Chapter 2 - MGT 300

bureaucracy

A formal system of organization and administration designed to ensure efficiency and effectiveness.

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.

unity of command

A reporting relationship in which an employee receives orders from and reports to only one superior.

Theory X

A set of negative assumptions about workers that lead to the conclusion that a manager's task is to supervise workers closely and control their behavior.

synergy

Performance gains that result when individuals and departments coordinate their actions.

operations management

Provides managers with a set of techniques they can use to analyze any aspect of an organizations' production system to increase efficiency.

Evolution of Management

Scientific , Administrative, Behavioral, Management Science, Organizational Environment Management Theories. These are terms that show how management theory has evolved and is referred to as _____ __ _____ .

crafts production

Small workshops run by skilled workers who produced hand manufactured products.

initiative

The ability to act on one's own, without direction from a superior.

line of authority

The chain of command that extends from the top to the bottom of an organization.

job specialization

The degree to which the overall task of the organization is broken down and divided into smaller component parts; incrases efficiency and leads to higher organizational performance.

contingency theory

The idea that the organizational structures and control systems managers choose depend on--are contingent on--characteristics of the external environment iin which the organization operates. 'there is no one best way'

equity

The justice, impartiality and fairness to which all organizational members are entitled.

order

The methodical arrangement of positions to provide the organization with the greatest benefit and to provide employees with career opportunities.

authority

The power to hold people accountable for their actions and to make decisions concerning the use of organizational resources.

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.

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.

organizational behavior

The study of the factors that have an impact on how individuals and groups respond to and act in organizations.

informal organization

The system of behavioral rules and norms that emerge in a group

entropy

The tendency of a closed system to lose its ability to control itself and thus to dissolve and disintegrate.

Scientific Management

This stage of Management Theory began in the closing decades of the 19th century, after the industrial revolution; Frederick Taylor's term for the application of scientific principles to the operation of a business or other large organization.

Administrative Management

This theory of management is thean organizational structure and control system that leads to high efficiency and effectiveness.

rules

formal written instructions that specify actions to be taken under different circumstances to achieve specific goals

Standard operating procedure

A set of rules established in a bureaucracy that dictate how workers respond to different situations so that all workers respond in the same way.

closed system

A system that is self contained and thus not affected by changes occurring in its external environment.

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 purchases by customers.

organizational environment

All elements existing outside the organization's boundaries that have the potential to affect the organization.

management science theory

An approach to management that uses rigorous quantitative techniques to help managers make maximum use of organizational resources.

input stage

An organization acquires resoures to produce goods and services.

output stage

An organization releases finished product to external environment.

mechanistic structure

An organizational structure in which authority is centralized, tasks and rules are clearly specified, and employees are closely supervised.

Theory Y

Assumes that, given challenge and freedom, workers are motivated to achieve self-esteem and to demonstrate their competence and creativity

centralization

Authority concentrated at the top of the chain of command.

relay assembly test experiments

Designed to investigate the effects of other aspects of the work context on job performance for a goal to raise productivity.

management information systems

Helps managers design systems that provide information about events occurring inside/external the organization - information that is vital for effective decision making.

discipline

Obedience, energy, application and other outward marks of respect for a superiors authority.

quantitative management

Utilizes mathematical techniques to help managers make decisions and how to best invest capital.

organic structure

a type of organization structure characterized by people who work together in an informal arrangement, sharing ideas and information, and performing a variety of tasks based on whatever is needed to accomplish the group's task.

Hawthorne effect

the finding that workers who were given special attention increased their productivity regardless of what actual changes were made in the work setting

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