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Terms in this set (36)
Peter Drucker
creator and inventor of modern management
published the famous text The Practice of Management
historical perspective
(1911-1950s) includes three viewpoints - classical, behavioral, and quantitative
contemporary perspective
(1960s-present) includes three viewpoints - systems, contingency, and quality-management
classical viewpoint
emphasis on ways to manage work more efficiently
"people are rational"
historical perspective
behavioral viewpoint
emphasis on importance of understanding human behavior and motivating and encouraging employees toward achievement
historical perspective
quantitative viewpoint
applies quantitative techniques to management
historical perspective
systems viewpoint
regards the organization as systems of interrelated parts that operate together to achieve a common purpose
contemporary perspective
contingency viewpoint
emphasizes that a manager's approach should vary according to the individual and environmental situation
contemporary perspective
quality-management viewpoint
three approaches: quality control, quality assurance, total quality management
contemporary perspective
soldiering
deliberately working at less than full capacity
scientific management
emphasized scientific study of work methods to improve productivity of individual workers
classical viewpoint
proponents: Frederick W. Taylor, Frank and Lillian Gilbreth
administrative management
concerned with managing the total organization
classical viewpoint
proponents: Henri Fayol, Max Weber
human relations movement
proposed better human relations could increase worker productivity
behavioral viewpoint
proponents: Abraham Maslow, Douglas McGregor
behavioral science approach
relies on scientific research for developing theory to provide practical management tools
behavioral viewpoint
Frederick Taylor
believed that "soldiering" could be eliminated by applying four principles of science:
1. evaluate a task by scientifically studying each part of the task
2. carefully select workers with the
right abilities for the task
3. give workers the training and incentives to do the task with the proper work methods
4. use scientific principles to plan the work methods and ease the way for workers to do their jobs
management science
focuses on using mathematics to aid in problem solving and decision making
quantitative viewpoint
operations management
focuses on managing the production and delivery of an organization's products or services more efficiently
quantitative viewpoint
theory x
represents a pessimistic, negative view of workers
theory y
represents the outlook of human relations proponents - an optimistic, positive view of workers
theory x / theory y
helps managers understand how their beliefs affect their behavior
quantitative management
the application to management of quantitative techniques, such as statistics and computer simulations. two branches are management science and operations management
operations management
focuses on managing the production and delivery of an organization's products or services more efficiently
helps ensure that business operations are efficient and effective
quality control
strategy for minimizing errors by managing each state of production
quality-management viewpoint
proponent: walter shewart
quality assurance
focuses on the performance of workers urging employees to strive for "zero defects"
quality-management viewpoint
total quality management
comprehensive approach dedicated to continuous quality improvement, training, and customer satisfaction
quality-management viewpoint
proponents: W. Edwards Deming, Joseph M. Juran
subsystems
parts making up the whole system
four parts of a system
inputs, transformational processes, outputs, feedback
inputs
the people, money, information, equipment, and materials require to produce an organization's goods or servicse
transformational processes
the organization's capabilities in management, internal processes, and technology that are applied to converting inputs into outputs
outputs
the products, services, profits, losses, employee satisfaction or discontent, and the like that are produced by the organization
feedback
information about the reaction of the environment to the output that affect the inputs
open system
continually interacts with its environment
closed system
has little interaction with its environment
complexity theory
the study of how order and pattern arise from very complicated, apparently chaotic systems
evidence-based management
means translating principles based on best evidence into organizational practice, bringing rationality to the decision making process
learning organization
org that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge
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