Applied Management Chapter 2

Hawthorne Effect

Behavioral Viewpoint. Elton Mayo. Hawthorne effect is the theory that employees worked harder if they received added attention, if they thought that managers cared about their welfare and that supervisors paid special attention to them. This study ultimately failed.

Mary Parket Follett

Behavioral Viewpoint. Power Sharing among Employees and Managers. This person believed that organizations should become more democratic, with managers and employees working cooperatively.

Hugo Munsterberg

Behavioral Viewpoint. The First Application of Psychology to Industry. His ideas lead to the field of industrial psychology. Called the father of industrial psychology.

Elton Mayo

Behavioral Viewpoint. The Supposed "Hawthorne Effect". The Hawthorne effect ultimately failed but emphasized the importance of human relations.

Open System

Continually interacts with its environment.

Operations Management

Focuses on managing the production and delivery of an organizations products or services more effectively.

Quality Assurance

Focuses on the performance of workers, urging employees to strive for "zero defects".

Management Science

Focuses on using mathmatics to aid in problem solving and decision making.

Classical Viewpoint

Part of the historical perspective, which emphasized finding ways to manage work more efficiently, had two branches - scientific and administrative.

Subsystems

Parts making up the whole system.

Administrative Management

Pioneered by Fayol & Weber. This is concerned with managing the total organization.

Behavioral Viewpoint

Pioneered by Munsterberg, Follett, and Mayo. It emphasized the importance of understanding human behavior and of motivating employees toward achievement.

Scientific Management

Pioneered by Taylor & the Gilbreths. This emphasized the scientific study of work methods to improve the productivity of individual workers.

Human Relations Movement

Proposed that better human relations could increase worker productivity. Pioneered by Maslow & McGregor.

Systems Viewpoint

Regards the organization as a system of interrelated parts.

Behavioral Science Approach

Relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers. The disciplines for this include psychology, sociology, anthropology, and economics.

Frank & Lillian Gilbreth

Scientific Management. Industrial engineering. Improving efficiency.

Frederick Taylor

Scientific Management. The Four Principles of Scientific Management. Believed the scientific management can enhance the productivity, and such innovations as motion studies and differential pay are still used today.

Transformational Processes

The organizations capabilites in management, internal processes, and technology that are applied to converting inputs into outputs.

Inputs

The people, money, information, equipment, and materials required to produce an organization's goods or services.

Outputs

The products, services, profits, losses, employee satisfaction or discontent, and the like that are produced by the organization.

Quality Control

The strategy for minimizing errors by managing each stage of its production.

Quality

The total ability of a product or service to meet customers needs.

Theory X vs. Theory Y

Theory X represents a pessimistic, negative view of workers. Workers are considered to be irresponsible, resistant to change, lacking work and ambition. Theory Y represents the outlook of human relations proponents - an optimistic, positive view of workers. Workers are considered to be responsible and creative. This helps managers understand how their beliefs affect their behavior.

Historical Perspective

(1911-1950s) Includes three viewpoints - classical, behavioral, and quantitative.

Contemporary Perspective

(1960s-present) Includes three viewpoints - systems, contingency, and quality-management.

System

A set of interrelated parts that operate together to achieve a common purpose.

Total Quality Management (TQM)

A comprehensive approach - led by top management and supported through out the organization - dedicated to continuous quality improvement, training, and customer satisfaction.

Max Weber

Administrative Management. The Rationality of Bureaucracy. The 5 positive bureacracy features.

Henri Fayol

Administrative Management. The functions of management. The first person to identify the major functions of management - planning, organizing, leading, and controlling.

Learning Organization

An organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge.

Contingency Viewpoint

Emphasizes that a manager's approach should very according to - that is, be contingent on - the individual and the environmental situation.

Abraham Maslow

Human Relations Movement. The Hierarchy of Needs. Needs must be satisfied.

Douglas McGregor

Human Relations Movement. Theory X versus Theory Y.

Quality-Management Viewpoint

Includes quality control, quality assurance, and the total quality management.

Feedback

Information about the reaction of the environment to the outputs that affects the inputs.

Closed System

Little interaction with its environment.

Complexity Theory

The Systems Viewpoint. The study of how order and pattern arise from very complicated, apparently chaotic systems.

Quantitative Management

The application to management of quantitative techniques, such as statistics and computer simulations. Two branches of quantitative management are management science and operations management.

Evidence-Based Management

Translating principles based on best evidence into organizational practice, bringing rationality to the decision-making process.