Upgrade to remove ads
Only $2.99/month

Chapter 1

Terms in this set (34)

What is Management?
Process of deciding the best way to use an organizations resources to produce goods or provide services
Senior Management
The highest level, often refereed to as corporate, decide the direction of the company
Middle Management
Responsible for meeting the goals of the senior management ( department heads/district managers)
Supervisory Management
Make day t0 day operations run smoothly
The Management Process - Management tasks
Planning
Organizing
Staffing
Leading
Controlling
Conceptual Skills
Knowing how different parts of a company relate to another one and to the company as a whole
Human Relations Skills
Needed to understand and work well with people
Technical Skills
Specifies abilities people use to perform their jobs
Interpersonal - Figurehead
performs symbolic duties as head of the organization (greeting visitors/introducing keynote speakers)
Interpersonal - Leader
Establishes the work atmosphere and motivates subordinates to work
Interpersonal - Liaison
Develops and maintains webs of contacts outside the organization
Informational - Monitor
Collects all types of information relevant to the organization
Informational - Disseminator
Gives other people the information they need to make decisions
Informational - Spokesperson
Transmits information to the outside world
Management Roles
Interpersonal
Informational
Decisional
Decisional - Entrepreneur
Initiates controlled change in the organization to adapt to the changing environment
Ex: Initiating improvement activities
Decisional - Disturbance Handler
Deals with unexpected changes
Decisional - Resource allocator
Makes decisions on the use of the organizational resources
Decisional - Negotiator
deals with the other organizations and individuals
Scientific management
Created by Fredrick Winslow Taylor
Scientific Management
Based on four basic principles
Principle 1
The development of a scientific method of designing jobs to replace the old rule-of-thumb methods
Principle 2
The scientific selection and progressive teaching and development of employees
Principle 3
The bringing together of scientifically selected employees and scientifically selected employees and scientifically developed methods for designing jobs
Principle 4
A division of work resulting in interdependence between management workers
Scientific Management's influence
Influenced division of labor and emphasized specialization
Scientific Management inspired
Inspired Henry Ford's assembly lines and above average pay
Fayols Theory of management
The first complete statement on a theory of general management
14 Principles of Management
Division of work
Authority
Discipline
Unity of command (Only receive orders from one superior)
Unity of decision (one boss and one plan)
Subordination of individual interest to the general interest
Remuneration (the mode of payment of wages was dependent on many factors)
Centralization
Scalar Chain (line of authorty)
Order
Equity (result of kindness/justice)
Stability of tenured personnel
Initiative
Esprit de Corps (Stressed building of harmony and unity within the organization)
Know the Hawthorne Studies
...
The Hawthorne effect
Employees respond positively to attention paid to them
The systems approach
Viewed as a way of thinking about the job of managing
Can be viewed as an open or closed system
-Open interacts with its external environment
-Closed has no interaction with its external environment
Theory X
Most employees don't like to work and will only work at the required level of productivity if they are forced to do so under the threat of punishment
Theory Y
Employees can be trusted to meet production targets without being threatened and that they will often seek additional responsibility.
THIS SET IS OFTEN IN FOLDERS WITH...