Chapter 2 Flashcards
Mary Parker Follett (1910) on Managing
the art of getting things done through people.
Henri Fayol (1916) Four Functions
Planning, Organizing, Commanding (leading), Controling
Theory X
Scientific Management (classical era) focuses on the processes, mechanizing and optimizing systems
Theory Y
Human Relations Era, focus on participation and motivation
Theory Z
Japan based, group theory and team work, not managers
Henry Mintzberg on Managers Roles
Interpersonal, Informational, Decisional
Henry Mintzberg’s Plane
People, Action, Information
The Hawthorne Effect
indicates workers performance improves when given positive attention
Herbert Simon’s Bounded Rationality
recognizes management is limited by lack of information and limited cognitive ability.
Hegel’s Dialetics
Thesis, Anti-Thesis, Synthesis
Unity of Command
Henri Fayol’s Principle of management that states each organizational employee reprts to only one superior.
Unity of Direction
Fayol’s Principle of Management that states managers and employees should be guided by a single plan of action.
Scalar Chain
is a management principle that says organizations should have a chain of authority that extends top to bottom of its hierarchy that includes every employee.
Systems ananlysis
is an approach used to analyze complex problems that cannot be solved by intuition, straightforward mathematics, or simple experience
Management science
is a subfeild of management that aids in planning and decision making by providing sophisticated quantitative techniques to help managers make optimal use of organizational resources.
Systems theory
is a subfield of management that aids in planning and decision making by highlighting manager’s unique responsibilities and vantage points in overseeing the entire organization.
Contingency theory
is a subfield of management thoery that suggests that there is a fit between organizational structures and systems, technology, and the larger environment.
Operations research
is a subfield of management science that emphasizes mathematical model building.
Operations Management
is a form of applied management science that uses quantitative techniques to help managers make decisions that allow organizations to produce goods and services more efficiently.
Closed Systems
a way of managing which considers the organization as a self-contained unit.
Open Systems
a way of managing that places the organization within the larger environment, which inputs (resources) and outputs (markets) accounted for.
Synergy
occurs when two or more systems are more successful working together than independently.
Entropy
is the tendency of an organization to fail because it is unable to acquire inputs and energy required to survive.
Bounded Rationality (Herbert Simon)
there is no one best way, management practices is limited by lack of information and limited cognitive ability.
Mechanistic Structure
characterized by written rules and procedures and top down hierarchy. Very Standardized, Specialized, Centralized, Departmentalized.
Organic Structure
characterized by decentralized authority, flexibility, and less rigid rules. Less S,S,C,D.
Strategic Choice Theory (Child)
managers influenced by their values, make three key decisions regarding organizational performance standards, domain, and organizational design.
Dominant Coalition
managers that make these strategic decisions
Industry
refers to a subset of organizations that can be grouped together because they are active in the same branch of the economy.
Scripts
learned frameworks that provide direction for people by helping them interpret and respond to situations.
Institutionalization
means that practises are accepted or seen as valuable in and off themselves, even though they may not be rational for the org.
Social Reconstruction of Reality
occurs when something is perceived as an objective reality, even though its meaning has been created by humans and should be re-created.
Cooperative
organization that is owned by its members.
