Engineering Management

Scalar Chain

A chain of authority extends from the top to the bottom of an organization & defines the communication path.

Contingency Theory

A management theory describing the unique aspects of the situation that effect performance such as technology and the environment

Hawthorne Studies

A series of research projects demonstrating that when workers perceived that management cared about them and/or when they felt they were getting special treatment, both morale and productivity improved.

Order

Arrangement of things and people; "A place for everything & everything int its place."

Parity of Authority & Responsibility

Authority is the right to give orders & the power to exact obedience. It derives from the formal authority of the office and from personal authority based on factors like intelligence, experience, moral worth, & ability to lead.

Theory Z

Business management theory that integrates Japanese and American business practices.

Fair Renumeration

Compensation should be fair & as far as possible afford satisfaction to both employer and employee.

William Ouchi

Created the concept of "Theory Z" to deal with Japanese people.

Decentralization

Degree to which decision-making authority is given to lower levels in an organization's hierarchy.

Centralization

Degree to which decision-making authority is restricted to higher levels of management in an organization.

Max Weber

He believe that running organizations on the basis of whom on knows than what one knows and engaging in nepotism tended to interfere with organizational effectiveness.

Henry L. Gantt

Introduced Principles of Work Scheduling; introduced the Gantt Chart.

Specialization of Labor

Jobs are broken down into routine, well defined tasks so that members know what is expected of them & can become extremely competent at their particular subset of tasks.

Entrepreneur

Manager as initiators, innovators, problem discoverers, & designers of improvement projects that direct & control change in the organization.

Disturbance Handler or Problem Solver

Managers are called upon to identify solutions & to take action to overcome the continuous stream of problems which crop up in the day to day operation of the institution.

Initiative

Managers should encourage & develop subordinate this to the fullest.

Lyndall Urwick

Managing Work & Organizational Synthesis.

Impersonality

Rules, Procedures, & sanctions are applied uniformly regardless of individual personalities & personal multiple considerations.

Career Advancement based on Merit

Selection & promotion is based on the qualifications & performance of members.

Esprit de Corps

Since union is strength, harmony & teamwork are essential.

Disseminator

Transmits information internally that is obtained from either internal or external resources.

Division of Work

Work specialization can result in efficiencies & is applicable to both managerial & technical functions.

Formal rules & procedures

Written rules & procedures specifying the behaviors desired from members facilitate coordination & ensure uniformity.

Manager

a person who has the responsibility for the activities of other people in the organization

Behavioral Viewpoint

a perspective that emphasizes the importance of attempting to understand the various factors that affect human behavior in organizations.

System

a set of interrelated parts that operate as a whole in pursuit of common goals.

Unity of Direction

activities aimed at the same objective should be organized so that there is one plan and one person in charge.

Management Science

aimed at increasing decision effectiveness through the use of sophisticated mathematical models and statistical methods also known as operations research.

Administrative Management

an approach that focuses on principles that can be used by managers to coordinate the internal activities of organizations.

Unity of Command

an employee should receive orders from one superior only.

Systems Theory

approach based on the notion that organizations can be visualized as systems.

Acceptance Theory of Authority

argues that authority does not depend much on "persons of authority" who give orders as on the willingness to comply of those who receive the orders.

Theory X

assumes that workers are basically lazy, error-prone, and extrinsically motivated by money and, thus, should be directed from above.

Theory Y

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

Henry Mintzberg

attempted to categorize the manager's various activities into roles. The three types of roles that he observed were interpersonal, informational & decisional.

Chester Barnard

best-known contribution is his acceptance theory of authority.

Soldiering

deliberately working at less than full capacity.

Closed System

does little or no interacting with its environment and receives little feedback.

Bureaucratic Management

emphasizes the need for organizations to operate in a rational manner rather than relying on the arbitrary whims of owners and managers.

Stability of personnel tenure

employees security of employment.

Japanese Management Approach

focuses on aspect of management in Japan that may be appropriate for adoption in U.S.

Management Information Systems

focuses on designing and implementing computer-based information systems for use by management.

Quantitative Management Viewpoint

focuses on the use of mathematics, statistics, and information aids to support managerial decision making and organizational effectiveness.

Douglas McGregor

formulated the concept of theory X and theory Y, a dichotomy dealing with the possible assumptions that managers make about workers.

Monitor

gather information in order to be well informed about issues that can affect the organization; monitors activities outside his office.

Robert Owen

he advocate concern for the working & living conditions of the workers.

Harrington Emerson

he developed the 12 Principles of Work Efficiency; encouraged the use of experts.

James D. Mooney

he expounded views concerning Principles of Organization & Management.

Frederick Winslow Taylor

he introduced the Principles of Work Management; known as the "Father of Scientific Management"

Henry R. Towne

he outlined the importance of management as a science & called for the development of management principles that could be used in all types of management situations.

Charles babbage

he predicted the specialization of mental work. He also suggested profit sharing that had two parts (1) bonus that awarded for useful suggestion & (2) portion of wages that was dependent on factory profits.

Mary Parker Follet

her forward-looking ideas was her belief that organizations should operate of "power with" rather than "power over."

Hugo Munsterberg

his ideas and examples led to the establishment of the field of industrial psychology, the study of human behavior in a work setting.

Feedback

information about results and organizational status relative to the environment.

Decisional

involves making significant decisions that affect the organization.

Classical Viewpoint

is a perspective on management that emphasize on finding ways to manage work & organization.

Scientific Management

is an approach within classical management theory that emphasizes the scientific study of work methods in order to improve worker efficiency.

Role

is an organized set of behaviors associated with a particular office of position.

Liaison

is needed by unit heads when they interact with persons in other units within persons outside the organization.

Management

is the attainment of organizational goals in an effective and efficient manner through planning, organizing, directing & controlling organizational resources.

Leader

is the role played by managers when the initiate & coordinate activities in their units.

Discipline

it is absolutely necessary to the smooth running of an organization, but the state of discipline depends essentially on the worthiness of its leader.

Henri Fayol

known as "Father of Modern Management." He was convinced that it should be possible to develop theories about management that could then be taught to individuals with administrative responsibilities.

Frank Gilbreth

known as the "Father of Motion & Time Study"

Frank & Lillian Gilbreth

known for their Principles of work simplification; their studies aimed at eliminating unnecessary motions & expanded their interests into exploring ways of reducing task fatigue.

Resource Allocator

manager exercise a key role in the distribution of funds, personnel, materials, & other organizational resources among competing uses in the organization.

Conceptual Skills

managers in such organizations need the ability to abstract from the concrete to be able to picture the larger systems of which smaller activity units belong, and the many different ways in which the subsystem are or could be related to each other.

Technical Skills

managers need to have the tools, methods, and techniques of the body of knowledge appropriate to the activities which they manage.

Well-defined Hierarchy

multiple levels of positions, which carefully determined reporting relationships among levels, provide supervision of lower offices by higher ones, a means of handling exceptions, & the ability to establish accountability of actions.

Open System

one that operates in continual interaction with its environment.

Transformation processes

organization's managerial and technological abilities that are applied to convert inputs into outputs.

Abraham Maslow

outlined the five level hierarchy of needs. He concluded that human needs go beyond the most basic ones for food & shelter.

Informational

pertains to receiving & transmitting information so that managers can serve as nerve center for their organizational units.

Interpersonal

pertains to relationship with others & are related to human skills.

Engineering Management

refers to the activity, combining "Technical Knowledge with the ability to organize & coordinate manpower, materials, machinery, & money and methods."

Negotiator

represent the organization in major negotiation activities which have a key impact on the performance of their units.

Operations Management

responsible for managing the production and delivery of an organization's product and services.

Figurehead

role which assumed by managers when they represent their respective units in the outside world in ceremonial & civic activities.

Behavioral Science

scientific research as the basis for developing theories about human behavior in organization that can be used to establish practical guidelines for managers.

Interpersonal skills

since directing the activities of people in organizations is a central aspect of the job of managers they need to be skilled in human relations.

Controlling

the function of monitoring performance and undertaking corrective actions to ensure the attainment of predetermined goals and objectives of the organization.

Subordination of Individual Interest to General Interest

the interests of one employee or group should not prevail over the interests & goals of the organization.

Spokeperson

the manager's leadership positions in the organization require them to represent & speak for their units vis-a-vis other units of the organization & outsiders.

Equity

the personnel to be encouraged to carry out its duties with all the devotion & loyalty of which it is capable. Must be treated with kindness, & results from the combination of kindness and justice.

Directing or Leading

the process of communicating with and influencing subordinates towards the achievement of organizational goals.

Integration

the process of finding solution that would satisfy both parties.

Outputs

the product, services, and other outcomes produced by the organization.

Inputs

the various human. Material, financial, equipment, and informational resources required to produce goods and services.

Power With

this concept was by resolving conflict through integration.

Organizing

this involve identifying, subdividing, grouping and coordinating the various activities required to achieve the objectives of the institution.

Planning

this involves the choice of the objectives to be pursued, the means to achieve them, and allocating resources of the organization.

Staffing

this involves the recruitment, selection, assignment, and development of the various kinds of human resources required by the organization.