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| the aspects of a culture that guide and influence relationships among people - their values, needs, and standards of behavior |
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| the influence of political and legal institutions on people and organizations |
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| forces that affect the availability, production, and distribution of a society’s resources among competing users |
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| a management perspective that emerged during the nineteenth and early twentieth centuries that emphasized a rational, scientific approach to the study of management and sought to make organizations efficient operating machines |
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| a sub-field of the classical management perspective that emphasized scientifically determined changes in management practices as the solution to improving labor productivity |
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| bureaucratic organizations |
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| a sub-field of the classical management perspective that emphasized management on impersonal, rational basis through such elements as clearly defined authority and responsibility, formal record-keeping, and separation of management and ownership |
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| administrative principles |
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| a sub-field of the classical management perspective that focuses on the total organization rather than the individual worker, delineating the management functions of planning, organizing, commanding, coordinating and controlling |
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| a management perspective that emerged near the late nineteenth century and emphasized understanding human behavior, needs, and attitudes in the workplace |
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| a series of experiments on worker productivity begun in 1924 at the Hawthorne plant of Western Electric Company in Illinois; attributed employees’ increased out-put to managers’ better treatment of them during the study |
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| a movement in management thinking and practice that emphasizes satisfaction of employees’ basic needs as the key to increased worker productivity |
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| human resources perspective |
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| a management perspective that suggests jobs should be designed to meet higher-level needs by allowing workers to use their full potential |
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| behavioral science approach |
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| a sub-field of the humanistic management perspective that applies social science in an organizational context, drawing from economics, psychology, sociology and other disciplines |
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| management science perspective |
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Definition
| a management perspective that emerged after WWII and applied mathematics, statistics and other quantitative techniques to managerial problems |
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Definition
| a set of interrelated parts that function as a whole to achieve a common purpose |
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| an extension of the humanistic perspective that describes organizations as open systems characterized by entropy, synergy, and subsystem interdependence |
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| a system that interacts with the external environment |
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| a system that does not interact with the external environment |
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| the tendency for a system to run down and die |
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| the concept that the whole is greater than the sum of its parts |
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| parts of a system that depend on one another for their functioning |
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| an extension of the humanistic perspective in which the successful resolution of organizational problems is thought to depend on mangers’ identification of key variations in the situation at hand |
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Definition
| a concept that focuses on managing the total organization to deliver quality to customers. Four significant elements are employee involvement, focus on the customer, benchmarking and continuous improvement |
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| an organization in which everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, improve and increase its capability |
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Definition
| managing the sequence of suppliers and purchasers, covering all stages of processing from obtaining raw materials to distributing finished goods to final customers |
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| enterprise resource planning (ERP) |
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Definition
| systems that unite a company’s major business function - order processing, product design, purchasing, inventory and so on |
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| the efforts to systematically find, organize and make available a company’s intellectual capital and to foster a culture of continuous learning and knowledge sharing |
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| customer relationship management (CRM) |
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Definition
| systems that help companies track customers’ interaction with the firm and allow employees to call up information on past transactions |
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Term
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Definition
| contracting out selected functions or activities of an organization to other organizations that can do the work more cost efficiently |
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