History Flashcards
(37 cards)
1
Q
why is it important to study family management history (3)
A
- eras reflect what homes and consumption were like for that particular time period
- focus was on women caring for home and family
- as homes, consumption, and roles of women changed, so did FRM
2
Q
what are the 4 eras of managment
A
- era one (1900 - 1930s)
- era two (1940s - early 1950s)
- era three (1950s - 1960s)
- era four (1970s - 1980s)
3
Q
era 1 (3)
A
- 1900s - 1930s
- health, sanitation, hygiene
- the importance of household production as a legitimate form of economic production
4
Q
era 2 (3)
A
- 1940s - early 1950s
- household equipment
- efficiency, step-saving, task simplification, and standardized work units (work simplification)
5
Q
era 3 (5)
A
- 1950s - 1960s
- family values, goals, standards, resources, decision making, organization and process (management process -> plan, control and evaluate)
- optimization of families
- gradual swing away from work performance in the home
- corporate world grows with an emphasis on business management
6
Q
era 4 (3)
A
- 1970s - 1980s
- development of a systems framework emphasizing the inter-connections among gamily, home and the. greater society
- systems theories: inputs, throughputs, outputs, feedback, interface, and boundaries
7
Q
work simplification (3)
A
- save time and energy
- be efficient
- right way to do things
8
Q
how was work simplified (3)
A
- changing the product
- changing the process
- changing equipment and space
9
Q
how were products changed (3)
A
- deli foods, frozen meals, and restaurant meals instead of home cooking
- microwave instead of an oven
- roomba instead of an electric vacuum cleaner
10
Q
how were processes changed (4)
A
- eliminate unnecessary steps: streamlining and minimizing wasted steps
- online shopping instead of in-person shopping
- coordinate shopping trip in most efficient route
- go to one company that sells all essential products (amazon or walmart)
11
Q
how were equipment and spaces changed (5)
A
- adjustable equipment and location of equipment for good ergonomics
- organization of work and storage space
- frequent items stored within reach
- desk space set up to avoid fatigue
- rearrange home for elderly to age in place
12
Q
kitchens: luxury leaders (5)
A
- affluent with a large home
- highly educated
- older
- enjoy the latest products
- kitchen is the “star” of the home
13
Q
kitchens: domestic dwellers (4)
A
- live in a comfortable home that is not but not flashy
- enjoy quiet evenings at home and outings with family
- use kitchen for homework, paying bills, and reading
- prefer low maintenance
14
Q
kitchens: busy bees (4)
A
- similar to domestic dwellers but busier
- eat out a lot
- kitchen often disorganized and cluttered
- need more storage and organizational options
15
Q
kitchens: career builders (4)
A
- mostly like first time home buyers trying to move up the ladder
- kitchen not important and little emotional attachment
- consider resale value
- island is zone for laptops, newspaper, and mail
16
Q
what does the managerial action diagram consist of (5)
A
- inputs
- throughputs
- outputs
- feedback (positive or negative)
- all enclosed within an environment
17
Q
theory (2)
A
- organized system of ideas or beliefs that can be measured
- system of assumptions or principles
18
Q
hypotheses (2)
A
- predictions about future occurrences
- formed through theories
19
Q
systems theory (2)
A
- emphasizes interconnectedness and the interactions among different systems
- focuses on behaviour of feedback and its complexity
20
Q
system (2)
A
- integrated set of parts that function together for some end purpose result
- eg. family, neighbourhood, school
21
Q
interface (3)
A
- place or point where independent systems or diverse groups interact
- facilitates flow of information and other things across boundaries
- eg. doctor office is the interface between patient’s home and medical services
22
Q
boundaries (4)
A
- limits or borders between systems that separate one domain from another
- may be visible (fences/doors) or invisible (rules of behaviour)
- maintain function and influence human behaviour
- can be permeable or ambiguous
23
Q
permeable boundary
A
- permit exchange with other environments
24
Q
morphogenic systems (4)
A
- adaptive to change and are relatively open
- matter and energy are freely exchanged between the system and the environment
- boundaries are permeable
- can changed to a closed system temporarily in crisis mode
25
morphostatic systems (3)
- resistant to change
- stable and relatively closed
- closed to information and influences in its environment
26
subsystem
- part of a larger system
| - eg. individuals and families are subsystems of a community
27
inputs (3)
- refers to whatever is brought into the system or the stimulus that is received from the environment
- the start of the managerial action process
- consists of demands, values, matter and energy, information and resources
28
throughput (3)
- processing of inputs and consists of the management process
- transformation: the transition from one system to another
- consists of planning, implementing, decision making, controlling, communicating, sequencing, facilitating and use of resources
29
outputs (3)
- response emitted by system to the environment
- end results, products, leftovers or waste
- consists of met demands, achieved goals, satisfaction/dissatisfaction, or altered resources
30
feedback
- systems ability to monitor progress toward goals and provide clues to corrective action
31
demands
- events or goals that require action for their fulfillment
32
faciliating
- to make something easier and move the managerial process along
33
sequencing
- occurs when one thing follows another, as in a series of events
34
positive feedback (2)
- information put into the system that anticipates and promotes change
- indicates that a new course of action is needed
35
negative feedback (2)
- information out into the system that indicates that the system is deviating from its normal course
- indicates that correction measures are necessary if the desire steady state is to be maintained
36
equifinality (2)
- phenomenon where different circumstances and opportunities may lead to a similar outcome
- same goals, but different ways to get there
37
multifinality
- phenomenon where the same initial circumstances or conditions may lead to different conclusions or outcomes
