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