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Definition
| the process by which a division of labor occurs as different workers specialize in different tasks over time |
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Term
| Scientific Management Theory |
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Definition
| the systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency 1) Study how tasks are performed and figure how to improve 2) Codify the above into SOP 3) Hire workers to posses the skills and abilities necessary; train them using the SOPs 4) Set acceptable levels of performance and reward workers based on performance |
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| founder of Scientific Management Theory |
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| Frank and Lillian Gilbreth |
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| followers of Fredrick Taylor; pioneered time and motion studies |
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| scientific studies that identify and measure physical motion over a set period of time |
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| Administrative Management Theory |
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| the study of how to create an organizational structure and control system that leads to high efficiency and effectiveness |
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| a formal system of organization and administration designed to ensure efficiency and effectiveness |
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| the power to hold people accountable for their actions and to make decisions concerning the use of organizational resources |
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| formal, written instructions that specify actions to be taken under different circumstances to achieve specific goals |
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| Standard Operating Procedures (SOPs) |
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| specific sets of written instructions about how to perform a certain aspect of a task |
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| unwritten, informal codes of conduct that prescribe how people should act in particular situations |
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| 1) A manager's authority derives from the position he or she holds in the organization 2) People should occupy positions because of their performance 3) The extent of each position's authority, responsibilities, and relationship to other positions should be clearly specified 4) Authority can be exercised effectively when positions are arranged hierarchically, so employees know whom to report to and to who reports to them 5) Managers must create a well-defined system of rules, SOPs, and norms to control behavior within an organization |
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Definition
| founder of the Theory of Bureaucracy |
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Definition
| a reporting relationship in which an employee receives orders from, and reports to, only one superior |
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Definition
| the chain of command extending from the top to the bottom of an organization |
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Definition
| the concentration of authority at the top of the managerial hierarchy |
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| the singleness of purpose that makes possible the creation of one plan of action to guide managers and workers as they use organizational resources |
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| the justice, impartiality, and fairness to which all organizational members are entitled |
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| the methodical arrangement of positions to provide the organization with the greatest benefit and to provide employees with career opportunities |
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Definition
| the ability to act on one's own, without direction from a superior |
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| obedience, energy, application, and other outward marks of respect for a superior's authority |
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Definition
| shared feelings of comradeship, enthusiasm, or devotion to a common cause among members of a group |
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Term
| Behavioral Management Theory |
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Definition
| the study of how managers should behave to motivate employees and encourage them to perform at high levels and be committed to the achievement of organizational goals |
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| founder of Behavioral Management Theory |
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Definition
| the finding that a manager's behavior or leadership approach can affect workers' level of performance |
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| a management approach that advocates the idea that supervisors should receive behavioral training to manage subordinates in ways that elicit their cooperation and increase their productivity |
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| the system of behavioral rules and norms that emerge in a group |
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| the study of the factors that have an impact on how individuals and groups respond to and act in organizations |
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Definition
| negative assumptions about workers that lead to the conclusion that a manager's task is to supervise workers closely and control their behavior |
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Definition
| a set of positive assumptions about workers that lead to the conclusion that a manager's task is to create a work setting that encourages commitment to organizational goals and provides opportunities for workers to be imaginative and to exercise innovation and self-direction |
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| Management Science Theory |
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Definition
| an approach to management that uses rigorous quantitive techniques to help managers make maximum use of organizational resources |
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| Total Quality Management (TQM) |
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Definition
| focuses on analyzing an organization's input, conversion, and output activities to increase product quality |
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Definition
| provides managers with a set of techniques that they can use to analyze any aspect of an organization's production system to increase efficiency |
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Definition
| mathematical techniques to help managers decide, for example, how much inventory to hold at different times of the year, where to locate a new factory, and how best to invest an organization's financial capital |
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| Management Information Systems (MISs) |
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Definition
| helps managers design systems that provide information about events occurring inside the organization as well as in its external environment - information that is vital for effective decision making |
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| Organizational Environment |
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Definition
| the set of forces and conditions that operate beyond an organization's boundaries but affect a manager's ability to acquire and utilize resources |
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| a system that takes in resources from its external environment and converts them into goods and services that are then sent back to that environment for purchase by customers |
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| a system that is self-contained and thus not affected by changes occurring in its external environment |
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| the tendency of a closed system to lose its ability to control itself and thus to dissolve and disintegrate |
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| performance gains that result when individuals and departments coordinate their actions |
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| the idea that the organizational structures and control systems managers choose depend on (are contingent on) characteristics of the external environment in which the organization operates |
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Definition
| an organizational structure in which authority is centralized, tasks and rules are clearly specified, and employees are closely supervised |
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Definition
| an organizational structure in which authority is decentralized to middle and first-line managers and tasks and roles are left ambiguous to encourage employees to cooperate and respond quickly to the unexpected |
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