Chapter 2 Flashcards
(26 cards)
Job Specialization
The process by which a division of labor occurs as different workers specialize in tasks - improves efficiency and leads to higher organizational performance
Scientific Management
(Frederick Taylor) The systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency.
Principle 1 of Scientific Management
Study the way workers perform their tasks, gather all the informal job knowledge that workers possess, and experiment with ways of improving how tasks are performed
Principle 2 of Scientific Management
Codify the new methods of performing tasks into written rules and standard operating procedures
Principle 3 of Scientific Management
Carefully select workers who possess skills skills and abilities that match the needs of the task, and train them to perform the task according to the established rules and procedures
Principle 4 of Scientific Management
Establish a fair or acceptable level of performance for a task, and then develop a pay system that rewards performance above the acceptable level.
Administrative Management
The study of how to create an organizational structure and control system that leads to high efficiency and effectiveness
Max Weber
Developed the principles of bureaucracy
Bureaucracy
A formal system of organization and administration designed to ensure efficiency and effectiveness
Authority
The power to hold people accountable for their actions and to make decisions concerning the use of organizational resources
Standard Operating Procedures (SOPs)
Specific sets of written instructions about how to perform a certain aspect of a task
Henri Fayol
Identified 14 principles that he believed essential to increase the efficiency of the management process
Unity of Command
A reporting relationship in which an employee receives orders from, and reports to, only one superior
Line of Authority
The chain of command extending from the top to the bottom of an organization
Centralization
The concentration of authority at the top of the managerial hierarchy
Unity of Direction
The singleness of purpose that makes possible the creation of one plan of action to guide managers and workers as they use organizational resources
Discipline
Obedience, energy, application, and other outward marks of respect for a superior’s authority
Mary Parker Follett
If workers have the relevant knowledge, then workers, rather than managers, should be in control of the work process itself, and managers should behave as coaches and facilitators
Hawthorne Effect
The finding that a manager’s behavior or leadership approach can affect workers’ level of performance
Theory X
A set of negative assumptions about workers that leads to the conclusion that a manager’s task is to supervise workers closely and control their behavior
Theory Y
A set of positive assumptions about workers that leads to the conclusion that a manager’s task is to create a work setting that encourages commitment to organizational goals and provides opportunities for workers to be imaginative and to exercise initiative and self-direction
Management Science Theory
An approach to management that uses rigorous quantitative techniques to help managers make maximum use of organizational resources
Open System
A system that takes in resources from its external environment and converts them into goods and services that are then sent back to that environment for purchase by customers
Closed System
A system that is self-contained and thus not affected by changes occurring in its external environment
