Chapter 2 Key Concepts Flashcards
machine metaphor
an understanding of organizations that highlights the ways in which organizations are specialized, standardized, and predictable
prescriptive theory
a theory that gives specific directions on how an organizational form should be created and managed
Theory of Classical Management
Henri Fayol–an effective organization is highly structured and rule-guided, each individual knows where he or she fits, and employees are treated equitably and encouraged to labor strictly for the goals of the organization instead of for individual interests
elements of management
five aspects of classical management theory involving tasks of managers: planning, organizing, command, coordination, and control
principles of management
aspects of classical management theory that ideal with power relationships, appropriate rewards, how an organization should be put together, and proper feelings and attitudes of employees
Theory of Bureaucracy
Max Weber–effective organizations should be operated through a clearly defined hierarchy, characterized by division of labor, and organized under a centralization of decision making and power
ideal type theory
a theory that doesn’t advocate a particular organizational form as best but lays out the features of an idealized organization of a given type
hierarchy
organization in which people or groups are ranked above one another
division of labor
assigning employees to a limited number of specialized tasks
centralization
managerial control over decision making and employee activities
closed systems
to the farthest extent, a bureaucracy will shut itself off from outside influences in order to maintain smooth functioning
traditional authority
power based on long-standing beliefs about who should have control that is vested in particular positions within an organizational hierarchy
charismatic authority
power based on an individual’s personality and ability to attract and interact with followers
rational-legal authority
power based on the rational application of rules developed through reliance on information and expertise
Theory of Scientific Management
Frederick Taylor–highlights a clear distinction between managers and employees and focuses on the control of the individual at work
systematic soldiering
social pressure among workers to keep productivity down and wages up
time and motion studies
research by managers that seeks to find the most time-efficient way for employees to accomplish specific tasks
task-related communication
communication about specific aspects of a job or work process
innovation-related communication
communication about new ideas in the workplace
maintenance-related communication
communication about social topics that maintains human relationships
vertical flow of information
communicating up (and sometimes down) the organizational hierarchy, particularly in the form of orders, rules, and directives
channels of communication
means through which information is communicated; face to face, writing, phone, computer, etc.
style of communication
the tone or form of address in a particular communication that can range from formal and informal
