Fundamentals of anagement ch. 1

Industrial Revolution

The advent of machine power, mass production, and efficient transportation beginning in the late eighteenth century in Great Britain.

Division of Labor (Job Specialization)

The breakdown of jobs into narrow repetitive tasks.

Scientific Management

The use of the scientific method to define the one best way for a job to be done.

General Administrative Theory

Descriptions of what managers do and what constitutes good management practice.

Principles of Management

Fayol’s fundamental or universal principles of management practice.

Hawthorne studies

Research done in the late 1920s and early 1930s devised by Western Electric Industrial engineers to examine the effect of different work environment changes on worker productivity, which led to a new emphasis on the human factor in the functioning of organizations and the attainment of their goals.

Organizational Behavior (OB)

The field of study that researches the actions (behaviors) of people at work.

Quantitative Approach

The use of quantitative techniques to improve decision making.

Total Quality Management (TQM)

A managerial philosophy devoted to continual improvement and responding to customer needs and expectations.

Systems Approach

An approach to management that views an organization as a system, which is a set of interrelated and interdependent parts arranged in a manner that produces a unified whole.

Open Systems

Systems that dynamically interact with their environment.

Contingency Approach (or Situational Approach)

An approach to management that says that individual organizations, employees, and situations are different and require different ways of managing.

Nonmanagerial employees

People who work directly on a job or task and have no responsibility for overseeing the work of others.

Managers

Individuals in an organization who direct and oversee the activities of others.

Top managers

Individuals who are responsible for making decisions about the direction of the organization and establish ing policies that all effect organizational members.

Middle managers

Individuals who are typically responsible for translating goals set by top managers into specific details that lower-level managers will see get done.

First-line managers

Supervisors responsible for directing the day to-day activities of non managerial employees and/or team leaders.

Team leaders

Individuals who one responsible for leading and facilitating the activities of a work team.

Scientific managment

The use of scientific methods to define the "one best ways” for a job to be done. (Frederick Winslow Taylor theory).

Management

The process of getting done, effectively and efficiently through and with other people.

Efficiency

Doing things right, or getting the most output from the least amount of inputs.

Effectiveness

Doing the right things, or completing work activities so that organizational goals are attained.

Effectiveness

Doing the right things

Efficiency

Doing things right

4 Function Approach (now)

Planning, organizing, Leading, Controlling

Planning

Defining goals, establishing strategy, and developing plans to coordinate activities.

Organizing

Determining what needs to be done, how it will be done, & who is to do it.

Leading

Directing and coordinating the work of activities of an organizations people

Controlling

Monitoring activities to ensure that they are accomplished as planned

Managerial roles

Specific categories of managerial behavior; often grouped around interpersonal relationships information transfer, and decision making.

Interpersonal roles

Involving people(subordinates and persons outside the organization ) and other duties that are ceremonial and symbolic in nature.

Decisional rules

Entailing making decisions or choices,

Informational roles

Involving collecting, receiving, and disseminating information.

Which approach- functions or roles is better at defining what managers do?

Functions.

Mintzberg'S managerial roles

Interpersonal roles, decisional roles, informational roles