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NCM 119 LEC (CHAP 2&3) > Chapter 3 > Flashcards

Chapter 3 Flashcards

1
Q

Management theories help organizations to focus, communicate, and evolve. Using management theory in the work place allows leadership to focus on their main goals. It also allows us to better communicate with people we work with which in turn allows us to work more efficiently.

A

Introduction

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2
Q

It is a process of coordinating actions and allocating resources to achieve organizational goals.

A

Management

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3
Q

It is the art of getting things done through people.

A

Management

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4
Q

It is a process that involves the guidance or direction of a group of people toward organizational goals or objectives.

A

Management

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5
Q

It is a process of working through staff members to be able to provide comprehensive care to the patient.

A

Management

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6
Q

Major schools of management

A

Classical school
-scientific management (1880s)
-administrative management (1940s)
-bureaucratic management (1920s)

Behavioral school
-human relations (1930s)
-behavioral science (1950s)

Quantitative school
-management science (1940s)
-operations management (1940s)

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7
Q

Managing workers and organizations more efficiently.

A

Classical school

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8
Q

Understanding human behavior in the organization

A

Behavioral school

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9
Q

Increasing quality of managerial decision making through the application of mathematical and statistical method.

A

Quantitative school

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10
Q
  • The oldest formal school of management thought.
  • Three areas of study that can be grouped under the classical school are scientific management, administrative management, and bureaucratic management.
A

Classical school

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11
Q

introduced in an attempt to create a mental revolution in the workplace. It can be defined as the systematic study of work methods in order to improve efficiency

A

Scientific management

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12
Q

Father of scientific management

A

Frederick Taylor

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13
Q

He believed that organizations should study tasks and develop precise procedures.

A

Frederick Taylor

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14
Q

The basis in determining the most efficient way to perform a given task are:

A
  1. Selection of best man for particular task based on the result of the scientific study.
  2. Training of the chosen worker for their designated task and appropriate adjustment of their pay.
  3. Filling of the management position with more highly skilled workers and a head being appointed to each specific work unit.
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15
Q

Basic component of the theory:

A
  1. Analysis and synthesis of the elements of the operation through time and motion studies.
  2. Scientific selection of workers.
  3. Proper tool and equipment.
  4. Proper incentives and payment.
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16
Q

He is an associate of Taylor’s, developed the Gantt chart

A

Henry Gantt

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17
Q

a bar graph that measures planned and completed work along each stage of production.

A

Gantt chart

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18
Q
  • focuses on the management process and principles of management
  • In contrast to scientific management, which deals largely with jobs and work at the Individual level of analysis; administrative management provides a more general theory of management.
A

Administrative Management

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19
Q

He is the maior contributor to this school (Administrative Management) of management thought.

A

Henri Fayol

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20
Q

Principles of Management according to Henri Fayol:

A
  • division of work/labor
  • authority
  • discipline
  • unity of command
  • unity of direction
  • subordination of individual interest to the general interest
  • remuneration
  • centralization of authority
  • scalar of chain
  • equity
  • stability or tenure of personnel
  • initiative
  • esprit de corps
  • order
  • proper channels of communication
  • span of control
  • personnel tenure
  • motivation of personnel
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21
Q

the act, processor or an instance of distribution among a number of employee specific work assignments.

A

Division of work/labor

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22
Q

power or your right in making a decision.

A

Authority

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23
Q

no slacking, orderly, conduct or pattern of individual behavior.

A

Discipline

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24
Q

each employee should receive orders from one supervisor.

A

Unity of command

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25
Q

single person should direct the activities that are directed toward a single objective.

A

Unity of direction

26
Q

An individual is always interested in maximizing his own satisfaction through more money, recognition, status, etc. When at work, only work things should be done.

A

Subordination of individual interest to the general interest

27
Q

monetary payment for services rendered.

A

Renumeration

28
Q

concentrate placing power in the center of an organization. To produce uniformity of action, utilizing expert to reduce risks of error in performing a tasks.

A

Centralization of authority

29
Q

a chain of authority exists from the highest organizational authority to the lowest ranks.

A

Scalar of chain

30
Q

fair treatment, a combination of kindliness and justice.

A

Equity

31
Q

attaining the maximum productivity of personnel.

A

Stability of tenure of personnel

32
Q

thinking out a plan and ensuring its success is an extremely strong motivator. Making things happen.

A

Initiative

33
Q

the feelings, such as being proud and loyal, shared by members of a group of people./ has a head/leader

A

Esprit de corps

34
Q

organizational order for materials and personnel is essential. The right materials and the right employees are necessary for each organizational function and activity.

A

Order

35
Q

it is the dimensional flow of communication.

A

Proper channels of communication

36
Q

refers to the number of subordinates a supervisor has.

A

Span of control

37
Q

Limited turnover of personnel. Permanent status is given to workers with satisfactory performance.

A

Personnel tenure

38
Q

Nurses are rational being, and must be allowed to work their minds in problem solving and decision making.

A

Motivation of personnel

39
Q

He disliked that many European organizations were managed on a “personal family-like basis and that employees were loyal to individual supervisors rather than to the organization.

A

Max Weber (Bureaucratic Management)

40
Q

This non-personal, objective form of organization was called:

A

Bureaucracy

41
Q

Weber believed that all bureaucracies have the following characteristics:

A

• A well-defined hierarchy.
• Division of labor and specialization.
• Rules and regulations.
• Impersonal relationships between managers and employees.
• Competence.
• Records

42
Q

focused on trying to understand the factors that affect human behavior at work

A

Behavioral school

43
Q
  • The manager should possess skills for diagnosing the causes of human behavior at work, interpersonal communication, and motivating and leading workers.
  • The focus became satisfying worker needs.
  • If worker needs were satisfied. Ihe workers would in turn be more productive. Thus, the human relations school
    focuses on issues of communication, leadership, motivation, and group behavior.
A

Human relations

44
Q

Participative management by:

A

Mary Parker Follet

45
Q

She was one of the first theorists to suggest basic principles of what today would be called participative decision making or participative management.

A

Mary Parker Follet

46
Q

When management paid special attention to workers, productivity was likely to increase, regardless of the environmental working conditions.

A

Recognition of workers

47
Q
  • He supported McGregor and Mayo by saying that managerial domination causes workers to become discouraged and passive.
  • He believed that if self-esteem and independence needs are not met, employees will become discouraged and
    troublesome or may leave the organization.
  • He stressed the needs for flexibility within the organization and employee participation in decision making.
A

CHRIS ARGYRIS (Flexibility and Employee Participation)

48
Q

He is a practicing psychologist, developed one of the most widely recognized need theories, a theory of motivation based upon a consideration of human needs.

A

Abraham Maslow

49
Q

His theory of human needs had three assumptions:

A
  • Human needs are never completely satisfied.
  • Human behavior is purposeful and is motivated by the need for satisfaction.
  • Needs can be classified according to a hierarchical structure of importance, from the lowest to highest.
50
Q

Maslow broke down the needs hierarchy into five specific areas:

A
  1. Physiological needs
  2. Safety needs
  3. Belonging and love needs
  4. Esteem needs
  5. Self-actualization needs.
51
Q

Focus on personality, attitudes, values, motivation, group behavior, leadership, communication, and conflict, among other issues.

A

Behavioral Science

52
Q

Douglas McGregor (1960) reinforced these ideas by theory that managerial attitudes about employees can be directly correlated with employee satisfaction. He labelled this Theory X and Theory Y

A

Employee Satisfaction

53
Q

managers believe that their employees are basically lazy, need constant supervision and direction, and are
indifferent to organizational needs.

A

Theory X

54
Q

managers believe that their workers enjoy their work, are self-motivated, and are willing to work hard to meet personal and organizational goals.

A

Theory Y

55
Q

William G. Ouchi - humanistic nature that focuses on motivating a person through collective decision making, long term employment, slow but more predictable promotion, indirect supervision and holistic concern for employees.

A

Theory Z

56
Q

The human relations era also attempted to correct what was perceived as the major shortcoming of the bureaucratic system-a failure to include the “human element”.

A

Hawthorne Effects (Elton Mayo)

57
Q

The studies, conducted by Elton Mayo and his Harvard associates, began as an attempt to look at the relationship between light illuminations in the factory and productivity.

A

Hawthorne effects

A. One of the major conclusions of the Hawthorne studies was that workers’ attitudes are associated with productivity.

B. Another was that the workplace is a social system and informal group influence could exert a powerful effect on individual behavior.

C. And third was that the style of supervision is an important fact increasing workers’ job satisfaction.

58
Q

focuses on improving decision making via the application of quantitative techniques.

A

Quantitative school

59
Q

based on the successful British model, to solve similar problems.

A

Operations research teams

60
Q

The teams used early computers to perform the thousands of calculations involved in mathematical modelling.

A

Operations research teams

61
Q

This school application of quantitative techniques. It has its roots in scientific management but became an identifiable area of management study after World War II. It uses many of the tools of management science.

A

Production and Operations Management

62
Q

T/F
Operations management emphasizes productivity and quality of both manufacturing and service organizations.
W. Edwards Deming exerted a tremendous influence in shaping modern ideas about improving productivity and quality care.

A

True

NCM 119 LEC (CHAP 2&3) (2 decks)

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