Chapter 2 Flashcards

1
Q

6 reasons to study theoretical perspective

A
Understanding of the present 
Guide to action 
Source of new idea 
Clues to meaning or your managers deciiosn 
Clues to meaning of outside events 
Producing positive results
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2
Q

Historical perspective

A

1911-1950’s

Includes classical, behaviororal and quantitative

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3
Q

Contemporary perspective

A

1960’s-present

Includes systems, contingency and quality-management

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4
Q

Classical viewpoint

A

Emphasized finding ways to manage work more efficiently, assumed that people are rattional.

Two branches, scientific and administrative

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5
Q

Scientific management

A

Manangemt Approach tjat emphasizes the scientific study of work methods to improve the productivity of individual workers

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6
Q

Administrative management

A

Management concerned with managing the total organization

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7
Q

Behavioural viewpoint

A

Emphasizes the importance of understanding human behavior and of motivating employees towards achievement

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8
Q

Hawthorne effect

A

Emplyees work harder if they receive added attention, if they think managers care about their welfare and if supervisors pay special attention to them

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9
Q

Human relations movement

A

The movement that proposed that better human relations could increase worker productivity

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10
Q

Behavioural science approach

A

Relies on scientific research for developing theories about humans behavior that can be used to provide practical tools for managers

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11
Q

Quantitative management

A

The application to management of quantitative techniques, such as statistics and computer simulations.

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12
Q

Two branches of quantitative management are:

A

Management science

Operations management

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13
Q

Management science

A

Sometimes called operation research

Branch of quantitative management that focusses on using mathematics to aid in problem solving and decision making

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14
Q

Operations management

A

Branch of quantitative management; focuses on managing the production and delivery of an organizations products or services more effectively

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15
Q

System

A

Set of interrelated parts that operate together to achieve a common purpose

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16
Q

Systems viewpoint

A

Perspective that regards the organization as a system of interrelated parts

17
Q

Subsystems

A

The collection of parts making up the entire system

18
Q

Four parts of a system

A

1) inputs
2) transformational processes
3) outputs
4) feedback

19
Q

Inputs

A

The people, money, information, and equipment, and materials required to produce an organizations goods and services

20
Q

Transformational processes

A

An organizations capabilities in management, internal processes, and technology that are applied to converting inputs into outputs

21
Q

Outputs

A

The products, services, profits, losses, emplyee satusfarcion or discontent; and the like that are produced by the orgnazeion

22
Q

Feedback

A

Information about the reaction of the environment to the outputs that affect the inputs

23
Q

Closes system

A

A system that has little interaction with its environment

24
Q

Open system

A

System that continually interacts with its environment

25
Q

Synergy

A

Situation in which the economic value of seperate, related businesses under one ownership and management is greater together than the business are worth soeratrly

26
Q

Complexity theory

A

The study of how order and pattern arise from very complicated, apparently chaotic systems

27
Q

Contingency Viewpoint

A

The belief that managers approach should vary according to - that is, be contingent on - the individual and the environmental situation

28
Q

Beliefs and shit

A

Is the belief worth challenging
Is the belief universally valid
How does this belief server the interests of its adherents
Have our choices and assumptions conspired to make this belief self fulfilling

29
Q

Evidence based management

A

Translation of principles based on best evidence into organizational practice, bringing rationality to the decision-making process

30
Q

Quality-management viewpoint

A

Perspective that focusses on quality control, quality assurance, and total quality management

31
Q

Quality

A

The total ability of a product or service to meet customers needs

32
Q

Quality control

A

Means of ensuring quality whereby errors are minimized by managing each stage of production

33
Q

Quality assurcenve

A

Means of ensuring quality that focusses on the performance of workers, urging employees to strive for “zero defects”

34
Q

Total quality management

A

Comprehensive approach - led by top management and supported throughout the organization- Dedicated to continuous quality improvement, training, customer satisfaction

35
Q

Four components to TQM

A

Make continuous improvements A priority

Get every emplyee invokved

Listen to and learn from customers and emplyees

Use accurate standards to identity and eliminate problems

36
Q

Learning organization

A

An organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behaviours to reflect new knowledge

37
Q

Managers must perform 3 keys functions or roles

A

1) build a commitment to learning
2) work to generate ideas with impact
3) work to generalize ideas with impact