Chapter 1 Flashcards

1
Q

Bureaucracy

A

Max Weber’s ideal type of organization that included a strict chain of command, detailed rules, high specialization, centralized power, and selection and promotion based on technical competence.

Strict chain of command, rules etc., job specialization, centralized power, people are chosen and promoted based on merit, not favouritism

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2
Q

Human Resource Management (HRM)

A

Programs, practices, and systems to acquire, develop, motivate, and retain employees in organizations.

  • Decentralized control
  • Interesting Jobs
  • Communication
  • Participation
  • Connects employees to work

All of this enhances an organization’s performance

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3
Q

Contemporary Management

A
  • recognizes the merits of both bureaucracy + HRM

- uses contingency approach

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4
Q

Contingency approach to Management

A

Management that fits the situation based on:

  1. Characteristics of the leader
  2. Characteristics of those being led
  3. Nature of the task
  4. Circumstances and goals of organiation
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5
Q

What are the 3 categories of roles of the manager? (give examples)

A
  1. Interpersonal roles: Figurehead, Liaison, Leadership
  2. Informational roles: Monitor, share, spokesperson
  3. Decisional roles: Entrepreneur, resource allocation, negotiator/disturbance handler
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6
Q

What are the 4 types of activities managers spend their time doing?

A
  1. Routine Communications
  2. Networking
  3. Traditional Management
  4. Human Resource Management
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7
Q

Organizations

A

Social inventions for accomplishing common goals through group effort

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8
Q

Organizational behaviour

A

The attitudes and behaviours of individuals and groups in organizations

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9
Q

Management

A

The art of getting things accomplished in organizations through others

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10
Q

Evidence-based management

A

Translating principles based on the best scientific evidence into organizational practices

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11
Q

Classical viewpoint of management

A

An early prescription on management that advocated a high specialization of labour, intensive coordination, and centralized decision making.

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12
Q

Scientific management

A

Frederick Taylor’s system for using research to determine the optimum degree of specialization and standardization of work tasks

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13
Q

Hawthorne studies

A

Research conducted in the 1920s and 1930s at the Hawthorne plant of Western Electric near Chicago that illustrated how psychological and social processes affect productivity and work adjustment

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14
Q

Human relations movement

A

A critique of classical management and bureaucracy that advocates management styles that were more participative and oriented towards employee needs.

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15
Q

Workplace spirituality

A

A workplace that provides employees with meaning, purpose, a sense of community and a connection to others.

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16
Q

Positive organizational behaviour

A

The study and application of positively oriented human resource strengths and psychological capacities that can be measured, developed and effectively managed for performance improvement.

17
Q

Psychological capital (PsyCap)

A

An individual’s positive psychological state of development that is characterized by self-efficacy, optimism, hope and resilience

18
Q

Talent management

A

An organization’s processes for attracting, developing, retaining and utilizing people with the required skills to meet current and future business needs

19
Q

Work engagement

A

A positive work-related state of mind that is characterized by vigour, dedication and absorption.

20
Q

Corporate social resonsibility

A

An organization taking responsibility for the impact of its decisions and actions on its stakeholders