Ch. 21- the evolution of mgmt thinking Flashcards Preview

MGMT1001H > Ch. 21- the evolution of mgmt thinking > Flashcards

Flashcards in Ch. 21- the evolution of mgmt thinking Deck (61):
1

social forces

apsects of culture that guide and influce relationships among people- values, standards of behavior

2

social forces shape

social contract

3

social contract

unriwtten common rule and perpceptions about relationships among people and between emplyees and mgmt

4

political forces

influcence of political and legal instituion on people and organization

5

economic forces

availability, production, distribution of resources in a society, influences allocation of scarce resources

6

what is there a struggle to balance

things of production, humanity of production

7

what is a possible solution the struggle to balance of things of production/humanity of production

social businesses

8

social businesses

social media technology for interacting with and facilitng communication and collab among employees, constumoers, stakeholders

9

classical perspective

early study of mgmnt

10

modern mgmt with classical perspective has three subfields

scientific mgmt, bureacratic organization, administratice principles

11

scientific mgmt

emphasis on scientifially determined jobs and mgmt practices as way to improve efficiency - father Frederick Winslow Taylor

12

pros and cons of scientific mgmt

pro- creates system of max efficiency, con0 ignores social context and worker needs

13

bureacratic organization father and what is it

max weber, division of labor, heiarchy of authority

14

bureacratic organization pros and cons

pros most efficent, rational form of organizing, equal treatment; cons endless rules, red tape

15

administrative principles

focus on total organizaiton father henri fayol

16

humaninstic perspective

emphasize importance of understanding human behavior needs attitudes in workplace

17

human relations mvmt

idea that truly effective control comes from withn individual worker rather than from strit, authoritarian control

18

hawthorne studeis

human relationship employees performed better when managers treated them better

19

hawthorne efect

subjects behave differently because of activie participation of researchers in hawthorne eperiments

20

human resource perspectiv

maintain interest in worker participation and considerate leardership shift emphasis to conider daily tasks people perform - abraham maslow, douglas mcgregor

21

abraham maslow

hiearchy of needs

22

douglas mcgregor

theory x, theory y

23

theory y

organization can take advantage of imagination and intellect of all their employees

24

behavioral sciences approach

use scientific method draw s psychology, anthrop, econ to devevop theories about human behavior and interaction in organizational setting

25

management science

aka quantitive perspective; aplication of math, stats, to mgmt decision making and problem solving

26

three subsets of mgmt science

operations research, operations mgm

27

operations reserach

matemetical model building, qtative technique to management problems

28

operations mgmt

field of mgmt speicalizing in phsyical productive of g/s, forecasting, nonlinear programming

29

information technology

designed to provide relevatnt info to managers in timely/cost oeffieicnt manner

30

quants

financial managers and others who base deicison on complex qtative analysis assuming using advanced math and sophisticated computer tech can accurately predict how markets hurts nad help them reap huge benefits

31

systems thinking

ability to see oth distinct elemnts of system/situation and complex/changing interaction among those elements

32

system

set of interrelated parts function as whole to acheive common purpose

33

subsystem

part of ssystem that depends on one another

34

synergy

whole is greater than sum of its parts

35

contingency view

tells us what works in one setting might not wor in other

36

two new popular use of technology

big data analytics, supply cian mgmt

37

big data analytics

tehchnolopies skills processes for serarching/eamine massive complex sets of data that traditional data processing applications cant handle to uncover hiden pattrns and correlations

38

supply chain mgmt

mangaging sequence of supplies and purchasers, al stages covered- raw material obtaining distribute finished good to customer

39

bossless workplace

accoutnability

40

employee engagement

people emotionally involved in jobs, satisfy with work conditions

41

social forces

aspects of a society that guide and influence relationships among people, such as values, needs and standards of behavior

42

political forces

relate t influce of political and legal institutions on people and organizations

43

ecnomic forces

affect availibity, production and distribuitoin of society's resources

44

social business

using social media technologies for interactiing with and facitiliating communication and collab among employees, customers, stakeholders is current answer to historical struggle

45

classical perspective

took rational, scientific approach to mgmt and sought to turn organizations into efficient operating machines

46

scientific mgmt

subfield of classical perspectivie that emphasizes scientitfially determined changes in mgmt practices as solution to improving labor productivity

47

beaucratic organizations approach

empsizes mgmt on an impersonal, rationa basis thru elements such as clearly defined authority and responsibility, formal recordkeeping, and separation of mgmt and ownership

48

administrative piciples aproach

subfield of classical perspective that focuses on total organizion rather than the indivi worker and delineats mgmt functions of planning, orgnaizing, commanding, coordinating, controlling

49

human perspective

emphasize understanding human behavior, needs, attitudes in workplace

50

human relations mvmt

stresses satsifaction f employees basic needs as key to increased productivity

51

hawthorne studies

important in shaping ideas concerning how managers should treat workers

52

behavioral sciences approach

draws from psychology, sociology and other social sciences to develop theories about human behavior and interaction in an organizational setting

53

human resources perspective

suggests that jobs should be designed to meeting perople's higher level needs by allowing employees to use full potential

54

mgmt sscience aka quantitive perspective

use math stats computer tech to facilitate mgmt decision making, particulary for complex problems

55

systems thinking

looking not just at discrete parts of organizational situation but also at continually changing interactions among parts

56

system

set of interrelated parts function as whole to acheive common purpose - ie an organization

57

subsystems

part of system that depend on one another for their functioning

58

synergy

says whole is greater than sum of parts, organization must be managed as a whole

59

contingency view

tells managers that what works in 1 organiz situation might not work in others

60

supply chain mgmt

refers to managing squence of suppliers and pruchasers covers all stages of processing from obtaining raw materials to distibuting finished goods to consumers

61

engagement

menas people are involved in their jobs, satisfed with work conditions, goals