Flashcards in Chapter 2 Notes Deck (46)
believing your basic qualities are carved in stone
The fixed mind-set
believing your basic qualities can be changed through your effort.
The growth mind-set
He was the creator and inventor of modern management
includes three viewpoints—classical, behavioral, and quantitative.
The historical perspective (1911–1950s)
includes three viewpoints—systems, contingency, and quality-management.
The contemporary perspective (1960s–present)
Emphasis on ways to manage work more efficiently
Emphasis on importance of understanding human behavior and motivating and encouraging employees toward achievement
Applies quantitative techniques to management
Regards the organization as systems of interrelated parts that operate together to achieve a common purpose
The systems viewpoint
emphasizes that a manager's approach should vary according to the individual and environmental situation.
includes quality control, quality assurance, and total quality management
Specific study of work methods to improve productivity of individual workers
Concerned with managing the total organization
Proposed better human relations could increase worker productivity
Human Relations movement
Relies on scientific research for developing theory to provide practical management tools
Behavioral science approach
Focuses on using mathematics to aid in problem solving and decision making
Focuses on managing the production and delivery of an organization's products or services more effectively
efficient workers earned higher wages
differential rate system
a rational, efficient, ideal organization based on principles of logic
What is the problem with classical viewpoint?
the study of human behavior in workplaces
Theory that employees worked harder if they received added attention, if they thought that managers cared about their welfare and that supervisors paid special attention to them.
What is the hierarchy of human needs?
physiological, safety, love, esteem, and self-actualization
represents a pessimistic, negative view of workers
represents the outlook of human relations proponents—an optimistic, positive view of workers.
The 2 approaches of quantitative management are:
management science and operations management
the application to management of quantitative techniques, such as statistics and computer simulations
focuses on using mathematics to aid in problem solving and decision making
focuses on managing the production and delivery of an organization's products or services more effectively
a set of interrelated parts that operate together to achieve a common purpose
parts making up the whole system
the people, money, information, equipment, and materials required to produce an organization's goods or services
the organization's capabilities in management, internal processes, and technology that are applied to converting inputs into outputs
the products, services, profits, losses, employee satisfaction or discontent, and the like that are produced by the organization
information about the reaction of the environment to the outputs that affects the inputs
continually interacts with its environment
has little interaction with its environment
study of how order and pattern arise from very complicated, apparently chaotic systems
translating principles based on best evidence into organizational practice, bringing rationality to the decision-making process.
refers to the total ability of a product or service to meet customer needs
defined as the strategy for minimizing errors by managing each stage of production
focuses on the performance of workers, urging employees to strive for “zero defects.”
a comprehensive approach—led by top management and supported throughout the organization—dedicated to continuous quality improvement, training, and customer satisfaction.
Total quality management (TQM)
an organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge.
The four parts of system viewpoints are:
inputs, outputs, transformation processes, feedback