Flashcards in Chapter 2 Notes Deck (46)
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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
