Chapter 1 Flashcards
Bureaucracy
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
Human Resource Management (HRM)
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
Contemporary Management
- recognizes the merits of both bureaucracy + HRM
- uses contingency approach
Contingency approach to Management
Management that fits the situation based on:
- Characteristics of the leader
- Characteristics of those being led
- Nature of the task
- Circumstances and goals of organiation
What are the 3 categories of roles of the manager? (give examples)
- Interpersonal roles: Figurehead, Liaison, Leadership
- Informational roles: Monitor, share, spokesperson
- Decisional roles: Entrepreneur, resource allocation, negotiator/disturbance handler
What are the 4 types of activities managers spend their time doing?
- Routine Communications
- Networking
- Traditional Management
- Human Resource Management
Organizations
Social inventions for accomplishing common goals through group effort
Organizational behaviour
The attitudes and behaviours of individuals and groups in organizations
Management
The art of getting things accomplished in organizations through others
Evidence-based management
Translating principles based on the best scientific evidence into organizational practices
Classical viewpoint of management
An early prescription on management that advocated a high specialization of labour, intensive coordination, and centralized decision making.
Scientific management
Frederick Taylor’s system for using research to determine the optimum degree of specialization and standardization of work tasks
Hawthorne studies
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
Human relations movement
A critique of classical management and bureaucracy that advocates management styles that were more participative and oriented towards employee needs.
Workplace spirituality
A workplace that provides employees with meaning, purpose, a sense of community and a connection to others.
