Chapter 2 Notes Flashcards Preview

UNLV MGT301 - Victor Isbell > Chapter 2 Notes > Flashcards

Flashcards in Chapter 2 Notes Deck (46)
Loading flashcards...
1

believing your basic qualities are carved in stone

The fixed mind-set

2

believing your basic qualities can be changed through your effort.

The growth mind-set

3

He was the creator and inventor of modern management

Peter Drucker

4

includes three viewpoints—classical, behavioral, and quantitative.

The historical perspective (1911–1950s)

5

includes three viewpoints—systems, contingency, and quality-management.

The contemporary perspective (1960s–present)

6

Emphasis on ways to manage work more efficiently

Classical Viewpoint

7

Emphasis on importance of understanding human behavior and motivating and encouraging employees toward achievement

Behavioral Viewpoint

8

Applies quantitative techniques to management

Quantitative Viewpoint

9

Regards the organization as systems of interrelated parts that operate together to achieve a common purpose

The systems viewpoint

10

emphasizes that a manager's approach should vary according to the individual and environmental situation.

Contingency viewpoint

11

includes quality control, quality assurance, and total quality management

Quality-management viewpoint

12

Specific study of work methods to improve productivity of individual workers

Scientific Management

13

Concerned with managing the total organization

Administrative Management

14

Proposed better human relations could increase worker productivity

Human Relations movement

15

Relies on scientific research for developing theory to provide practical management tools

Behavioral science approach

16

Focuses on using mathematics to aid in problem solving and decision making

Management science

17

Focuses on managing the production and delivery of an organization's products or services more effectively

Operations management

18

efficient workers earned higher wages

differential rate system

19

a rational, efficient, ideal organization based on principles of logic

bureaucracy

20

What is the problem with classical viewpoint?

Too mechanistic

21

the study of human behavior in workplaces

industrial psychology

22

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.

Hawthorne effect

23

What is the hierarchy of human needs?

physiological, safety, love, esteem, and self-actualization

24

represents a pessimistic, negative view of workers

Theory X

25

represents the outlook of human relations proponents—an optimistic, positive view of workers.

Theory Y

26

The 2 approaches of quantitative management are:

management science and operations management

27

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

quantitative management

28

focuses on using mathematics to aid in problem solving and decision making

Management science

29

focuses on managing the production and delivery of an organization's products or services more effectively

Operations management

30

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

System

31

parts making up the whole system

subsystems

32

the people, money, information, equipment, and materials required to produce an organization's goods or services

input

33

the organization's capabilities in management, internal processes, and technology that are applied to converting inputs into outputs

Transformational processes

34

the products, services, profits, losses, employee satisfaction or discontent, and the like that are produced by the organization

Outputs

35

information about the reaction of the environment to the outputs that affects the inputs

feedback

36

continually interacts with its environment

Open system

37

has little interaction with its environment

Closed system

38

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

complexity theory

39

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

Evidence-based management

40

refers to the total ability of a product or service to meet customer needs

Quality

41

defined as the strategy for minimizing errors by managing each stage of production

Quality control

42

focuses on the performance of workers, urging employees to strive for “zero defects.”

Quality Assurance

43

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)

44

an organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge.

Learning organization

45

The four parts of system viewpoints are:

inputs, outputs, transformation processes, feedback

46

Fitness for use means:

a product or service should satisfy a customer's real needs