Term
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Definition
| classical management theorist |
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Term
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Definition
| classical management theorist |
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Term
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Definition
| classical management theorist |
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Term
| classical theory of management |
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Definition
| looks at organizations as machines |
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| classical theory of management |
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Definition
| employees are considered "parts" of the machine |
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Term
| classical theory of management |
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Definition
| managers are concerned about the best process for production activities and how to best explain these tasks and the policies that govern work |
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Definition
| wrote "The Principles of Scientific Management" |
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Definition
| argued that poor management results in wasted human effort |
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Term
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Definition
| argued that any job could be completed scientifically and that through scientific management practices, human effort could be maximized |
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Term
| soldiering/systematic soldiering |
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Definition
| workers are inherently lazy and will underperform without precise direction |
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Term
| soldiering/systematic soldiering |
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Definition
| no additional monetary incentives for increasing productivity rather than hourly wage |
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Definition
| wrote "General and Industrial Management" |
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Definition
| believed that management had responsibilities other than managing and overseeing work practices |
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Term
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Definition
| had a list of 14 principles and 5 elements of management |
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Term
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Definition
| refers to the hierarchical chain of command |
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Term
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Definition
| communication between the departments is necessary as illustrated by ... |
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Term
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Definition
| organizational departments resist interdepartmental communication |
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Term
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Definition
| each department is concerned about its own welfare and takes cover from responsibility |
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Term
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Definition
| weekly meetings with department heads would remedy this problem by forcing departments to work together, especially in the presence of a "higher authority" |
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Term
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Definition
| believed that oral communication is more effective overall than written communication because it is quicker and allows for clarification |
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Term
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Definition
| argued that "command" involved nonverbal elements of communication |
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Term
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Definition
| believed there are many motivators that can increase motivation besides monetary improvements |
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Term
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Definition
| researches varied lighting intensity in first study; second segment, called the relay assembly studies, varied working conditions; third segment involved interviewing workers about work conditions; final segment called the bank wiring phase, which tested the employees' ability to self-manage |
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Term
| first phase of Hawthorne studies |
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Definition
| researches varied lighting intensity |
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Term
| second phase of Hawthorne studies |
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Definition
| called the relay assembly studies, varied working conditions |
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Term
| third phase of Hawthorne studies |
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Definition
| involved interviewing workers about work conditions |
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Term
| final phase of Hawthorne studies |
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Definition
| called the bank wiring phase, which tested the employees' ability to self-manage |
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Term
| result of Hawthorne studies |
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Definition
| first two stages suggest that employees change behavior when observed, a notion now known as the Hawthorne effect |
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Term
| result of Hawthorne studies |
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Definition
| employees are capable of making their own decisions and desire making and regulating their own rules |
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Term
| result of Hawthorne studies |
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Definition
| there may be some value in allowing upward communication in the workplace |
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Term
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Definition
| people dislike work and will avoid it when possible |
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Term
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Definition
| workers are not ambitious and prefer direction |
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Term
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Definition
| workers do not seek responsibility and are not concerned with overall organizational needs |
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Term
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Definition
| workers must be directed and threatened with punishment to achieve organizational productivity |
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Term
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Definition
| under the right conditions, work can be as natural as play |
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Term
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Definition
| workers are ambitious and prefer self-direction |
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Term
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Definition
| workers seek responsibility and feel rewarded through their achievements |
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Term
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Definition
| workers are self-motivated and require little direct supervision |
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Term
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Definition
| workers are creative and capable of organizational creativity |
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Term
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Definition
| organization must be viewed as composite of interdependent units that must work cooperatively with one another to survive |
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Term
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Definition
| organizations should be viewed as open systems, which means that they must allow communication with both their internal and external environments to thrive |
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Term
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Definition
| systems must allow input or resources outside sources to survive |
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Term
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Definition
| all systems are composed of subsystems that work with suprasystems |
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Term
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Definition
| the part of the external environment that is most relevant to the system's environment |
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Term
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Definition
| input/output and throughput; all systems must allow their boundaries to allow information to flow between one subsystem and another and from the relevant environment to the focal system |
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Term
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Definition
| information process through a system |
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Term
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Definition
| information exported beyond the system |
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Term
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Definition
| Diverse and multiple sets of inputs cannot be addressed by a simple approach to dealing with that complexity; There must be a variety of resources available for inputs to be managed; necessity of different kinds of systems to deal with different kinds of input (different departments deal with different information |
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Term
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Definition
| A system must respond to its communicated input so that it achieves a balanced state |
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Term
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Definition
| Suggests that there are multiple methods that can result in the same outcome |
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Term
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Definition
| Open to two or more interpretations and often intended to mislead |
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Term
| code of ethics requirement |
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Definition
| needs to be well thoughtout and functional |
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Term
| code of ethics requirement |
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Definition
| guidelines need to be published or easily accessed by all employees |
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Term
| code of ethics requirement |
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Definition
| top management needs to be committed to enforcing the code |
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Term
| code of ethics requirement |
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Definition
| needs to be a method of enforcement |
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Term
| The categorical imperative |
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Definition
| Assumes that there are universal absolutes regarding what is or is not ethical |
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Term
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Definition
| Determines ethics by looking at “collective happiness” |
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Term
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Definition
| Decisions should be made with no consideration of political, financial, or role influence |
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Term
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Definition
| For tough decisions, people weigh the extremes and make decisions that fall between both extremes |
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Term
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Definition
| explain employee jobs or responsibilities |
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Term
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Definition
| explain guidelines, rules, policies, regulations, objectives, and any related procedural information |
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Term
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Definition
| concerned with the human needs of employees |
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Term
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Definition
| Messages pertaining to employee morale, attitudes, gripes, and relationships all fall into this category |
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Term
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Definition
| evaluate performance also fall into this category |
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Term
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Definition
| 5 criteria for effective communication |
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Term
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Definition
| 5 criteria for effective communication |
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Term
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Definition
| 5 criteria for effective communication |
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Term
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Definition
| 5 criteria for effective communication |
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Term
| 5 criteria for effective communication |
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Definition
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Term
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Definition
| messages that are purposely vague to increase organizational or individual benefits |
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Term
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Definition
| allow for multiple interpretations |
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Term
| advantages of strategic ambiguity |
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Definition
| Promotes unified diversity |
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Term
| advantages of strategic ambiguity |
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Definition
| Facilitates organizational change and creativity |
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Term
| advantages of strategic ambiguity |
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Definition
| Preserves privileged positions |
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Term
| advantages of strategic ambiguity |
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Definition
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Term
| Arguments Against Strategic Ambiguity |
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Definition
| Complicates the task for message receivers |
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Term
| Arguments Against Strategic Ambiguity |
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Definition
| Allows for the source to reveal and conceal, express and protect, should it be necessary to save face |
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Term
| Arguments Against Strategic Ambiguity |
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Definition
| Allows harmful interpretations of policy to be denied |
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Term
| Arguments Against Strategic Ambiguity |
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Definition
| Preserves privileged positions by shielding close scrutiny toward those in power |
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Term
| Consequences of Strategic Ambiguity |
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Definition
| Deception is dangerous for the organization |
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Term
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Definition
| The opportunity for immediate feedback |
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Term
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Definition
| The presence of multiple communication cues |
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Term
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Definition
| The capacity to tailor a message to personal circumstances |
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Term
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Definition
| concerned with the abuse of power and work to eliminate oppressive practices |
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Term
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Definition
| consider organizations as “sites of domination” and that communication can be used as a tool for abuse. |
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Term
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Definition
| Beliefs of employees about the normal and natural order of things, which might not be normal or natural |
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Term
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Definition
| Accepting and perhaps even buying into subjugating ideologies |
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Term
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Definition
| The domination of one group by another, leading the oppressed group to accept or even support the ideology of the group in power |
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Term
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Definition
| The goal of critical theorists to liberate those who are oppressed |
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