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FMST 238 Part 1 > History > Flashcards

History Flashcards

1
Q

why is it important to study family management history (3)

A
  • eras reflect what homes and consumption were like for that particular time period
  • focus was on women caring for home and family
  • as homes, consumption, and roles of women changed, so did FRM
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2
Q

what are the 4 eras of managment

A
  1. era one (1900 - 1930s)
  2. era two (1940s - early 1950s)
  3. era three (1950s - 1960s)
  4. era four (1970s - 1980s)
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3
Q

era 1 (3)

A
  • 1900s - 1930s
  • health, sanitation, hygiene
  • the importance of household production as a legitimate form of economic production
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4
Q

era 2 (3)

A
  • 1940s - early 1950s
  • household equipment
  • efficiency, step-saving, task simplification, and standardized work units (work simplification)
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5
Q

era 3 (5)

A
  • 1950s - 1960s
  • family values, goals, standards, resources, decision making, organization and process (management process -> plan, control and evaluate)
  • optimization of families
  • gradual swing away from work performance in the home
  • corporate world grows with an emphasis on business management
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6
Q

era 4 (3)

A
  • 1970s - 1980s
  • development of a systems framework emphasizing the inter-connections among gamily, home and the. greater society
  • systems theories: inputs, throughputs, outputs, feedback, interface, and boundaries
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7
Q

work simplification (3)

A
  • save time and energy
  • be efficient
  • right way to do things
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8
Q

how was work simplified (3)

A
  • changing the product
  • changing the process
  • changing equipment and space
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9
Q

how were products changed (3)

A
  • deli foods, frozen meals, and restaurant meals instead of home cooking
  • microwave instead of an oven
  • roomba instead of an electric vacuum cleaner
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10
Q

how were processes changed (4)

A
  • eliminate unnecessary steps: streamlining and minimizing wasted steps
  • online shopping instead of in-person shopping
  • coordinate shopping trip in most efficient route
  • go to one company that sells all essential products (amazon or walmart)
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11
Q

how were equipment and spaces changed (5)

A
  • adjustable equipment and location of equipment for good ergonomics
  • organization of work and storage space
  • frequent items stored within reach
  • desk space set up to avoid fatigue
  • rearrange home for elderly to age in place
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12
Q

kitchens: luxury leaders (5)

A
  • affluent with a large home
  • highly educated
  • older
  • enjoy the latest products
  • kitchen is the “star” of the home
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13
Q

kitchens: domestic dwellers (4)

A
  • live in a comfortable home that is not but not flashy
  • enjoy quiet evenings at home and outings with family
  • use kitchen for homework, paying bills, and reading
  • prefer low maintenance
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14
Q

kitchens: busy bees (4)

A
  • similar to domestic dwellers but busier
  • eat out a lot
  • kitchen often disorganized and cluttered
  • need more storage and organizational options
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15
Q

kitchens: career builders (4)

A
  • mostly like first time home buyers trying to move up the ladder
  • kitchen not important and little emotional attachment
  • consider resale value
  • island is zone for laptops, newspaper, and mail
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16
Q

what does the managerial action diagram consist of (5)

A
  • inputs
  • throughputs
  • outputs
  • feedback (positive or negative)
  • all enclosed within an environment
17
Q

theory (2)

A
  • organized system of ideas or beliefs that can be measured

- system of assumptions or principles

18
Q

hypotheses (2)

A
  • predictions about future occurrences

- formed through theories

19
Q

systems theory (2)

A
  • emphasizes interconnectedness and the interactions among different systems
  • focuses on behaviour of feedback and its complexity
20
Q

system (2)

A
  • integrated set of parts that function together for some end purpose result
  • eg. family, neighbourhood, school
21
Q

interface (3)

A
  • place or point where independent systems or diverse groups interact
  • facilitates flow of information and other things across boundaries
  • eg. doctor office is the interface between patient’s home and medical services
22
Q

boundaries (4)

A
  • limits or borders between systems that separate one domain from another
  • may be visible (fences/doors) or invisible (rules of behaviour)
  • maintain function and influence human behaviour
  • can be permeable or ambiguous
23
Q

permeable boundary

A
  • permit exchange with other environments
24
Q

morphogenic systems (4)

A
  • adaptive to change and are relatively open
  • matter and energy are freely exchanged between the system and the environment
  • boundaries are permeable
  • can changed to a closed system temporarily in crisis mode
25
Q

morphostatic systems (3)

A
  • resistant to change
  • stable and relatively closed
  • closed to information and influences in its environment
26
Q

subsystem

A
  • part of a larger system

- eg. individuals and families are subsystems of a community

27
Q

inputs (3)

A
  • refers to whatever is brought into the system or the stimulus that is received from the environment
  • the start of the managerial action process
  • consists of demands, values, matter and energy, information and resources
28
Q

throughput (3)

A
  • processing of inputs and consists of the management process
  • transformation: the transition from one system to another
  • consists of planning, implementing, decision making, controlling, communicating, sequencing, facilitating and use of resources
29
Q

outputs (3)

A
  • response emitted by system to the environment
  • end results, products, leftovers or waste
  • consists of met demands, achieved goals, satisfaction/dissatisfaction, or altered resources
30
Q

feedback

A
  • systems ability to monitor progress toward goals and provide clues to corrective action
31
Q

demands

A
  • events or goals that require action for their fulfillment
32
Q

faciliating

A
  • to make something easier and move the managerial process along
33
Q

sequencing

A
  • occurs when one thing follows another, as in a series of events
34
Q

positive feedback (2)

A
  • information put into the system that anticipates and promotes change
  • indicates that a new course of action is needed
35
Q

negative feedback (2)

A
  • information out into the system that indicates that the system is deviating from its normal course
  • indicates that correction measures are necessary if the desire steady state is to be maintained
36
Q

equifinality (2)

A
  • phenomenon where different circumstances and opportunities may lead to a similar outcome
  • same goals, but different ways to get there
37
Q

multifinality

A
  • phenomenon where the same initial circumstances or conditions may lead to different conclusions or outcomes

FMST 238 Part 1 (10 decks)

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