Topic 1B Managment theory (chapter 2) Flashcards
Administrative Management
Management concerned with managing the total organization
Behavioral Science Approach
Relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers
Behavioral Viewpoint
Emphasized the importance of understanding human behavior and motivating employees toward achievement
Classical Viewpoint
Emphasized finding ways to manage work more efficiently, assumed that people are rational
2 branches: scientific and administrative
Closed System
Organizations have little interaction with their environment
Contemporary Approaches: what are the 3 developments of theory that are of current interest:
- The Learning Organization
- High-Performance Work Practices
- Shared value and sustainable development
Contingency Viewpoint
- Emphasizes that a manager’s approach should vary according to that is, be contingent on- the individual and the environmental situation
- decisions should be made on a case- by - case basis, not only based on single theory
- the most practical
Evidence- based Management
Translation of principals based on best evidence into organizational practice, bringing rationality to the decision- making process
Feedback
Info about the reaction of the environment TO THE OUTPUTS, which affects the inputs
EX) web customers like African-style designs, dislike imitation Old English designs
High-Performance Work Practices (HPWPs)
Focus on enhancing employee’s ability, motivation, and opportunity to contribute, and thus improve an organization’s ability to effectively attract, select, hire, develop, and retain high performing personnel
Human Relations Movement
The movement that process that better human relations could increase worker productivity
Inputs
The people, money, info, equipment, and materials required to produce an organization’s goods or services
EX) jewelry designers, design, money, artistic talent, gold and silver, tools, marketing expertise
Learning organization
An organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge
Management science
Simplifies organizations for purpose of analysis
Open system
Nearly all organizations continually interact with their environment
Operations management
A branch of quantitative management: focuses on managing the production and delivery of an organization’s products or services more effectively
Output
The products, services, profits, losses, employee satisfaction or discontent, etc… produced by the organization
EX) gold and silver rings, earrings, bracelets, etc…
Quantitative Management
The application to management of quantitative techniques, such as statistics and computer simulations
The 2 branches are management science and operations management
Scientific Management
Management approach that emphasizes the scientific study of work methods to improve the productivity of individual workers
Subsystems
Collection of parts making up the whole system
Supply chain
Sequence of suppliers that contribute to creating and delivering a products, from raw materials to production to final buyers
Synergy
Formed when 2 or more forces combined create an effect that is greater than then sum of its parts
System
A set of interrelated parts that operate together to achieve a common purpose
Systems viewpoint
Perspective that regards the organization as a system of interrelated parts
Transformational processes
An organization’s capabilities in management, internal processes, and technology that are applied to converting inputs into outputs
Classical viewpoint : scientific management
Pioneered by Frederick W. Taylor and the Gilberths, early 1900s
Emphasized the scientific study of work methods to improve the productivity of individual workers
Example study: “time and motion studies”
Key assumption: people are rational
What was “time and motion studies”
Looked at the steps taken and time used by workers in completing various work tasks
Used to identify improvements to task performance, interactions between workers, and process
Classical viewpoint: administrative management
Common theme: concerned with managing the total organization
Clearly defined hierarchy of authority
Formal producers and rules
Includes planning, organizing, leading, controlling, and coordinating
Need for budgets and controls
Classical viewpoint: strengths
Demonstrated that work activity can be managed by a rational approach
It’s possible to improve productivity through scientific methods
Led to later innovations such as management by objectives and goal setting
Classical viewpoint: weakness
Can be too mechanistic
Views workers as “cogs in a machine” with no consideration given to human needs for emotional satisfaction and well being
Behavioral viewpoints: what are the 3 phases?
- Early behaviorism
- Human relations movement
- Behavioral science
Mayo studies
Led Harvard research group, conducted worker productivity studies
@ western electric’s Hawthorne (Chicago plant)
Mayo’s conclusion
Known as the “Hawthorne effect”
Employees worked harder if they received extra attention
Thought that managers cared about their welfare/ supervisors pay special attention to them
Importance of Mayo Studies
Hawthorne studies were faulted for being poorly designed/ not enough empirical data
Drawing attention to the importance of “social man” (social beings)
Good human relations = improved worker productivity
Human relations movement 1950s/ 60s
Human relations movement
Better human relations between manager / worker = increase worker productivity
Pioneered by Abraham Maslow ( 1908 to 1970)
Douglas McGregor (1906 to 64)
Theory X
Represents a pessimistic, negative view of workers
Workers are irresponsible, resistant to change, lack ambition, hate work, want to be led
Theory Y
Represents an optimistic, positive view of workers
Workers are considered capable of accepting responsibility, self direction, self control, and being creative
What is the principal contribution offered by the theory X/ Y perspective:
Helps managers understand how their beliefs affect their behavior
EX) managers are more likely to micromanage, leads to employee dissatisfaction, managers believe employees are permanently lazy
Managers can be MORE EFFECTIVE by considering how their behavior is shaped by their expectations about human nature
Behavioral Science Approach
Relies on scientific research for developing theories about human behavior, used to provide practical tools for managers
Disciplines of behavioral science include psychology, sociology, anthropology, and economics
Quantitative Viewpoint
Application to management of quantitative techniques, such as statistics and computer simulations
(Quantitative VP) Operations management
Focuses on managing the production and delivery of an organization’s products or services more effectively
(Quantitative VP) Evidence- based management
Entails translating principles based on best evidence (from research) into organizational practice, bring rationality to the decision-making process
Systems Viewpoints
Regards the organizations as a system of interrelated parts
By adopting a systems viewpoint, you can look at you organization both as: (2 things)
- A collection of subsystems - parts making up the whole system
- Part of the larger environment
System Viewpoint: what are the 4 parts of a system
- Inputs
- Transformational processes
- Outputs
- Feedback
Importance of Systems VP
- the classical viewpoint often thinks of organizations as CLOSED SYSTEMS; meaning they have little interaction with their environment
- in reality all organizations are OPEN SYSTEMS, continually interact with their environment
The Learning Organization: what are the 3 key parts?
- Create and acquire knowledge
- focus on hiring employees with new skills and expertise, innovation, and culture - Transferring knowledge
- create a culture of information sharing and create incentives and rewards for employees - Modifying behavior
- use knowledge to achieve results and improve
HPWP’s: what are the 3 key practices?
- Ability-enhancing practices
- recruiting, hiring and training of high performance employees - Motivation- enhancing practices
- using a system of rewards for high performance - Opportunity-m enhancing practicing
- info sharing and inclusion of employees in work- related decisions
Sustainable Development
Focuses on meeting present needs while simultaneously ensuring that future generations will be able to meet their needs
