Management Chapter 2 Study Guide

Open System

A system that interacts with its environment

Subsystem

A system within another system

Jethro

"But select capable men from all the people—men who fear God, trustworthy men who hate dishonest gain—and appoint them as officials over thousands, hundreds, fifties and tens." Was the first management consultant who advised Moses

Theory Y

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

Closed System

A system that does not interact with its environment

Management Science

Focuses specifically on the development of mathematical models

Administrative Management

Focusses on managing the total organization

Scientific Management

concerned with improving the performance of individual workers

Contingency Perspective

Suggest that appropriate managerial behavior in a given situation depends on, or is contingent on, a wide variety of elements

Synergy

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

Henri Fayol

Wrote "General and Industrial Management." Helped to systematize the practice of management. Was first to identify the specific management functions of planning, organizing, leading, and controlling.

Sun Tzu

Wrote the art of war: "know your enemy and know yourself and you can fight a hundred battles without disaster" "Be extremely subtle, even to the point of formlessness. Be extremely mysterious. Even to the point of soundlessness. Thereby, you can be the director of the opponent's fate"

Universal Perspective

An attempt to identify the one best way to do something

System

An interrelated set of elements functioning as a whole

Identify and describe contemporary management issues and challenges

1) A variety of popular applied perspectives influence management practice today 2) Important issues and challenges facing managers include employee retention, diversity, the new workforce, organization change, ethics and social responsibility, the importance of quality, and the continued shift toward a service economy

Summarize and evaluate the behavioral perspective on management, including the Hawthorne studies, human relations movement, and organizational behavior, and note its relevance to contemporary managers

1) The behavioral management perspective, characterized by a concern for individual and group behavior, emerged primary as a result of the Hawthorne studies 2) The human relations movement recognized the importance and potential of behavioral processes in organizations but made many overly simplistic assumptions about those processes 3) Organizational behavior, a more realistic outgrowth of the behavioral perspective, is of interest to many contemporary managers

Summarize and evaluate the classical perspective on management. including scientific and administrative management, and note its relevance to contemporary managers

1) The classical management perspective had two major branches: scientific and administrative management 2) Scientific management was concerned with improving efficiency and work methods for individual workers 3) Administrative management was more concerned with how organizations themselves should be structured and arranged for efficient operations 4) Both branches paid little attention to the role of the worker as a person

Summarize and evaluate the quantitative perspective on management, including management science and operations management, and note its relevance to contemporary mangers

1) The quantitative management perspective and its two components, management science and operations management, involve the application fo quantitative techniques to decision making and problem solving 2) Applications of the quantitative perspective have been facilitated by the tremendous increase int eh use of personal computers and integrated information networks

Discuss the systems and contingency approaches to management and explain their potential for integrating the other areas of management

1) The three major perspectives should be viewed in a complementary, not a contradictory, light. Each has something of value to offer 2) two relatively recent additions to management theory, the systems and contingency perspectives, appear to have great potential both as approaches to management and as frameworks for integrating the other perspectives

Entropy

A normal process lading to system decline

Theory

A conceptual framework for organizing knowledge and providing a blueprint for action

Quantitative Management Perspective

Applies quantitative techniques to management

Human Relations Movement

Argued that workers respond primarily to the social context of the workplace

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

Organizational Behavior

Contemporary field focusing on behavioral perspectives on management

Behavioral Management Perspective

Emphasizes individual attitudes and behaviors and group processes

Soldiering

Employees deliberately working at a slow pace

Max Weber

His theory of bureaucracy posits a rational set of guidelines for structuring organizations

Why use theories in management?

The provide conceptual frameworks for organizing knowledge and blueprints for actions. They're grounded in reality. Manager develop their own theories about how they should run their organizations

Theory X

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

Justify the importance of history and theory to management and discuss precursors to modern management theory

1) Theories are important as organizers of knowledge and as road maps for action. 2) Understanding the historical context n precursors of management and organizations provides a sense of heritage and can also help managers avoid repeating the mistakes of others 3) Evidence suggest that interest in management dates back thousands of years, but a scientific approach to management has emerged only in the last hundred years

Why study history of management?

Understanding history aids managers in the development of management practices and in avoiding the past mistakes of others