Management midterm REVIEWER part3 Flashcards
outlined the importance of management as a science and called for the development of
management principles.
Henry Towne
Defined the hierarchy on the chain of authority from top to
bottom.
Scalar Chain.
characterized by the manager making decisions that takes into account
the input of subordinates
Democratic Style -
Management is impersonal, rational where defined authority, responsibility, formal
recordkeeping, and separation of management and ownership are the elements.
bureaucratic organization/management.
identified the conditions that would promote an
individual’s best work and in finding ways to influence workers to act in accord with
management interests.
Behavioral Viewpoints.
Is characterized by the manager allowing subordinates to make most decisions.
Free-rein Style
A horizontal division of management which is based on expertise and specialization.
Functional Management
which focuses on designing and implementing computed based information system for use by management.
Management Information System(Third)
______ focused on group dynamics in her works and writings. Her ideas on power sharing, conflict
resolution, and the integration of organizational systems were far in advance for their time.
Mary Follett
This focuses on the use of mathematics, statistics,
QUANTITATIVE MANAGEMENT THEORY
The general principles of management developed by Fayol are: 14 Principles
Division of Work
Authority
discipline
Unity of command
Unity of Direction
Subordination of Individual Interest to general interest
Renumeration
Centralization
Scalar Chain
Order
Equity
Stability of personnel tenure
initiative
esprit de corps
Optimum use of the capabilities or personnel.
Centralization.
predicted the specialization of mental work and suggested profit sharing.
Charles Babbage
- Ability to solve long term problems and view the total organization as an inter-active system. Management ultimately spends much of their time communicating with others, making decisions and solving problems
Conceptual Skills
Functional Management
Line Managers
General Managers
FUNCTIONAL AND GENERAL MANAGERS
INTERPERSONAL ROLES:
Figurehead
Leader
liaison
developed subfield called bureaucratic organization/management. Management is impersonal, rational where defined authority, responsibility, formal recordkeeping, and separation of management and ownership are the elements.
Max Weber
emphasized a rational, scientific approach to the study of management and sought to make organizations as efficient operating
machines.
Classical Perspective Theory.
DECISIONAL ROLES:
Spokesperson
entrepreneur
Disturbance Handler
Resource Allocator
Negotiator
Includes theories of early behaviourists; Hawthorne studies; and human relations movement.
BEHAVIORAL VIEWPOINTS:
Ability to work effectively, lead and assure harmonious interpersonal relations. These skills include the ability to motivate and influence others to achieve organizational objectives.
Human Relations Skills
He identified the conditions that would promote an individual’s best work and in finding ways to influence workers to act in accord with management interests.
Hugo Munsterberg
Systems theory
Contingency theory
CONTEMPORARY THEORIES:
A management perspective that emerged during the 19th and 20th centuries that emphasized a rational, scientific approach to the study of management and sought to make organizations as efficient operating machines
CLASSICAL PERSPECTIVE THEORY.
SEVERAL ELEMENTS INFLUENCING ORGANIZATION:
Societal Forces
Political Forces
Economic Forces
a viewpoint that argues in a condition that managerial action depends on the particular parameter of the situation.
Contingency theory
Autocratic Style
Democratic Style
Free-rein Style
MANAGEMENT STYLES
PRECLASSICAL CONTRIBUTORS THEORY
Robert Owen, Charles Babbage, and Henry Towne
Aspects of culture that guide and influence relationship among people. The values, needs, and standards or norms of behavior.
Societal Forces
He influenced how managers think about and deal with employees. He maintained that managers who expect the worst from their employees respond in ways that reinforce these assumptions. But managers who assume the best about their employees and give them wide latitude to perform are generally rewarded with committed and satisfied workers
Douglas MacGregor
INFORMATIONAL ROLES
Monitor
Disseminator
usually Oversee collective operations that include several functional managers. These generalists are plant managers, also top management group.
General Managers
The influence of political and legal institutions on people and organizations. These include the government, property rights, contracts,
definition of justice.
Political Forces
advocated concern for the working and living conditions of workers.
Robert Owen
Ability to use tools, apply specialized knowledge, and manage process and techniques.
Technical Skills
_________ develop time-and-motion study for efficiency and human aspect of work.
According to them, administrative principles are subfields of classical management which must be focused on the total organization rather than the individual worker.
Fran and Lilian Gilbreth,
Work Specialization can result in efficiency.
Division of Work.
He developed the subfield of classical theory which is scientific management, where he suggested that decisions based on ‘rules of thumb’ be replaced with precise procedures developed after careful study of individual situations.
Frederick Taylor
characterized by the manager making all decisions and issuing orders for he completion of work without the input of subordinates.
Autocratic Style
which primarily responsible for managing the production and delivery of an organization’s products and services.
Operations Management(Second)
______ are subfields of classical management which must
be focused on the total organization rather than the individual worker.
administrative principles
These are factors which affect the availability, production and distribution of a society’s resources among competing users. Resources may be human or material, fabricated or natural, physical or conceptual.
Economic Forces
using sophisticated mathematical models for decision effectiveness.
Management Science(First)
which primarily responsible for managing the production
and delivery of an organization’s products and services.
Operations Management
Concerned with primary organizational activities such as marketing and production.
Line Managers
an approach which perceives organization as a system with set of interrelated parts, consisting of inputs, transformation processes, output and feedback.
Systems theory
