Management Science Flashcards
This Management Consultant and author of the Borderless World said that “Companies can learn from one another, particularly from other excellent companies, both at home and abroad”.
Kenichi Ohmae
In the 2016 book ‘Fundamentals of Management’ authors Robbins, DeCenzo and Coulter identify that there are four major approaches to Management. They are: (CQBC)
Classic
Quantitative
Behavioral
Contemporary
This Management approach is that people at work are rational and economically oriented in their approach toward work.
Classic
In 1911 this author published this book, and stated “the principal object of management should be to secure the maximum prosperity for the employer, coupled with the maximum prosperity for the employee”.
Frederick W. Taylor
Bonus* Which classic Management approach is this? Answer - Scientific!
This Author published ‘Industrielle et General’ in 1916. This book outline the five rules or duties of Mgmt that reflect his view on the proper management of organizations. What are they? (FOCCC)
This author also developed additional principles used as part of today’s managers’ tools. They are? (3)
Henry Fayol
Foresight
Organization
Command
Coordination
Control
Scalar Chain
Unity of Command
Unity of Direction
This Mgmt approach (1) assumes that (blank) techniques can improve managerial decision making and problem solving.
(1) Quantitative Approach
(2) Mathematical
Management Science applications include the following: (6)
Mathematical forecasting
Inventory modeling
Linear Programming
Queuing theory
Network Models
Simulation
This Mgmt approach shares the basic assumption that people are naturally social and self-actualizing. People at work are assumed to act based on a desire to satisfy social relationships, responsiveness to group pressures and the search for personal fulfillment.
It includes 3 sub categories
The Behavioral Approach
-Theory of Human Needs
-The Hawthorne Studies
-Organizational Behavior
Maslov’s theory on human needs says that a need is a Blank and blank deficiency that a person feels the compulsion to satisfy.
Physiological and psychological
The deficit principle in Maslow’s hierarchy of needs identifies what?
The deprived need dominates the person’s attention and determines their behaviour
Maslow’s 5 hierarch of needs (in order bottom up)
Physiological
Safety
Love/belonging
Esteem
Self Actualization
This is considered organizational behavior Douglas, and McGregor coined these type of Managers.
What is each type?
Theory X and Theory Y Managers
Theory X Managers believe that team members dislike their work and have little motivation. Theyll use an authoritarian style of management. This approach is very “hands-on” and usually involves micromanaging people’s work to ensure that it gets done properly.
Theory Y managers believe that their people take pride in their work and see it as a challenge, and adopt a participative management style. Managers who use this approach trust their people to take ownership of their work and do it effectively by themselves.
In the contemporary Mgmt approach, organizations are referred to as ‘this’.
Systems
This is a type of thinking that tries to match managerial responses with the unique problems and opportunities posed by different situations.
Contingency Thinking
Four Basic Management Functions:
Planning (setting objectives and how to accomplish them)
Organizing (arranging tasks, people and other resources to do the required work)
Leading (Monitoring performance and taking corrective action)
Controlling (Inspiring people to work hard to perform according to plans)
Good managers plan for 3 important reasons: (SAC)
Stability
Adaptability
Contingency
Management Levels of Planning:
Top, Middle and Lower
Top/Senior: strategic long term planning
Middle: Operational and standing use plans
Lower: Short range single use plans.
Planning Models (1)
This type of planning involves focusing on what we are already doing, intending to do it better. Will effect better resource utilization.
It’s counter, involves analyzing the external environment to select a unique niche for the organization’s activities
Inside Out Planning
Outside-in Planning
Planning Models (2)
This type of planning is top management setting the broad objectives and then allows lower levels of management to make plans within these constraints.
It’s counter, begins with the plans at lower levels without constraints from upper management.
Top down planning
Bottom up Planning
Bonus** this person suggests that the best planning from the top proceeds to allow serious inputs from all levels
Answer: Dick Levin
Planning Models (3)
This model involves identifying alternative courses of action implemented when an original plan becomes inappropriate due to changing circumstances.
Contingency Planning
‘This’ is often a primary success indicator for modern OHS professionals
Networking
This is defined as the process of influencing individuals or groups towards achieving goals.
Leadership
Leadership and Management are not the same thing. Managers must perform well in these 4 Management Functions. This person suggests that too many organizations today are over managed and under-led.
John P. Kotter
This person stated: there may be no single thing more important in our efforts to achieve meaningful work and fulfilling relationships than to learn and practice the art of communication”.
Max DePree
Definition of Communication: an interpersonal process of sending and receiving symbols with messages attached to them.
Managers use communication to: (IICI)
Influence
Inform
Control
Inspire
‘This’ is when the sender’s intended message and the receivers Interpreted meaning are the same.
Effective Communication
This is the process of monitoring performance and taking action to ensure desired results.
Control
The 3 types of controls
Preliminary - before a work activity begins
Concurrent - focuses on what happens during the work process
Post-Action - takes place after the action is completed.
‘This’ is the self control that workers take charge of their behaviour on the job. This means that Managers who expect others to exercise ‘this’, should be willing to let them participate in setting performance objectives and standards.
Internal Control
‘This’ is when Managers interact with others, they often spot things that need correcting or advise on improvements. i.e. performance appraisals, employee discipline systems
External Control
Truly effective control systems channel human energies towards improved work performance instead of trying to ‘Blank’
Beat the System.
