Chapter 2 Flashcards
6 reasons to study theoretical perspective
Understanding of the present Guide to action Source of new idea Clues to meaning or your managers deciiosn Clues to meaning of outside events Producing positive results
Historical perspective
1911-1950’s
Includes classical, behaviororal and quantitative
Contemporary perspective
1960’s-present
Includes systems, contingency and quality-management
Classical viewpoint
Emphasized finding ways to manage work more efficiently, assumed that people are rattional.
Two branches, scientific and administrative
Scientific management
Manangemt Approach tjat emphasizes the scientific study of work methods to improve the productivity of individual workers
Administrative management
Management concerned with managing the total organization
Behavioural viewpoint
Emphasizes the importance of understanding human behavior and of motivating employees towards achievement
Hawthorne effect
Emplyees work harder if they receive added attention, if they think managers care about their welfare and if supervisors pay special attention to them
Human relations movement
The movement that proposed that better human relations could increase worker productivity
Behavioural science approach
Relies on scientific research for developing theories about humans behavior that can be used to provide practical tools for managers
Quantitative management
The application to management of quantitative techniques, such as statistics and computer simulations.
Two branches of quantitative management are:
Management science
Operations management
Management science
Sometimes called operation research
Branch of quantitative management that focusses on using mathematics to aid in problem solving and decision making
Operations management
Branch of quantitative management; focuses on managing the production and delivery of an organizations products or services more effectively
System
Set of interrelated parts that operate together to achieve a common purpose
Systems viewpoint
Perspective that regards the organization as a system of interrelated parts
Subsystems
The collection of parts making up the entire system
Four parts of a system
1) inputs
2) transformational processes
3) outputs
4) feedback
Inputs
The people, money, information, and equipment, and materials required to produce an organizations goods and services
Transformational processes
An organizations capabilities in management, internal processes, and technology that are applied to converting inputs into outputs
Outputs
The products, services, profits, losses, emplyee satusfarcion or discontent; and the like that are produced by the orgnazeion
Feedback
Information about the reaction of the environment to the outputs that affect the inputs
Closes system
A system that has little interaction with its environment
Open system
System that continually interacts with its environment
Synergy
Situation in which the economic value of seperate, related businesses under one ownership and management is greater together than the business are worth soeratrly
Complexity theory
The study of how order and pattern arise from very complicated, apparently chaotic systems
Contingency Viewpoint
The belief that managers approach should vary according to - that is, be contingent on - the individual and the environmental situation
Beliefs and shit
Is the belief worth challenging
Is the belief universally valid
How does this belief server the interests of its adherents
Have our choices and assumptions conspired to make this belief self fulfilling
Evidence based management
Translation of principles based on best evidence into organizational practice, bringing rationality to the decision-making process
Quality-management viewpoint
Perspective that focusses on quality control, quality assurance, and total quality management
Quality
The total ability of a product or service to meet customers needs
Quality control
Means of ensuring quality whereby errors are minimized by managing each stage of production
Quality assurcenve
Means of ensuring quality that focusses on the performance of workers, urging employees to strive for “zero defects”
Total quality management
Comprehensive approach - led by top management and supported throughout the organization- Dedicated to continuous quality improvement, training, customer satisfaction
Four components to TQM
Make continuous improvements A priority
Get every emplyee invokved
Listen to and learn from customers and emplyees
Use accurate standards to identity and eliminate problems
Learning organization
An organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behaviours to reflect new knowledge
Managers must perform 3 keys functions or roles
1) build a commitment to learning
2) work to generate ideas with impact
3) work to generalize ideas with impact
