Chapter 2 Flashcards
Administrative management (49)
Is concerned with managing the total organization
Behavioral science approach (54)
relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers
Ex: psychology, sociology, anthropology, and economics
Behavioral viewpoint (51)
Emphasized the importance of understanding human behavior in of motivating employees toward achievement
… 1. Early behaviorism
- The human relations movement
- Behavioral science
Classical viewpoint 47
Which emphasized finding ways to manage work more efficiently, assumed that people are rational
Closed system 60
Has little interaction with its environment, that is, it receives very little feedback from the outside
Complexity theory 60
The study of how order and pattern arise from very complicated, apparently chaotic systems
Contemporary perspective 46
1960s - present … Also includes three viewpoints - systems, contingency, and quality – management
Contingency viewpoint 61
emphasizes that a manager’s approach should vary according to – that is, be contingent on – the individual and the environmental situation
DFSS ( DESIGN FOR SIX SIGMA ) 65
Managers can employ to create new products or processes
DMAIC 65
The series of steps called define, measure, analyze, improve, and control which is intended to improve existing processes
Evidence-based management 62
translating principles based on best evidence into organizational practice, bringing rationality to the decision-making process
Feedback 59
is information about the reaction of the environment to the outputs that affects the inputs.
Ex: are the customers buying or not buying the product?
Hawthorne effect 52
that employees work harder if they received added attention, if they thought the managers cared about their welfare and that supervisor paid special attention to them
Historical perspective 46
1911 to 1950s includes three viewpoints - classical, behavioral, and quantitative
Human relations movement 52
Proposed that better human relations could increase worker productivity
Inputs 59
Are the people, money, information, equipment, and materials required to produce an organization’s goods or services
Learning organization 66
an organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge
Management science 56
Focuses on using mathematics to Aid in problem-solving and decision-making
Open system 60
Continually interacts with its environment
Quality 63
Refers to the total ability of a product or service to meet customer needs
Quality assurance 63
Focuses on the performance of workers, urging employees to strive for zero defects
Quality control 63
Defined as strategy for minimizing errors by managing each stage of production
Quality management viewpoint 63
Includes quality control, quality assurance, and Total quality Management
Quantitative management 56
The application to management of quantitative techniques, such as statistics and computer simulations.
Scientific management 47
Applied the scientific study of work methods to improve the productivity of individual workers
Subsystems 59
Parts making up the whole system and a part of the larger environment
Synergy 60
Is the idea that two or more forces combined create an effect that is greater than the sum of their individual effects
System 59
A set of interrelated parts that operate together to achieve a common purpose
Systems viewpoint 59
Regards the organization as a system of interrelated parts
Total quality Management ( TQM ) 63
a comprehensive approach - led by top management and supported throughout the organization dedicated to continuous quality improvement, training, and customer satisfaction
Transformation processes 59
are the organization’s capabilities in management, internal processes, and technology that are applied to converting inputs into outputs
