Chapter 2: Management Theory - Vocabulary

Vocabulary flashcards covering essential terms and definitions from the lecture notes on management theory.

Scientific Management

Pioneered by Frederick Taylor; studied tasks scientifically, selected and trained workers, provided incentives, and planned work methods using scientific principles.

Taylor's Four Principles

Evaluate tasks scientifically; select workers with right abilities; train/incentivize; plan methods using scientific principles.

Frederick Taylor

Developer of scientific management; emphasized efficiency through systematic study of work.

Gilbreths' Motion Study

Identified 17 basic motions; eliminated unnecessary motions to reduce fatigue and increase efficiency.

Administrative Management

Pioneered by Spaulding, Fayol, and Weber; focused on organization structure, management functions, and bureaucratic design.

Spaulding

Charles Clinton Spaulding; stressed authority, division of labor, capital, budgeting, cooperation; enriching lives of organization and community.

Fayol

Henri Fayol; identified major management functions: planning, organizing, leading, controlling, coordinating.

Weber

Max Weber; advocated bureaucracy: hierarchy, division of labor, formal rules and procedures.

Classical Viewpoint

Early management perspectives; often mechanistic and task-focused; criticized for ignoring human needs.

Behavioral Viewpoint

Focus on human behavior; includes behaviorism, human relations, and behavioral science.

Follett

Mary Parker Follett; viewed organizations as communities; conflicts resolved through dialogue; workers should control processes; managers as facilitators.

Mayo

Elton Mayo; Hawthorne Studies showed attention and care increased productivity (Hawthorne Effect).

Hawthorne Effect

Productivity increased when workers received attention and perceived management care.

Maslow

Abraham Maslow; hierarchy of needs explains worker motivation and development.

McGregor

Douglas McGregor; Theory X vs Theory Y about managers’ assumptions of workers.

Theory X

Pessimistic view; workers are lazy, irresponsible, and must be directed.

Theory Y

Optimistic view; workers are self-motivated, responsible, and creative.

Behavioral Science Approach

Uses psychology, sociology, anthropology, and economics to develop theories and practical tools.

Operations Management

Planning, scheduling, designing services/products, locating facilities, and managing inventories; oversees the supply chain.

Evidence-Based Management

Decision-making based on hard data and facts; rejects myths and unverified beliefs.

Systems Viewpoint

Organizations are systems of interrelated parts that operate within a larger environment.

Closed System

Interacts minimally with the environment; limited external input.

Open System

Continuously interacts with the environment; can generate synergy.

Contingency Viewpoint

There is no one-best way to manage; approaches depend on people and the situation.

Learning Organization

An agile, innovative organization that creates, transfers, and modifies knowledge; emphasizes knowledge flow and behavior change.

High-Performance Work Practices

Systems that build KSAs, motivation, decision-making empowerment, and accountability.

Shared Value and Sustainable Development

Focus on environmental and social costs; meeting present needs without compromising future generations.

Drucker Principles

Key ideas: workers as assets; the corporation as a community; there is a customer; institutionalized practices over charismatic leaders.

Contemporary Approaches Summary

Learning organization; high-performance work practices; shared value and sustainable development.