MGMT 3304 Ch 2 – Flashcards
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Drucker
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This man was the creator and inventor of modern management
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Evidence-Based Management
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Translating principles based on best evidence into organizational practice, bringing rationality to the decision-making process
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Pfeffer and Sutton
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The two principal proponents of evidence-based management
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Classical, Behavioral, Quantitative
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Three viewpoints of the historical perspective of management
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Systems, Contingency, Quality-Management
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Three viewpoints of the contemporary perspective of management
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Present, Action, New Ideas, Decisions, Outside
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The five good reasons for studying theoretical perspectives are understanding of the _______, having a guide to ______, having a source of ___ _____, and finding clues to the meaning of your managers' _________ and clues to the meaning of _______ events
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Classical, Scientific, Administrative
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This viewpoint emphasized finding ways to manage work more efficiently; it had two branches - __________ and ______________
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Scientific Management
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Theory that emphasized the scientific study of work methods to improve the productivity of individual workers
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Taylor, Frank and Lillian Gilbreth
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Two of Scientific Management's chief proponents were ______ and the team of _____ ___ _______ ________
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Administrative Management
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Management concerned with managing the total organization
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Fayol and Weber
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Pioneering theorists of administrative management
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Behavioral Viewpoint
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Viewpoint that emphasized the importance of understanding human conduct and of motivating employees toward achievement
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Early Behaviorism, Human Relations Movement, Behavioral Science
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The three phases of the Behavioral Viewpoint
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Munsterberg, Follett, Mayo
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The three people who pioneered behavioral theory
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Human Relations Movement
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Movement which proposed that better human relations could increase worker productivity
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Maslow and McGregor
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The two theorists who contributed most to the human relations movement
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Behavioral Science
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Science that relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers
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Quantitative Management
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The application to management of techniques such as statistics and computer simulations
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Management Science and Operations Management
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The two branches of quantitative management
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Management Science
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Branch of quantitative management that focuses on using mathematics to aid in problem solving and decision making
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Operations Management
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Branch of quantitative management that focuses on managing the production and delivery of an organization's products or services more effectively
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System
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A set of interrelated parts that operate together to achieve a common purpose
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Systems Viewpoint
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Viewpoint that regards the organization as a system of interrelated parts
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Subsystem
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The parts making up a whole system
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Inputs
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People, money, information, equipment, and materials required to produce an organization's goods or services
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Transformation Processes
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The organization's capabilities in management, internal processes, and technology that are applied to converting inputs to outputs
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Outputs
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The products, services, profits, losses, employee satisfaction or discontent, and the like that are produced by the organization
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Feedback
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Information about the reaction of the environment to the outputs that affects the inputs
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Open System
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A system that continually interacts with its environment
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Closed System
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A system that has little interaction with its environment
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Complexity Theory
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Study of how order and patterns arise from very complicated, apparently chaotic systems
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Contingency Viewpoint
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Viewpoint that emphasizes that a manger's approach should vary to the individual and the environmental situation
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Hamel
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Cofounder of the Management Innovation Lab, often associated with the Contingency viewpoint
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Quality-Management Viewpoint
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Viewpoint that includes quality control, quality assurance, and total quality management
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Quality
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The total ability of a product or service to meet customer needs
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Quality Control
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The strategy for minimizing errors by managing each stage of production
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Shewart
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Man who used statistical sampling to locate errors by testing just some of the items in a particular production run to develop quality control techniques
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Quality Assurance
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Focuses on the performance of workers, urging employees to strive for "zero defects"
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Deming and Duran
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The two pioneers of total quality management
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Total Quality Management
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A comprehensive approach led by top management and supported throughout the organization that is dedicated to continuous quality improvement, training, and customer satisfaction
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Improvement, Involved, Customers, Employees, Standards
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The four components of TQM are make continuous ___________ a priority, get every employee ________, listen to and learn from _________ and _________, and use accurate _________ to identify and eliminate problems
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Learning Organization
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An organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge
