Chapter 1 Flashcards
They are dependent on subordinates because they are evaluated on other people’s work rather than their own.
Managers
Managers are this part of the organization, responsible for building and coordinating an entire system.
Excecutive function
She defines management as “the art of getting things done through people”
Mary Parker Follet
Social entity that is goal directed and deliberately structured.
Organization
Made up of two people or more
Social entity
The degree to which the organization achieves a stated goal.
Effectiveness
The use of minimal resources to produce a desired volume of output.
Efficiency
Management skills
Conceptual, human and technical
Organization’s ability to attain its goals by using resources effectively and efficiently.
Performance
It is characterized by variety, fragmentation and brevity.
Managerial activity
His observations lead to indicate that manager activities could be classified in 10 roles.
Henry Mintzberg
Informational role that seeks and receives information, scans periodicals and reports, and maintains personal contacts.
Monitor
Informational role that forwards information to other organization members, sends memos and reports, makes phone calls.
Disseminator
Informational role that transmits information to outsiders through speeches, reports, memos.
Spokesperson
Interpersonal role that performs ceremonial and symbolic duties such as greeting visitors, signing legal documents.
Figurehead
Interpersonal role that directs and motivates subordinates; trains counsels and communicates with subordinates.
Leader
Interpersonal role that maintains information links both inside and outside the organization, use e-mail, phone calls and meetings.
Liaison
Decisional role that initiates improvement projects; identifies new ideas, delegates idea responsibility to others.
Entrepreneur
Decisional role that takes corrective action during disputes or crises; resolves conflict among subordinates; and adapts to environmental crises.
Disturbance handler
Decisional role that decides who gets resources, schedule, budget and set priorities.
Resource allocator.
Decisional role that representa department during negotiation of union contracts, sales, purchases, budgets, represents departmental interests.
Negotiator
A set of expectations for ones behavior.
Role
The primary characteristic of the new workplace
Digitization
Characteristics of the old workplace
Routine, specialized tasks, and standarized control procedures.
Manager who’s not affiliated with a specific organization but works in a project-by-project basis or provides expertise to organizations in a specific area.
Interim manager
Success in the workplace depends on the strenght and quality of…
Colaborative relationships
It emerged during the 19th and early 20th century and emphasized a rational, scientific approach to the study of management and sought to make organizations efficient operating machines.
Classical perspective
A subfield of the classical management perspective that emphasized scientifically determined changes in management practices as the solution to improving labor productivity,
Scientific management
The father of scientific management
Frederick Winslow Taylor
Developed the Gantt bar chart
Henry Gantt
Both of them pioneered in the study of time and motion.
Lillian M. Gilbreth and Frank B. Gilbreth
A subfield of the classical management perspective that emphasized management as a interpersonal, rational basis, through such elements as clearly defined authority, formal record keeping, etc.
Bureaucratic organizations
He introduced most of the concepts of bureaucratic organizations
Max Weber
A subfield of the classical management perspective that focuses on the total organization rather than on the individual worker, delineating the management functions.
Administrative principles
Principal contributors to administrative principles approach
Henri Fayol, Mary Parker Follet and Chester Barnard.
“Each subordinate recieves orders from one and only one superior”
Unity of command
“Managerial and technical work are amenable to specialization to produce more and better”
Division of work
“Similar activities should be grouped together under one manager”
Unity of direction
“Chain of authority extends from the top to the bottom of the organization”
Scalar chain
It occurs in all formal organizations and includes naturally occurring social groupings
Informal organization
Management perspective that emerged in 1930 and emphasized the understanding of human behavior and needs.
Humanistic perspective
A movement in management thinking and practice that emphasizes satisfaction of employees’ basic needs.
Human-relations movement
Series of experiments on worker productivity begun in 1924 at the Hawthorne plant of Western Electric Company in Illinois.
Hawthorne Studies
Early advocates of the humanistic perspective
Mary Parker Folet and Chester Barnard
Management perspective that suggests jobs should be designed to meet higher-level needs by allowing workers to use their full potential.
Human resources perspective
Proposed the theory Y as a far more realistic view of workers for guiding management thinking.
Douglas McGregor
Subfield of the humanistic management perspective that applies social science in an organizational context .
Behavioral Sciences Approach
Management perspective that emerged during World War II, applied mathematics and other quantitative techniques.
Management Science Perspective
Concept that focuses on managing the total organization to deliver quality to customers.
Total Quality Management (TQM)
