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Leadership > Chapter 3 > Flashcards

Chapter 3 Flashcards

1
Q

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

It is the art of getting things done through people.

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

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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2
Q

Major Schools of Management C,B,Q

A

CLASSICAL SCHOOL

BEHAVIORAL SCHOOL

QUANTITATIVE SCHOOL

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3
Q

Managing workers and organizations more efficiently.

A

CLASSICAL SCHOOL

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4
Q

Schools under classical (S,A,B)

A

Scientific Management (1880s)
Administrative Management (1940s)
Bureaucratic Management

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5
Q

​was 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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6
Q

is often called the “father of scientific management.”He believed that organizations should study tasks and develop precise procedures.

A

Frederick Taylor

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7
Q

The basis in determining the most efficient way to perform a given task are:
S,T,F

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 opf 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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8
Q

Basic component of the theory: (A,S,P,P)

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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9
Q

, an associate of Taylor’s, developed the Gantt chart, a bar graph that measures planned and completed work along each stage of production.

A

Henry Gantt

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10
Q

​it 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, it provides a more general theory of management.

A

ADMINISTRATIVE MANAGEMENT

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11
Q

is the major contributor to this school of management thought

A

Henri Fayol

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12
Q

Principles of Management according to Henri Fayol:
(D,A,D,U,U,S,R,C,S,E,S,I,E,O,P,S,P,M)

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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13
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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14
Q
  • power or your right in making a decision.
A

Authority

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15
Q

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

A

Discipline

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16
Q

– each employee should receive orders from one supervisor.

A

Unity of Command

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17
Q
  • single person should direct the activities that are directed toward a single objective.
A

Unity of Direction

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18
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

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19
Q

– monetary payment for services rendered.

A

Remuneration

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20
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

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21
Q

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

A

Scalar of chain

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22
Q

– fair treatment, a combination of kindliness and justice.

A

Equity

23
Q

attaining the maximum productivity of personnel.

A

Stability or tenure of personnel

24
Q
  • thinking out a plan and ensuring its success is an extremely strong motivator. Making things happen.
A

Initiative

25
Q

– the feelings, such as being proud and loyal, shared by members of a group of people.

A

Esprit de corps

26
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

27
Q

– it is the dimensional flow of communication.

A

Proper channels of communication

28
Q
  • refers to the number of subordinates a supervisor has.
A

Span of control

29
Q

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

A

Personnel Tenure

30
Q

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

A

Motivation of personnel

31
Q

​
This non-personal, objective form of organization was called a bureaucracy.

​

A

BUREAUCRATIC MANAGEMENT

32
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

33
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.​

34
Q

Understanding human behavior in the organization.

A

BEHAVIORAL SCHOOL

35
Q

Schools under behavioral school (H,B)

A

Human Relations (1930s)
Behavioral Science (1950s)

36
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, the workers would in turn be more productive. Thus, it focuses on issues of communication, leadership, motivation, and group behavior.

A

HUMAN RELATIONS

37
Q

Theories under human relations

A

Participative Management (Follet)
​Recognition of Workers
Flexibility and Employee Participation
Need Theory
​

38
Q

​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

39
Q

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

A

Recognition of Workers

40
Q

​Chris Argyris 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.
​Argyris stressed the needs for flexibility within the organization and employee participation in decision making.

.

A

Flexibility and Employee Participation

41
Q

theory of human needs had three assumptions:
• 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.
Maslow broke down the needs hierarchy into five specific areas: Physiological needs, Safety needs, belonging and love needs, Esteem needs and Self-actualization needs

A

Need Theory

42
Q

, 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

43
Q

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

A

BEHAVIORAL SCIENCE

44
Q

Theories under behavioral science
(E,H)

A
  1. Employee Satisfaction
    ​2. Hawthorne Effects (Mayo)
    ​
45
Q

​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

Douglas McGregor (1960)

46
Q
  • managers believe that their employees are basically lazy, need constant supervision and direction, and are indifferent to organizational needs.
A

Theory X

47
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-

48
Q

– 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 ( William G. Ouchi)

49
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 (Mayo)

50
Q

​focuses on improving decision making via the application of quantitative techniques.
​They called operations research teams, based on the successful British model, to solve similar problems.
​The teams used early computers to perform the thousands of calculations involved in mathematical modelling.
​

A

QUANTITATIVE SCHOOL

51
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

52
Q

emphasizes productivity and quality of both manufacturing and service organizations.

A

Operations management

53
Q

exerted a tremendous influence in shaping modern ideas about improving productivity and quality care.

A

W. Edwards Deming

Leadership (5 decks)

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