaking each task or job into its separate motions and then eliminating those that are unnecessary or repetitive |
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time study |
timing how long it takes good workers to complete each part of their job. |
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Gantt chart |
a graphical chart that shows which tasks must be completed at which times in order to complete a project or task: iphone calendar |
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Bureaucratic management/bureaucracy |
the exercise of control on the basis of knowledge, expertise, or experience; resistant to change and slow to innovate; managers who use bureaucratic control often put following the rules above all else. |
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Henri Fayol |
14 principles of managemnet, as well as for his belief that management can and should be taught to others |
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Administrative Management |
attempts to find a rational way to design an organization as a whole. Organizer of people. More into management.
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Fayol 2. Authority and responsibility |
a manager's authority which is the "right to give orders," should be commensurate with the manager's responsibility. However, organizations should enact controls to prevent managers from abusing their authority. |
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Fayol 4. Unity of Command |
to avoid confusion and conflict, each employee should report to and receive orders from just one boss. |
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Fayol 5. Unity of direction |
One person and one plan should be used in deciding the activities to be used to accomplish each organizational objective |
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F11. Equity |
Kind, fair, and just treatment for all will develop devotion and loyalty. This does not exclude discipline, if warranted, and consideration of the broader general interest of the organization. |
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F12. Stability of tenure of personnel |
Low turnover, meaning a stable work force with high tenure, benefits an organization by improving performance, lowering costs, and giving employees, especially managers, time to learn their jobs |
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F14 Esprit de corps |
Develop a strong sense of morale and unity among workers that encourages coordination of efforts. |
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Employees are ___ _______ |
not machines |
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Mary Parker Follet |
Mother of Modern Management: integrative conflict resolution |
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3 wayrs to resolve conflict |
DCI Domination Compromise Integrative conflict resolution |
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Domination |
approach to dealing with conflict in which one party satisfies its desires and objectives at the expense of the other party's desires and objectives |
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Compromise |
approach to dealing with conflict in which both parties give up some of what they want in order to reach agreement on a plan to reduce or settle the conflict |
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integrative conflict resolution |
an approach to dealing with conflict in which both parties indicate their preferences and then work together to find an alternative the meets the needs of both |
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Follet's 4 principles of organiztions: |
1. Coordination as reciprocal relating all the factors in a situation 2. Coordination by direct contact of the responsible people concerned 3. Coordination in the early stages 4. Coordination as a continuing process |
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Elton Mayo |
best known for his role in the famous Hawthorne Studies at the Wester Electric Company; making environment better can have a positive impact |
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Hawthorne Effect |
group cohesion, intensely cohesive groups |
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Organization |
a system of consciously coordinated activities or forces created by two or more people |
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People will be indifferent to managerial directives or orders if they are |
1. understood 2. are consistent with the purpose of the organization 3. are compatible with the people's personal interests 4. can actually be carried out by those people |
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Operations management |
involves managing the daily production of goods and services |
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Information Management |
technology can do many things for business |
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Systems Management: system |
set of interrelated elements or parts that funciton as a whole |
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Synergy |
two of more subsystems working together to produce more than they can working apart |
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Closed systems |
systems that can sustain themselves without interacting with their environments |
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Open systems |
systems that can sustain themselves only by interacting with their environments, on which they depend for their survival |
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Contingency approach |
there are no universal management theories and that the most effective management theories and that the most effective management theory or idea depends on the kinds of problems or situations that managers are facing at a particular time and place |
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contingency approach(shorter version) |
there are no universal management theories |
