Chapter 2 Flashcards
The study of how to create an organizational structure and control system that leads to high efficiency and effectiveness
Administrative management
The power to hold people accountable for their actions and to make decisions concerning the use of organizational resources
Authority
The study of how managers should behave to motivate employees and encourage them perform at high levels and be committed to the achievement of organizational goals
Behavioral management
A formal system or organization and administration designed to ensure efficiency and effectiveness
Bureaucracy
The concentration of authority at the top of the managerial hierarchy
Centralization
A system that is self-contained and thus not affected by changes occurring in its external environment
Closed system
The idea that the organizational structures and control systems managers choose depend on-are contingent on-characteristics of the external environment in which the organization operates
Contingency theory
Obedience, energy, application, and other outward marks of respect for a superiors authority
Discipline
The tendency of a closed system to lose its ability to control itself and thus to dissolve and disintegrate
Entropy
The justice, impartiality, and fairness to which all organizational members are entitled
Equity
Shared feelings of comradeship, enthusiasm, or devotion to a common cause among members of a group
Esprit de corps
The finding that a managers behavior or leadership approach can affect workers’ level of performance
Hawthorne effect
A management approach that advocates the idea that supervisors should receive behavioral training to manage sip ordinates in ways that elicit their cooperation and increase their productivity
Human relations movement
The system of behavioral rules and norms that emerge in a group.
Informal organization
The ability to act on ones own, without direction from a superior
Initiative
The process by which a division of labor occurs as different workers specialize in different tasks over time.
Job specialization
The chain of command extending from the top to the bottom of an organization
Line of authority
An approach to management that uses rigorous quantitative techniques to help managers make maximum use of organizational resources
Management science theory
An organizational structure in which authority is centralized, tasks and rules are clearly specified, and employees are closely supervised
Mechanistic structure
Unwritten, informal codes of conduct that prescribe how people should act in particular situations and are considered important by most members of a group or organization
Norms
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
Open system
The methodical arrangement of positions to provide the organization with the greatest benefit and to provide employees with career opportunities
Order
An organizational structure in which authority is decentralized to middle and first-line managers and tasks and roles are left ambiguous to encourage employees to cooperate and respond quickly to the unexpected
Organic structure
The study of the factors that have an impact on how individuals and groups respond to and act in organizations
Organizational behavior
The set of forces and conditions that operate beyond an organization’s boundaries but affect a manager’s ability to acquire and utilize resources
Organizational environment
Formal written instructions that specify actions to be taken under different circumstances to achieve specific goals.
Rules
The systematic study of relationships between people and takes for the purpose of redesigning the work process to increase efficiency
Scientific management
Specific sets of written instructions about how to perform a certain aspect of a task.
Standard operating procedure (SOPs)
Performance gains that result when individuals and departments coordinate their actions
Synergy
A set of negative assumptions about workers that lead to the conclusion that s managers task is to supervise workers closely and control their behavior
Theory X
A set of positive assumptions about workers that lead to the conclusion that a managers 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
Theory Y
A reporting relationship in which an employee receives orders from, and reports to, only one superior
Unity of command
The singleness of purpose that makes possible the creations of one plan of action to guide managers and workers as they use organizational resources
Unity of direction
