MGT ch.2

Subsystem

is a system within another system.

Management science

Focuses specifically on the development of mathematical models.

System

is an interrelated set of elements functioning as a whole.

Open system

is one that interacts with its environment.

Steps in scientific management

-*Frederick Taylor*: father of scientific management who came up with this system: 1.) develop a science for each element of the job to replace old rule-of-thumb methods. 2.) scientifically select employees and then train them to the job as described in step 1. 3.) supervise employees to make sure they follow the prescribed methods for performing their jobs. 4.) continue to plan the work, but use workers to get the work done. -Taylor saw workers *soldiering*(employees deliberately working at a slow pace) so he advised this method to overcome problem.

Theory

-A conceptual framework for organizing knowledge and providing a blueprint for action. -management theories are *grounded in reality.* -theories used to build org. and guide them toward their goals.

Quantitative management perspective

-Applies quantitative techniques to management. -Focuses on decision-making, economic effectiveness, mathematical models, and the use of computers.

Human relations movement

-Argued that workers respond primarily to the social context of the workplace. -Stemmed from the Hawthorne studies. -A basic assumption is that a manager's concern for workers will lead to increased satisfaction and improved performance.

Organizational behavior

-Contemporary field focusing on behavioral perspectives on management. -OB takes a *holistic view* of behavior and addresses individual, group, and organization processes.

Behavioral Management Perspective

-Emphasizes individual attitudes and behaviors and group processes. -*Hugo Munsterberg* applied psychology to the industrial setting, founding the field of industrial psychology(now called IO). -Mary Parker Follett was an early pioneer of this theory. -*Elton Mayo*: conducted the Hawthorne Studies -found increased productivity in both control and experimental group. -Later studies identified: "rate busters" (overproducers) and "chiselers" (underproducers). -Their conclusion: Human behavior was much more important in the workplace than previously be

Universal perspective

-Tries to identify the "one best way" to do something. -Includes the classical, behavioral, and quantitative approaches.

Theory X

A pessimistic and negative view of workers consistent with the views of scientific management.

Theory Y

A positive view of workers; it represents the assumptions that human relations advocates make.

Scientific Management

Concerned with and focused on improving the performance of individual workers

Operations management

Concerned with helping the organization more efficiently produce its products or services.

Classical management perspective

Consists of two distinct branches—*scientific management and administrative management*

Behavioral Management Today

Contributions -Gave insights into interpersonal processes. -Focused managerial attention on these processes. -Viewed employees as resources. Limitations -Behavior is difficult to predict. -Managers are reluctant to adopt concepts. -Research ineffectively communicated to managers.

Quantitative Management Today

Contributions -Sophisticated techniques assist decision-making;Particularly useful in planning and controlling. -Increased awareness of complex processes. Limitations -Cannot fully explain or predict behavior. -Mathematical sophistication may come at the expense of other important skills. -Models may require unrealistic assumptions.

Henry Gantt

Introduced the Gantt chart for scheduling work.

Max Weber

Studied efficient organizational structure.

Frank and Lillian Gilbreth

They developed numerous techniques and strategies for eliminating inefficiency.

Closed system

does not interact with its environment.

Henri Fayol-adm management

-Focused on how managers should do their job -Identified four functions of management (POLC) -Developed 14 Principles: -*Unity of Command*: report to only 1 boss -*Esprit de Corps*: developing sense of teamwork/camaraderie

Contingency perspective

-Suggests that appropriate managerial behavior in a given situation depends on, or is contingent on, a wide variety of elements. -Believes each organization is unique.

Classical Management Today

Contributions: -Laid the foundation for management theory. -Identified key processes, functions, and skills. -Made management a valid subject of study. Limitations -Best used in simple, stable organizations. -Universal procedures may not be appropriate in some settings. -Employees not viewed as resources.

Henri Fayol

First to identify the four management functions: planning, organizing, leading, & controlling.

Administrative Management

Focuses on managing the total organization

Entropy

a normal process leading to system decline.

Synergy

two or more subsystems working together to produce more than the total of what they might produce working alone.