Term
|
Definition
| globalization (outsourcing), labor practices (jobs abroad, cheap labor, comm conflicts), multicultural management(cultural divisions), changing demographics in workers (gender and women), terrorism, climate change (turbulent v placid) |
|
|
Term
|
Definition
| dense, complicated, hard to predict, unexpected events, urgent comm (delivery time, bringing new products, customer satisfaction) |
|
|
Term
|
Definition
| no competition, uncomplicated, calm, predictable |
|
|
Term
| classical management theory |
|
Definition
| 1900s after the industrial revolution, theories gain popularity, business schools 1940s. Fayol, Weber, Taylor |
|
|
Term
| characteristics of the classical approach |
|
Definition
| control, specialization, standardization, predictability/planning |
|
|
Term
|
Definition
| rules and regulations to prescribe bx |
|
|
Term
|
Definition
| everyone has particular task, highly susceptible to turnover, absenteeism |
|
|
Term
|
Definition
|
|
Term
|
Definition
|
|
Term
|
Definition
| operational management theory. most influential 1800s-1900s includes elements and principles of management |
|
|
Term
|
Definition
| actions: planning, organizing, command, coordination, controls |
|
|
Term
|
Definition
| functions: scalar chain (levels), unity of command, unity of direction, division of labor, order, span of control (20-30 should be more like 6) |
|
|
Term
|
Definition
| the classical guy, bureaucracy |
|
|
Term
|
Definition
| clearly defined heirarchy, division of labor, centralization, closed system (stick to what you know, no room for innovation), rules (particularism:unfair adv for employees), chain of command (line does major work, staff supports the line) |
|
|
Term
|
Definition
| father of time and motion-> there is a right way to do jobs and there should be a quantitative way to measure that. broken into discreet parts and use formulas to measure. |
|
|
Term
|
Definition
| bad habits are passed on to employees (new person being told to slow down) |
|
|
Term
|
Definition
| people increase productivity for every condition-> people act differently when they are being watched |
|
|
Term
| human relations/human resources |
|
Definition
| maslow, herzberg, mcgregor, blake and muton, likert |
|
|
Term
| hawthorne studies on motivation |
|
Definition
| question motivation, humans are motivated by complex set of variables, superficial motivators don't last long |
|
|
Term
|
Definition
| hierarchy of needs: physical (living wage), safety (workplace safety), belonging (relations with co-workers), esteem (internal/external recognition), self actualization |
|
|
Term
| herzberg- human relations |
|
Definition
| satisfied workers will be more productive: hygiene factors & motivators |
|
|
Term
|
Definition
| dissatisfiers: supervision, relationships, working conditions, salary. ex: you need a good boss, but it won't necessarily make you happy |
|
|
Term
|
Definition
| satisfiers: meaningful tasks, feelings of acheivement, opportunities for promotion, important responsibilities |
|
|
Term
| mcgregor- human relations |
|
Definition
| distinct difference in how supervisors view workers: theory x & theory y |
|
|
Term
| theory x classical approach |
|
Definition
| workers are lazy, lack ambition, prefer to be led, inherently self-centered, indifferent to org goals, resistant to change, not bright |
|
|
Term
|
Definition
| work is as natural as play unless made objectional by the org, workers want self-control over tasks, motivated by a lot of rewards, bright as supervisors, orgs under utilize workers abilities |
|
|
Term
| 4 characteristics of human resources |
|
Definition
| training and development (structured learning experience), decision making (more invested = more enthusiastic), satisfaction through acheivement, upward comm (managers should facilitate not direct) |
|
|
Term
|
Definition
| managers dont want to know whats happening, dont want to solve probs |
|
|
Term
| blake and muton- human resources |
|
Definition
| managerial grid task vs people |
|
|
Term
|
Definition
|
|
Term
|
Definition
| authority compliance: high concern for task, low ppl |
|
|
Term
|
Definition
| country club management: high ppl, low task |
|
|
Term
|
Definition
|
|
Term
|
Definition
| team manager: equally stress ppl and task |
|
|
Term
|
Definition
| systems and leadership, scientific approach |
|
|
Term
|
Definition
| totalitarian, motivate with threat |
|
|
Term
|
Definition
| authoritarian with best interest of ppl |
|
|
Term
|
Definition
| ask qs but manager makes decision |
|
|
Term
|
Definition
| democratic, everyone is part of decision |
|
|
Term
|
Definition
| bertalanphy, weiner, weick, wheatly |
|
|
Term
|
Definition
| way to describe the body-> systems. holistic approach to knowledge. "the whole is not equal to the sum of its parts." |
|
|
Term
|
Definition
| when parts work together->more output |
|
|
Term
|
Definition
| when parts detract -> less output |
|
|
Term
|
Definition
| assembly of parts that are interrelated and interdependent. |
|
|
Term
|
Definition
| sometimes you have to change your goal to adapt to the environment. ex: mcdonalds selling healthier options |
|
|
Term
|
Definition
|
|
Term
|
Definition
| process by which you control the system through measurement of output. measure output to adjust the system and see if you're on track to reach your goal. |
|
|
Term
|
Definition
| corrects error to get you back on track |
|
|
Term
|
Definition
| throws you further off track (measuring incorrectly) |
|
|
Term
|
Definition
| "social psychology of organizing." act then think, leap then look. immerse yourself in the problem. what should I do knowing what I know now? trial and error |
|
|
Term
|
Definition
| better. relationship with ppl outside your chain of command |
|
|
Term
|
Definition
| w/in your chain of command. too tight= rigid and ineffective. too much dependence on individuals |
|
|
Term
|
Definition
|
|
Term
|
Definition
| enactment (immerse yourself in the problem), selection (determine a solution), retention (treat memory as a pest). to make sense of the environment. |
|
|
Term
|
Definition
| new science of leadership. chaos theory: innovation and change happen at the edge of chaos. embrace uncertainty, if it's not there, create it. |
|
|
Term
| relationships are important and need to be... |
|
Definition
| collaborative, experimental, self-renewing |
|
|
Term
|
Definition
| join forces when consumers are prone to buying similar products |
|
|
Term
|
Definition
| roles: isolate, bridge, linking pin |
|
|
Term
|
Definition
| left out, shunned. can be problematic |
|
|
Term
|
Definition
| transfers info between 2 groups |
|
|
Term
|
Definition
|
|
Term
|
Definition
| august anhauser. "darth vader." theory x approach, motivate with fear. "fire the guy in the yellow shirt." advertisers paid well, innovation in marketing "gorilla style marketing" |
|
|
Term
| this woman has changed business forever |
|
Definition
| anita roddick, bodyshop, direct line of comm with employees, no external motivators, but instead promote excitement, no advertising department, "bond" improve human condition, like quakers |
|
|
Term
|
Definition
| semco in brazil. employees set own hours, access to books, vote on corporate decisions. 5 counselors, partners (heads of 8 divisions), all the rest (associats/coordinators), no pyramid instead organizational circle, treat like adults |
|
|
Term
|
Definition
| problems with globalization: ethical, political, environmental (safety concerns), stretch between consumers and producers. middle man, cafe direct |
|
|
Term
|
Definition
| vertical values->horizontal values. difference bwteen masculine and fem styles. men are instrumental communicators...task oriented (classical). women are interpersonal/expressive communicators..relational oriented (human relations). androgenous = human resources |
|
|
