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Management > Appendix > Flashcards

Appendix Flashcards

1
Q

when did modern management begin

A

late 19th century

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2
Q

scientific management; organizations were seeking

A

ways to better satisfy customer needs

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3
Q

scientific management; what was changing the way goods were produced

A

machinery

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4
Q

scientific management; managers had to increase

A

efficiency of the worker-task mix

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5
Q

who “discovered” job specializaiton

A

adam smith

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6
Q

craft

A

each worker did all steps

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7
Q

factory

A

each worker specialized in one step

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8
Q

factory method

A

smith found that it had much higher productivity

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9
Q

division of labor

A

breaking down the total job

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10
Q

who defined scientific management

A

Frederick taylor, late 1800’s

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11
Q

scientific study

A

the systematic study of the relationships between people and tasks to redesign the work for higher efficiency

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12
Q

Four principles to increase efficiency

A
  1. study the way the job is performed now and determine new ways to do it
  2. codify the new method into rules
  3. select workers whose skills match the rules set
  4. establish a fair level of performance and pay for higher performance
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13
Q

problems of scientific management

A

managers often only implemented the increased output side of taylor’s plan

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14
Q

workers would purposely

A

“under-perform”

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15
Q

how did management respond to under performance

A

increased use of machines

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16
Q

Frank and Lilian Gilbreth

A

time and motion studies

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17
Q

time and motion studies

A
  1. break down each action into components
  2. find better ways to perform it
  3. reorganize each action to be more efficient
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18
Q

administrative management

A

seeks to create an organization that leads to both efficiency and effectiveness

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19
Q

max water developed

A

bureaucracy

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20
Q

bureaucracy

A

a formal system of organization and administration to ensure effectiveness and efficiency

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21
Q

five key points of bureaucracy

A
  1. authority
  2. positions
  3. position duties are clearly identified
  4. lines of authority
  5. rules, standard operating procedures, and norms
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22
Q

authority

A

is the power to hold people accountable for their actions

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23
Q

positions

A

in the firm should be held based on performance not social contracts

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24
Q

positons duties

A

are clearly identified. people should know whats expected

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25
Q

lines of authority

A

should be clearly identified. workers know who to report to

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26
Q

rules, SOPs and norms

A

used to determine how the firm operates

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27
Q

who developed 14 principles

A

Henri Fayol

28
Q

division of labor

A

allows for job specialization

29
Q

authority and responsibility

A

fayol included both formal and informal authority resulting from special expertise

30
Q

unity of command

A

employees should have only one boss

31
Q

line of authority

A

a clear chain from top to bottle of the firm

32
Q

centralization

A

the degree to which authority rests at the very top

33
Q

unity of direction

A

one plan of action to guide the organization

34
Q

equity

A

treat all employees fairly in justice and respect

35
Q

order

A

each employee is put where they have the most value

36
Q

initiative

A

encourage innovation (balance order with innovation)

37
Q

discipline

A

obedient, applied, respectful employees needed

38
Q

remuneration of personnel

A

the payment system contributes to success

39
Q

stability of tenure

A

long term employment is important

40
Q

general interest over individual interest

A

the organization takes precedence over the individual

41
Q

esprit de corps

A

share enthusiasm or devotion to the organization

42
Q

behavioral management

A

focus on the way a manager should personally manage to motivate employees for productivity

43
Q

mary parter follett

A

an influential leader in early managerial theory

44
Q

what did mary parter follett suggest

A

workers help in analyzing their jobs for improvements

45
Q

the worker knows

A

the best way to improve the job

46
Q

hawthorne effect

A

workers productivity was affected by the attention they received

47
Q

who proposed theory x and y

A

douglas mcgregor

48
Q

theory x

A

assumes the average worker is lazy, dislikes work and will do as little as possible

49
Q

theory y

A

assumes the workers are not lazy, want to do a good job and the job itself will determine if the worker likes the work

50
Q

quantitative management

A

utilizes linear programming, modeling, simulation systems

51
Q

operations management

A

techniques to analyze all aspects of the production system

52
Q

total quality management

A

focuses on improved quality

53
Q

management information systems

A

provides information about the organization

54
Q

organization environment system

A

considers relationships inside and outside the organization

55
Q

systems theory

A

considers the impact of three stages

56
Q

input

A

acquire external resources

57
Q

conversion

A

inputs are processed into goods and services

58
Q

output

A

finished goods are released into the eternal environment

59
Q

an organic open system interacts with

A

both environments. a closed system is self contained

60
Q

closed systems often undergo

A

entropy and lose the ability to control itself, and fails

61
Q

synergy

A

performance gains of the whole surpass the components

62
Q

contingency theory

A

assumes there is no one best way to manage

63
Q

what impacts the organization

A

the environment

64
Q

managers must be

A

flexible to react to environmental changes

65
Q

mechanistic

A

authority is centralized at the tip

66
Q

organic

A

authority is decentralized through employees

Management (13 decks)

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