Introduction to Management and Organizational System Flashcards
The attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, andcontrolling organizational resources.
Management
The definition of Management holds two different important ideas. What are those two important ideas?
- The four functions of planning, organizing, leading, and controlling
- The attainment of organizational goals in an effective and efficient manner
What are the four Functions of Management?
Planning
Organizing
Leading
Controlling
Means identifying goals for future organizational performance and deciding on the tasks and use of resources needed to attain them.
Planning
Defines where the organization wants to be in the future and how to get there.
Planning
Involves assigning tasks, grouping tasks into departments, delegating authority, and allocating resources across the organization.
Organizing
The use of influence to motivate employees to achieve organizational goals.
Leading
Creating a shared culture and values, communicating goals to employees throughout the organization, and infusing employees with the desire to perform at a high level.
Leading
Means monitoring employees’ activities, determining whether the organization is on target toward its goals, and making corrections as necessary.
Controlling
Who and When:
System Theory
Ludwig von Bertalanffy
1901-1972
Encourages you to realize that your business is a system and is governed by the same laws and behaviors that affect every other biological organization.
System Theory
The tendency for a system to run down and die (a thing to be avoided in business).
Entropy
Concepts under the System Theory:
Entropy
Synergy
Subsystem
Working together, the parts can produce something greater than those same parts could produce on their own.
Synergy
The whole (your business) is built on subsystems, which themselves are built on yet more subsystems.
Subsystem
Who and When:
Principles of Administrative Management
Miner and Engineer Henri Fayol
1841-1925
A topdown approach to examining a business.
Principles of Administrative Management
He put himself in his manager’s shoes and imagined what situations they might encounter when dealing with their team.
Principles of Administrative Management
Who and When:
Bureaucratic Management
Max Webber
1864-1920
Sociological approach; revolve around the importance of structuring your business in a hierarchical manner with clear rules and roles.
Bureaucratic Management
Who and When:
Scientific Management
Frederick Taylor
1856-1915
Promotes standardization, specialization, assignment based on ability, and extensive training and supervision. Only through those practices can a business achieve efficiency and productivity.
Scientific Management
This management theory attempts to find the optimal way to complete a given task, often at the expense of the employees’ humanity.
Scientific Management
Who and When:
Theory X and Y
Douglas McGregor
1906-1964
Posits that employees are apathetic or dislike
their work.
Theory X
Posits that employees are self-motivated, responsible, and want to take ownership of their work.
Theory Y
People under this principle are authoritarian and will micromanage everything because they don’t trust their employees.
Theory X
People under this principle include their employees in the decision-making process and encourage creativity at all levels.
Theory Y
Who and When:
Human Relations Theory
Elton Mayo
1880-1949
States that employees are more motivated by social factors — like personal attention or being part of a group — than environmental factors, such as money and working conditions.
Human Relations Theory
A principle that is predicated on the idea that employees only have physical needs; focus solely on the economics of organizing workers.
Classical Management
Who and When:
Contingency Management
Fred Fiedler
1950 and 1960
Effective leadership was directly related to the traits the leader displayed in any given situation.
Contingency Management
