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Flashcards in Chapter2 Deck (28):
2

3 classical management approaches

-Scientific management -Administrative principle-Bureaucratic administration

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Managerial Competency

Skill-based capability for high performance in management job

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Motion study

The science to reducing a task to its basic physical motions

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Scalar chain

(Administrative principle) they should be a clear and unbrocken line of communication for top to buttom of an organization

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Unity of command principle

(Administrative principle) each person should receive orders from only one boss

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Unity of principle

One person should be in charge of all the activities that have the same PERFORMANCE OBJECTIVES

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Disadvantages of bureaucracy

-Red tape -Slowness -Rigidity -Resistance to change -Employee apathy

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Hawthorne Effect

the tendency of q person singled out for special attention to perform as expected

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5 Human needs of Maslow

-Self actualization -Esteem need -Social need -Safety need -Physiological need

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7 Modern Management Fondations

-Quantitative analysis and tools-Organization as a system -Contingency thinking -Quality management -Knowledge management -Evidence based management -21st century leadership

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Management science/ Operation research

Use quantitative analysis and applied mathematics to solve problems

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Operation Management

STUDY of how organization produce goods and services

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System

A collection of interrelated parts working togather for a purpose

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contingency Thinking

Match management practise with situational demand

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ISO certification

indicates conformity with a rigourous set of international quality standard

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Knowledge management

The process of using intelactual capital for competitive advantage

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High performance Organization

Continuously acheives excelance while creating high quality work environment

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Evidence based management

Making decision based on hard facts about what realy works

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Bureaucracy

A rational and efficient form of organization founded on logic, order, and legitimate authority

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5 Behavioural Management Approaches

- Theory of human needs (Maslow - Hawthorn Studies - Organizations as communities (Follett)- Theory X and Theory Y (Douglas) - Personality and Organization

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Human Relations Movement

Suggests that managers using good relations will acheive productivity

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Organizational Behaviour

The STUDY of individuals and groups in an organization

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Theory X

People dislike work, lack ambition, act irresponsably, and prefer to be led

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Theory Y

People are willing to work, like responsability, and are self directed ad creative

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Open System

Interacts with its environement and transforms resource input into output

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Total Quality Management

Managing with organization-wide comitment to continuous improvement, product quality, and customer needs

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Continuous Improvement

Involves always searching for new ways to improve work quality and performance

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Learning Organization

Continuously changes and improves, using the lessons of experience