Chapter 2 Management 12th Edition – Schermerhorn – Flashcards

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Scientific Management
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emphasized careful selection and training of workers and supervisory support. Frederick Taylor- People are rational.
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Classical Management Approaches
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Scientific Management, Administrative Principles, Bureaucratic Organization
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Frederick Taylor
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Principles of Scientific Management- People are Rational.
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Motion Study
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The science of reducing a talk to its basic physical motions. Scientific Management concept.
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Concepts of Scientific Management-
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Make results-based compensation a incentive. Make jobs efficient. Carefully select skilled employees. Train workers to perform the best. Train supervisors to support workers.
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Administrative Principles
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Five rules/duties of Management. - Four functions of management. Fayol
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Henri Fayol
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Administrative Principles
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Five rules/duties of Management
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Foresight. Organization. Command. Coordination. Control.
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Four Functions of Management
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Planning, organizing, leading, controlling.
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Bureaucratic Organization
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19th Century. Max Weber- Credited with founding Bureaucracy, an ideal intentionally rational, and very efficient form of organization.
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Bureaucracy
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a rational and efficient form of organization founded on logic, order, and legitimate authority.
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Defining characteristics of Weber's Bureaucracy
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Clear division of labor, clear hierarchy of authority, formal rules and procedure, impersonality, careers based on merit.
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Behavioral Management Approaches
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Follett's organizations as communities, Hawthorne Studies, Maslow's theory of human needs, McGregor's theory X and theory Y, Argyris's theory of adult personality.
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Modern Management Foundations
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Quantitative Analysis and tools, Organizations as systems, Contingency thinking, Quality management, Knowledge management and organizational learning, Evidence-based management.
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Organizational Behavior
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The study of individuals and groups in organizations.
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Organizations as Communities
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Mary Follett- important transition from classical management to behavioral management. Communities in which managers and workers should labor in harmony without one party dominating the other.
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The Hawthorne Studies
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Initially applied a scientific management perspective to understand how incentives and physical conditions affect employee productivity. Ultimately determine- Psychological factors influence productivity.
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Hawthorne Studies Lessons
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The studies pointed the attention of managers and researchers toward social and human factors as keys to productivity.
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Hawthorne Effect
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The tendency of people who are singled out for special attention to perform as anticipated because of expectations created by the situation.
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Maslow's Theory of Human Needs
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Workers are motivated to solve a deficit need.
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Maslow's Hierarchy (in order)
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Self-Actualization needs, Esteems needs, Social needs, Safety needs, physiological needs.
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Progression Principle
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a need is activated only when next-lower-level need is satisfied.
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McGregor's Theory X and Theory Y
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Heavily influenced by Hawthorn and Maslow. Shift from theory X/theory Y. Theory X assumes people dislike work, lack ambition, act irresponsibility, resistant to change. Theory Y- assumes people are willing to work, capable of self-control, willing to accept responsibility.
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Self-fulfilling prophecy
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Occurs when a persona acts in ways that confirm another's expectations.
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Argyris's Theory of Adult Personality
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Chris Argyris- common problems of employee absenteeism, turnover, apathy, alienation, and low morale may be signs of a mismatch. He argues that managers that treat people positively and as responsible adults will achieve the highest productivity.
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Modern Management Foundations DUP
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Include quantitative analysis and tools, a systems view of organizations, contingency thinking, commitment to quality management, the role of knowledge management learning organizations, and the importance of evidence-based management.
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Analytics
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The systematic analysis of large databases to solve problems and make informed decisions.
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Quantitative Analysis and Tools
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To use quantitative analysis to mine available data and make management decisions.
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Organizations as Systems
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Organizations have long been described as cooperative systems that achieve great things by combining resources and the contributions of many individuals to achieve a common purpose.
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Systems
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Is a collection of interrelated parts working together for a purpose.
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Subsystem
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Is a smaller component of a larger system
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Open System
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Interacts with its environment and transforms resource inputs into outputs.
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Contingency Thinking
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Tries to match management practices with situational demands/tries to help managers understand situational differences and respond to them in ways that fit their unique characteristics.
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Quality Management
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Deming- cornerstone of the quality movement in management. Tally defects, analyze, and trace them to the source, make corrections, and keep a record of what happens afterward.
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Total Quality Management
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TQM- an organization-wide commitment to continuous improvement, product quality, and customer needs.
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Continuous Improvement
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Involves always searching for new ways to improve work quality and performance.
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ISO Certification
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Indicates conformance with a rigorous set of international quality standards.
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Knowledge Management
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Continuously changes and improves, using lessons of experience.
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Learning Organization
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Peter Senge- By virtue of people, values, and systems is able to continuously change and improve its performance based on lessons of experience.
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Evidence-Based Management
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Involves making decisions based on hard facts about what really works.
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