47 Cards in this Set
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Management
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The attainment of organizational goals in an effective and efficient manner, through planning, organizing, leading, and controlling organizational resources
Also: getting things done through people
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Goal
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A desired future state of affairs
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Effective
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Reaching goals
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Efficient
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Using the least resources necessary
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Leading
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Communicating direction and motivating
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Contingency
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Behaviors a leader engages in depends on the circumstance
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Authority
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A right to give orders, allocate resources, and/or make decisions vested in a position
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Power
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The ability to get things done
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Top
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Level in an organization with a cross-divisional/departmental, outside, and long-term focus
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Middle
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Level in an organization with a functionally-oriented, inside/outside, and mid-term focus
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Lower and First-Line
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Level in an organization with an inside, short-term focus
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Line functions
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Primary operations of a business that directly lead to fulfillment of an organization's mission, generally sales and production
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Conceptual Skills
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The ability to think abstractly; seeing the big picture; understanding how the pieces fit together; used more by upper levels of management
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Diagnostic skills
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Solving problems; separate problems from symptoms; symptoms are what we see, problems cause the symptoms
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Decision Making Skills
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Combining conceptual and diagnostic skills, then knowing the right time to move to solve problems or capitalize on opportunities
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Human Skills
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Communication, motivation, negotiation; used to control behavior; used about equally, but differently, by all levels of management
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Technical Skills
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Functionally specific skills; used less at upper levels (Example: sales manager - to develop a persuasive sales presentation)
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The Traditional (Classical) Viewpoint
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Scientific management focuses on the specialization and division of labor. Administrative Management focuses on achieving increased output through better coordination of the parts of a business and increasing individual productivity
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Bureaucracy
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Leads to efficiency and consistency, but blocks creativity and slows response time
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Henri Fayol
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Created the 14 principles of management
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Responsibility
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A duty to use authority in the best interest of the business
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Accountability
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A justification; the obligation to prove authority was used in the best interest of the business
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Unity of Command
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Principle that no one takes direct orders from more than one superior
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Unity of Direction
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Principle that people who work together need to share common goals for the organization; achieve this by grouping together jobs that perform like activities
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The Behavioral Viewpoint
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Focuses on helping managers deal with the human side of the organization; economy was unstable, technology advancement was sporadic, social side was diminishing acceptance of the difference between social classes, legal/political side had unionization
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The Contemporary Viewpoint
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A time when the economy was volatile, introduction of affordable computing had major impact on business (reduce middle managers), general demand for equality in culture, more protection for workers
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Total Quality Management
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organizations take external resources and use these as inputs to create goods and services
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Management Science Theory
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Using quantitative techniques to maximize productivity
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Demming
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Created the [Open] Systems View that businesses take inputs that lead to a transformation process to create outputs; Also stated to break system down into a set of its smallest identifiable subsystems, then seek to always look for better ways to improve subsystems; Problem: culture of ind…
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Theory Z
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Japanese management techniques combined with American culture; Individual recognition with a team-oriented approach
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Contingency Theory
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The appropriate managerial action depends on the situation
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Frederic Taylor
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Identified Systematic Soldiering and Natural Soldiering as productivity problems
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Systematic Soldiering
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When others pressure to not work as hard, so expectations are lower; peer pressure result
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Natural Soldiering
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Human tendency to "take it easy"; no benefit to challenging individual workers
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Frank and Lillian Gilbreth
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Efficiency expert who conducted time and motion studies; used motion pictures to study the performance of tasks, reduced motions of bricklayers from 18 to 5; built in the concept of reducing fatigue into the best way to do a job; developed the typewriter keyboard
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Chester Barnard
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Developed the acceptance theory of authority
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Acceptance theory of authority
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Subordinates' willingness to comply with orders defines authority
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Mary Parker Follett
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Emphasized the importance of group relationships - there are aspects to an organization that are not defined formally & there are people with power defined by who they work with
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Abraham Maslow
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Created the Hierarchy of needs
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Hierarchy of Needs
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An individual is motivated to seek rewards that satisfy their lowest level of unsatisfied needs
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Douglas McGregor
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Developed Theory X & Theory Y - a managers assumptions dictate how he/she manages and behaves in an organization
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Theory X
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Theory that people dislike work, need to be controlled and directed towards organizational goals
Management Style: Tell people what to do, how to do it, and supervise closely.
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Theory Y
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Theory that work is natural, people are self-directed and self-controlled, and seek responsibility, but most employees only partially utilize their potential
Management Style: Develop a shared vision of goals, provide resources, and "coach" from a distance.
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Hawthorne Studies
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Conducted at Western Electric Company (Chicago), measured productivity under different lighting conditions, entitled Elton Mayo to research further after inconclusive results; Concluded there are informal organizations within formal organizations, there are accepted norms of behavior that…
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Hawthorne Effect
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A workers attitude toward management affects the workers performance
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Unofficial Hawthorne Effect
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Test subjects may perform differently because they know they are test subjects
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Human Relations Movement
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Behavioral viewpoint developed from Mayo's conclusions
Managers need to be trained to manage in ways that increase cooperation and productivity
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MGMT 320: EXAM 1