Principles of Management Exam #1 (CH.1-5)

Mary Parker Follett

"self managed teams" "worker empowerment" "interdepartmental teams"- members of different departments working together on joint projects

Early behaviorism

Hugo Munsterberg, Mary Parker Follett, Elton Mayo

functions of management

POLC & coordinating

POLC

Planning, Organizing, Leading, Controlling

organization

a group of people who work together to achieve some specific purpose

Team leader

a manager who is responsible for facilitating team activities toward achieving key results

Competitive Advantage

the ability of an organization to produce goods or services more effectively than competitors do, thereby outperforming them. An organization must stay ahead in four areas, being responsive to customers, innovation, quality, and efficiency

soft skills

the ability to motivate, to inspire trust, and to communicate with others

motion studies

the braking down of each worker's job into basic physical motions and then trained workers to use the methods of their best-performing coworkers

innovation

finding ways to deliver new or better goods or services

management science

focuses on using mathematics to aid in problem solving and decision making

for-profit

formed to make money, or profits, by offering products or services

Theory Y

the outlook of human relations proponents- an optimistic positive view of workers

Entrepreneurship

the process of taking risks to try to create a new enterprise

Middle managers

implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first-line managers below them

Top managers

make long-term decisions about the overall direction of the organization and establish the objectives, policies, and strategies for it

First-line managers

make short-term operating decisions, directing the daily tasks of non managerial personnel

interpersonal roles

managers interact with people inside and outside their work units (figurehead, leader, liaison activities)

informational roles

managers receive and communicate information (monitor, disseminator, spokesperson)

decisional roles

managers use information to make decisions to solve problems or take advantage of opportunities (entrepreneur, disturbance handler, resource allocator, negotiator)

Controlling

monitoring performance, comparing it with goals, and taking corrective action as needed

differential rate system

more efficient workers earned higher wages

Leading

motivating, directing, and otherwise influencing people to work hard to achieve the organization's goals

Theory X

pesimistic, negative view of workers

Maslow Hierarchy of Human Needs

physiological, safety, love, esteem, and self-actualization

human relations movement

proposed that better human relations could increase worker productivity (Maslow & McGregor)

non-profit

purpose is to offer services to some clients, not to make a profit

bureaucracy

rational, efficient, ideal organization based on principles of logic

behavioral science

relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers

functional manager

responsible for just one organizational activity

general manager

responsible for several organizational activities

Planning

setting goals and deciding how to achieve them

entrepreneur

someone who sees a new opportunity for a product or service and launches a business to try to realize it

intrapreneur

someone who works inside an existing organization who sees an opportunity for a product or service and mobilizes the organization's resources to try to realize it

Elton Mayo

studies beginning with an investigation into whether workplace lighting level affected worker productivity

management

the pursuit of organizational goals efficiently & effectively by integrating the work of people through planning, organizing, leading, and controlling the organization's resources

effective

to achieve results, to make the right decisions and to successfully carry them out so that they achieve the organization's goals. Effectiveness regards the organization's ENDS, the goals

efficient

to use resources-people, money, raw materials, and the like-wisely and cost-effectively. Efficiency is THE MEANS of attaining the organization's goals

reasons for studying theoretical perspectives

understanding of the present, guide to action, source of new ideas, clues to meaning of your manager's decisions, clues to meaning of outside events, producing positive results

historical perspective

viewpoints of classical, behavioral, and quantitative (1911-1950s)

contemporary perspective

viewpoints of systems, contingency, and quality management (1960s-now)

four principles of science management

1) Evaluate a task by scientifically studying each part of the task 2) Carefully select workers with the right abilities for the task 3) Give workers the training and incentives to do the task with the proper work methods 4) Use scientific principles to plan the work methods and ease the way for workers to do their jobs

five positive bureaucratic features

1) a well-defined hierarchy of authority 2) formal rules and procedures 3) a clear division of labor, with parts of a complex job being handled by specialists 4) impersonality, without reference or connection to a particular person 5) careers based on merit

Hugo Munsterberg

1) study jobs and determine which people are best suited to specific jobs 2) identify the psychological conditions under which employees do their best work 3) devise management strategies to influence employees to follow management's interests His ideas led to the field of industrial psychology, the study of human behavior in workplaces

Frederick W. Taylor

Father of scientific management and its four principles. Believed by raising production both labor and management could increase profits

quantitative management

application to management of quantitative techniques , such as statistics and computer simulations (management science and operations management)

Organizing

arranging tasks, people, and other resources to accomplish the work

administrative management

concerned with managing the total organization

conceptual skills

consist of the ability to think analytically, to visualize an organization as a whole and understand how the parts work together

human skills

consist of the ability to work well in cooperation with other people to get things done

technical skills

consist of the job-specific knowledge needed to perform well in a specialized field

sustainability

economic development that meets the needs of the present without compromising the ability of future generations to meet their own needs

classical viewpoint

emphasized finding ways to manage work more efficiently, two branches- scientific and administrative

behavioral viewpoint

emphasized the importance of understanding human behavior and of motivating employees toward achievement

scientific management

emphasized the scientific study of work methods to improve the productivity of individual workers

Hawthorne effect

employees worker harder if they received added attention, if they thought that managers cared about their welfare and that supervisors paid special attention to them