Term
| major objective of business (Drucker, def.) |
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Definition
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Term
| 14 Points of TQM (Deming, list 1-7) |
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Definition
| 1) Create constancy of purpose for improvement of product and service. 2) Adopt the new philosophy. 3) Cease dependence on mass inspection. 4) End the practice of awarding business on price tag alone. 5) Improve constantly the system of production and service. 6) Institute training. 7) Institute leadership |
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Term
| 14 Points of TQM (Deming, list 8-14) |
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Definition
| 8) Drive out fear. 9) Break down barriers between staff areas. 10) Eliminate slogans, exhortations, and targets for the workforce. 11) Eliminate numerical quotas. 12) Remove barriers to pride of workmanship. 13) Institute a vigorous program of education and retraining. 14) Take action to accomplish the transformation. |
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Term
| scientific management (def.) |
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Definition
| practices introduced by Taylor to accomplish the management job to use labor more efficiently. |
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Term
| classical organization theory |
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Definition
1) to develop basic principles that could guide the design, creation, and maintenance of large organization
2) to identify the basic functions of managing organizations |
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Term
| organization activities (Fayol, list categories) |
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Definition
| 1) technical (production/manufacturing), 2) commercial (buying/selling), 3) financial, 4) security (protection property/persons), 5) accounting, 6) managerial (planning, organizing, commanding, coordinating, and controlling) |
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Term
| 14 principles of management (Fayol, list 1-7) |
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Definition
| 1) division of work, 2) authority, 3) discipline, 4) unity of command, 5) unity of direction, 6) subordination of individual interests to the general interest, 7) remuneration |
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Term
| 14 principles of management (Fayol, list 8-14) |
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Definition
| 8) centralization, 9) scalar chain, 10) order, 11) equity, 12) stability and tenure of personnel, 13) initiative, 14) esprit de corps |
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Term
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Definition
| specialization of labor is necessary for organization success |
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Term
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Definition
| the right to give orders must accompany responsibility |
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Term
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Definition
| obedience and respect help an organization run smoothly |
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Term
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Definition
| each employee should receive orders from only one superior |
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Term
| unity of direction (def.) |
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Definition
| the efforts of everyone in the organization should be coordinated and focused in the same direction |
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Term
| subordination of individual interests to the general interest |
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Definition
| resolving the tug of war between personal/organizational interests in favor of the organization is management's greatest difficulties |
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Term
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Definition
| employees should be pair fairly in accordance with their contribution |
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Term
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Definition
| the relationship between centralization and decentralization is a matter of proportion; the optimum balance must be found for each organization |
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Term
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Definition
| subordinates should observe the formal chain of command unless expressly authorized by their respective superiors to communicate with each other |
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Term
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Definition
| both material things and people should be in their proper places |
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Term
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Definition
| fairness that results from a combination of kindliness and justice will lead to devoted and loyal service |
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Term
| stability and tenure of personnel (def.) |
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Definition
| people need time to learn their jobs |
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Term
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Definition
| one of the greatest satisfactions if formulating and carrying out a plan |
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Term
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Definition
| harmonious effort among individuals is the key to organization success |
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Term
| functions of management (Fayol, list) |
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Definition
| 1) planning, 2) organizing, 3) commanding, 4) controlling |
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Term
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Definition
a) make best possible forecast of events that could affect organization
b) draw up operating plan to guide future decisions |
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Term
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Definition
| managers must determine appropriate combination of machines, material, and humans necessary to accomplish task |
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Term
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Definition
| involves directing subordinates' activities |
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Term
| controlling (Fayol, def.) |
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Definition
| ensures that actual activities are consistent with planned activities, i.e., everything should be "subject to control". |
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Term
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Definition
| an organizational design that relies on specialization of labor, a specific authority hierarchy, a formal set of rules and procedures, and rigid promotion and selection criteria. |
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Term
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Definition
| an approach describing how managers interact with subordinates. Attention is focused on the individual worker's needs, goals, and expectations. |
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Term
| behavioral science approach |
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Definition
| Using the techniques, attitudes, and opinions of psychologists, sociologists, and anthropologists to study and understand individuals in the workplace |
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Term
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Definition
| the most famous studies ever conducted in the field of management. Done at Western Electric's Hawthorne plant in a suburb of Chicago. |
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Term
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Definition
| the tendency of people being observed in a research effort to react more to the observer than to the actual working condition. |
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Term
| decision and information sciences (DISC) approach (def.) |
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Definition
| in working with people, this approach uses mathematics, statistics, decision-making principles, and information systems to resolve problems. |
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Term
| 3 stages of decision making (Simon, list) |
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Definition
1) finding occasions requiring a decision (intelligence)
2) inventing, developing, and analyzing possible courses of action (design)
3) selecting a course of action (choice) |
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Term
| operations management (def.) |
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Definition
| similar to prod. mgmt., except focuses on wide class of problems and other organizations |
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Term
| information systems (def.) |
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Definition
| use of computers in helping managers make better decisions and increase organization's efficiency |
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Term
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Definition
| a collection of parts that operate interdependently to achieve common goals |
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Term
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Definition
| an organization that interacts with its environment and uses the feedback received to make changes and modifications |
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Term
| 4 parts of an open system organization (list) |
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Definition
| Inputs, Transformation, Outputs, Environmental feedback |
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Term
| contingency management approach (def.) |
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Definition
| an approach that considers an organization's objectives, organizational and job design, human resources, envirionment, and managerial skills as interacting and affecting management decisions about planning, organizing, commanding, and controlling |
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Term
| universal [view of management] (def.) |
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Definition
| one best way to perform different mgmt functions. |
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Term
| situational [view of mgmt] (def.) |
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Definition
| no one best approach to mgmt exists because each situation is different |
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Term
| universalist vs situationalist |
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Definition
| "one best method" vs "not one best method" |
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Term
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Definition
| between universalist and situationalist: identify and evaluate contingency variables |
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Term
| 9 aspects of excellently run companies (Peters, list) |
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Definition
| 1) managing ambiguity and paradox. 2) a bias for action. 3) close to the customer. 4) autonomy and entrepreneurship. 5) productivity through people. 6) hands-on, value-driven. 7) stick to the knitting. 8) simple form, lean staff. 9) Loose-tight properties. |
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Term
| theory Z (def. and author) |
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Definition
| American+Japanese mgmt principles (individual responsibility + collective decision making), Ouchi |
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Term
| competitive advantage (def., author) |
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Definition
1) cost leadership, 2) differentiation, 3) cost focus, 4) focused differenetiation
Porter |
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Term
| pioneers of management (list, 1-3) |
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Definition
1) Taylor - father of scientific management
2) Weber - power, authority, and bureaucracy
3) Fayol - proposed theoretical analysis of mgmt; presented mgmt as process w/ specific functions |
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Term
| pioneers of management (list, 4-6) |
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Definition
4) Mayo - founded hr and industrial sociology approaches to mgmt
5) Woodward - determined that technology plays significant role in how an organization is structure
6) Drucker - suggestions on how to best manage in a rapidly changing world. |
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