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management

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attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources

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organization

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social entity that is goal directed and deliberately structured

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effectiveness

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degree to which the organization achieves a stated goal, or succeeds in accomplishing what it tries to do; providing a product or service that customers value

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efficiency

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amount of resources - raw materials, money, and people - used to produce a desired volume of output; based on how much raw material, money, and people are necessary for producing a given volume of output. Can be calculated as the amount of resources used to produce a product or service

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performance

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organization's ability to attain its goals by using resources in an efficient and effective manner

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role

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set of expectations for a manager's behavior

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interim managers

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contingent managers, managers not affiliated with a specific organization but work on a project-by-project basis or temporarily provide expertise to organizations in a specific area

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customer relationship management (CRM)

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systems that use the latest info technology to keep in close touch with customers, collect and manage late amounts of customer data, and provide superior customer value

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outsourcing

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contracting out selected functions or activities to other organizations that can do the work more cost efficiently, has been one the the fastest-growing trends in recent years

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social forces

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aspects of a society that guide and influence relationships among people, such as their values, needs, and standards of behavior

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political forces

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relate to the influence of political and legal institutions on people and organizations; increased role of government in business is one example

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economic forces

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affect the availability, production, and distribution of a society's resources

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classical perspective

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study of modern management began in the late nineteenth century with the..., which took a rational, scientific approach to management and sought to make organizations efficient operating machines

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scientific management

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subfield of the classical perspective that emphasizes scientifically determined changes in management practices as the solution to improving labor productivity; one of most significant innovations influencing modern management; Frederick Winslow Taylor father of this

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bureaucratic organization

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another subfield of the classical perspective which emphasizes management on an impersonal, rational basis through elements such as clearly defined authority and responsibility, formal record keeping, and separation of management and ownership; Max Weber introduced most of the concepts

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administrative principles

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subfield of the classical perspective that focuses on the total organization rather than the individual worker and delineates the management functions of planning, organizing, commanding, coordinating and controlling; Henri Fayol major contributor to this approach

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humanistic perspective

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emphasized understanding human behavior, needs, and attitudes in the workplace

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human relations movement

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stresses the satisfaction of employees' basic needs as the key to increased productivity

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Hawthorne studies

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important in shaping ideas concerning how manager should treat workers

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human resources perspective

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suggests that jobs should be designed to meet people's higher-level needs by allowing employees to use their full potential

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behavioral sciences approach

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draws from psychology, sociology, and other social sciences to develop theories about human behavior and interaction in an organizational setting

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quantitative perspective

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uses mathematics, statistical techniques, and computer technology to facilitate management decision making, particularly for complex problems

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system

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set of interrelated parts that function as a whole to achieve a common purpose; an organizations an example

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systems thinking

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looking not just at discrete parts of an organizational situation but also at the continually changing interactions among the parts

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subsystems

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parts of a system that depend on one another for their functioning

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synergy

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whole is greater than the sum of its parts; organization must be managed as a whole

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contingency view

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tells managers that what works in one organizational situation might not work in others; manager can identify important contingencies that help guide their decisions regarding the organization

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total quality management (TQM)

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focuses on managing the total organization to deliver quality to customers; 4 significant elements are employee involvement, focus on the customer, benchmarking, and continuous improvement; W. Edwards Deming is "father of the quality movement"

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benchmarking

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process whereby companies find out how others do something better than they do and then try to imitate or improve on it

Chapter 1: Innovative Management for a Changing World – Flashcards

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