Domain 3

Classical Management Approach

Focuses on worker productivity through strict procedures supervision and rules

Traditional Management Approach

Focuses on corporate goals profitability and shareholder interests

Operational Management Approach

Focuses on production efficiency waste reduction and quality improvement

Business Process Redesign

Analyzing and redesigning workflows to improve business processes

Reconfigurable Manufacturing Systems

Production systems designed for rapid structural and hardware changes

Six Sigma

Data-driven quality methodology targeting defect elimination and process consistency

Lean Manufacturing

Systematic elimination of waste within the manufacturing process

Behavioral Management Approach

Focuses on human relations employee well-being and worker satisfaction

Systems Approach

Views an organization as interrelated subsystems working together as a single open system

Synergy

Combined action of subsystems working together to achieve greater overall results

Closed System

An entity that operates independently without interacting with its external environment

Open System

An organization that continuously interacts with and depends on its external environment

Quality-Focused Management Approach

Focuses on customer partnership and continuous process improvement

Planning

Setting organizational goals policies procedures and forecasting future needs

Organizing

Grouping activities allocating resources and delegating responsibility to achieve goals

Directing

Guiding inspiring overseeing and coordinating staff toward objectives

Controlling

Evaluating results against standards and taking corrective action when needed

Staffing

Recruiting selecting training and developing employees to fill organizational roles

Communicating

Two-way exchange of instructions knowledge rules and feedback

Motivating

Providing meaningful work and rewards to encourage employee performance

Leading

Directing and inspiring employees to contribute toward organizational goals

Top Management

Executive tier responsible for long-term strategic planning and overall mission

Middle Management

Department heads responsible for tactical planning and intermediate goals

Lower Management

Supervisors responsible for operational planning and short-term daily goals

Strategic Planning

Long-term organizational goal setting spanning one to ten years

Tactical Planning

Intermediate planning spanning six months to two years to implement strategy

Operational Planning

Short-term planning spanning one week to one year for specific tasks

Strategic Goal

Specific quantitative commitment to achieve a measurable result in a timeframe

Policy

Broad standing guideline for organizational action set by top management

Procedure

Chronological sequence of required steps for performing a specific activity

Method

Detailed specification of a single step within a procedure

Rule

Explicit directive stating an action that must or must not be performed

Flow Chart

Visual diagram displaying the sequential steps and decisions in a process

Gantt Chart

Bar chart showing project tasks scheduled along a horizontal timeline

PERT Chart

Network diagram for complex projects tracking events activities time and critical path

Critical Path

The longest time-consuming sequence of dependent activities in a project network

Fishbone Diagram

Root cause analysis tool organizing potential causes of a problem along branch lines

Pareto Analysis

Quality decision tool applying the 80/20 rule to focus on vital few problems

Control Chart

Statistical graph monitoring process performance against upper and lower quality limits

Span of Management

The number of direct subordinates a manager can effectively supervise

Authority

The legitimate right of a manager to make decisions and direct others

Responsibility

The obligation to perform assigned tasks and duties

Delegation

Transferring authority and responsibility for specific tasks to lower-level staff

Flat Organizational Structure

Wide span of control with few management levels and decentralized decisions

Tall Organizational Structure

Narrow span of control with many hierarchy levels and centralized decisions

Line Position

Role directly in the chain of command contributing to core organizational goals

Staff Position

Role providing specialized advice legal expertise or HR support to line positions

Maslow's Hierarchy of Needs

Motivation model progressing from physiological to self-actualization needs

Herzberg's Two-Factor Theory

Splits job factors into hygiene dissatisfiers and motivator satisfiers

Expectancy Theory

States motivation depends on expected effort-performance and reward outcomes

Attribution Theory

Explains motivation based on how individuals attribute successes or failures

Alderfer's ERG Theory

Simplifies human needs into Existence Relatedness and Growth categories

McClelland's Acquired Needs Theory

Identifies achievement affiliation and power as key motivators

Positive Reinforcement

Adding a desirable stimulus to increase the frequency of a behavior

Negative Reinforcement

Removing an unpleasant stimulus to increase the frequency of a behavior

Positive Punishment

Adding an unpleasant outcome to decrease the frequency of a behavior

Negative Punishment

Removing a pleasant stimulus to decrease the frequency of a behavior

Theory X

Assumes employees dislike work avoid responsibility and require strict coercion

Theory Y

Assumes employees are self-motivated creative and enjoy taking responsibility

Theory Z

Japanese-inspired style emphasizing employee loyalty job security and group consensus

Hawthorne Effect

Increase in worker productivity caused by the awareness of being observed

Pygmalion Effect

Phenomenon where high expectations from leaders lead to improved performance

Great Man Theory

Assumes leadership capabilities are innate qualities that people are born with

Trait Theory

Focuses on identifying specific natural personality characteristics of effective leaders

Behavioral Leadership Theory

Holds that leadership skills are learned through environmental conditioning

Transactional Leadership

Focuses on supervision structure routine and a system of rewards and punishments

Transformational Leadership

Inspires and motivates employees through shared vision and positive relationships

Contingency Leadership Theory

States effective leadership style depends on matching the specific situation

Scientific Management

Frederick Taylor's approach to optimizing workflow productivity through task analysis

Administrative Management Theory

Henri Fayol's framework of management functions and organizational principles

Bureaucratic Management

Max Weber's model emphasizing formal hierarchy strict rules and impersonality

Human Relations Theory

Elton Mayo's approach emphasizing social workplace factors and group dynamics

Impoverished Management

Blake Mouton grid style with low concern for both people and production

Produce or Perish Management

Blake Mouton grid style with high concern for production and low concern for people

Middle-of-the-Road Management

Blake Mouton grid style balancing medium concern for people and production

Country Club Management

Blake Mouton grid style with high concern for people and low concern for production

Team Management

Blake Mouton grid style with high concern for both people and production

Conceptual Skills

Ability to think abstractly understand complex relationships and see the big picture

Human Skills

Ability to work effectively communicate and build relationships with people

Technical Skills

Hands-on proficiency in specific methods techniques and operational processes

Mintzberg's Interpersonal Roles

Managerial roles including Figurehead Leader and Liaison

Mintzberg's Informational Roles

Managerial roles including Monitor Disseminator and Spokesperson

Mintzberg's Decisional Roles

Managerial roles including Entrepreneur Disturbance Handler Resource Allocator and Negotiator

ADKAR Model

Change management framework covering Awareness Desire Knowledge Ability and Reinforcement

Kotter's 8-Step Change Model

Sequential process for leading organizational transformation from urgency to cultural anchoring

Autocratic Leadership

Centralized style where the leader dictates decisions with minimal employee input

Democratic Leadership

Participative style involving employees in decision-making and open discussion

Delegative Leadership

Hands-off style allowing employees autonomy to make operational decisions

Bureaucratic Leadership

Rigid style strictly enforcing company rules standard procedures and chain of command

Consultative Leadership

Style seeking feedback from expert staff before the leader makes final decisions

Pacesetting Leadership

Style setting exceptionally high performance standards and leading by example

Affiliative Leadership

Style focusing on team harmony emotional bonds and praise

Emotional Intelligence

Ability to perceive understand manage and regulate emotions effectively

Repression

Unconsciously pushing disturbing memories or thoughts out of awareness

Denial

Refusing to acknowledge painful reality or obvious facts

Projection

Attributing one's own unwanted thoughts or feelings onto another person

Displacement

Shifting negative emotions from the original source to a safer target

Regression

Reverting to behaviors from an earlier developmental stage under stress

Sublimation

Rechanneling unacceptable impulses into socially acceptable activities

Rationalization

Creating plausible justifications to explain away questionable behavior