Introduction to Management

Vocabulary flashcards covering core principles, classical and modern management theories, coordination mechanisms, managerial roles, skills, and competencies based on the lecture notes.

Management

The process of planning, organizing, staffing, directing, and controlling organizational resources to achieve predetermined goals efficiently and effectively.

Management (Henri Fayol)

Defined management as: "To manage is, to forecast and plan, to organize, to command, to coordinate and to control."

Management (Peter F. Drucker)

Defined management as a multipurpose organ that manages a business, manages managers, and manages workers and work.

Management (George R. Terry)

Defined management as a distinct process consisting of planning, organizing, implementing and controlling performed to accomplish stated objectives by the use of people and resources.

Key Elements of Resource Management

A four-part structure of management resources consisting of Human Resources (01), Financial Resources (02), Material Resources (03), and Time Resources (04).

Coordination

The process of integrating and synchronizing the activities of individuals, teams, and departments to achieve common organizational goals efficiently and effectively.

Standard Operating Procedures (SOPs)

Written rules and guidelines that act as a coordination mechanism to help employees perform tasks consistently.

Vertical Coordination

Coordination that occurs between different levels of management (top, middle, and lower levels) to ensure organizational policies and decisions are implemented effectively.

Horizontal Coordination

Coordination taking place between departments or employees working at the same organizational level, such as marketing, finance, and production.

Division of Labour

A concept argued by Adam Smith in his 1776 publication Wealth of Nations (also known as job specialization) that involves breaking down jobs into narrow, repetitive tasks.

Scientific Management

A management approach pioneered by F.W. Taylor (the Father of Scientific Management) based on replacing traditional "rule of thumb" methods with scientifically developed methods, selection, training, and cooperation.

Techniques of Scientific Management

Managerial techniques introduced by Taylor, including time study, motion study, standardization, differential piece-rate system, functional foremanship, and fatigue study.

Administrative Management

An approach created by Henri Fayol that examines management from the perspective of the entire organization, originally defining five functions: Planning, Organizing, Commanding, Coordinating, and Controlling (POCCC).

Fayol's 14 Principles of Management

Fourteen core management principles formulated by Henri Fayol: Division of Work, Authority and Responsibility, Discipline, Unity of Command, Unity of Direction, Subordination of Individual Interest, Remuneration, Centralization, Scalar Chain, Order, Equity, Stability of Personnel, Initiative, and Esprit de Corps.

Bureaucratic Management

A theory developed by Max Weber stating that organizations should operate through a formal structure characterized by clear division of work, formal rules and procedures, hierarchical structure, impersonal relationships, and merit-based selection.

Neo-Classical Theory of Management

A management school developed as a reaction to classical theories, emphasizing that employees are social and psychological beings rather than merely economic beings motivated solely by money.

Hawthorne Studies

Research conducted by Elton Mayo and his colleagues between 1924 and the mid-1930s at Western Electric's Hawthorne plant, demonstrating that social relationships, informal groups, and recognition significantly impact workplace productivity and morale.

Theory X and Theory Y

Two distinct views of human work motivation formulated by Douglas McGregor: Theory X assumes workers dislike work and require strict supervision, while Theory Y assumes workers are self-directed and motivated under proper conditions.

Herzberg's Two-Factor Theory

A workplace motivation theory distinguishing between Hygiene Factors (such as salary, working conditions, and job security) and Motivators (such as achievement, recognition, and growth).

Systems Approach

A modern management approach developed in the 1960s that views an organization as an interconnected system following the model: $\text{Inputs} \rightarrow \text{Transformation Process} \rightarrow \text{Outputs} \rightarrow \text{Feedback}$.

Contingency Approach

A 1960s modern management theory stating that there is no single best way to manage, represented by the relationship: $\text{Management Style} = \text{Situation} + \text{People} + \text{Task} + \text{Environment}$.

Quantitative Approach

A management approach utilizing mathematical and statistical techniques, including linear programming, operations research, forecasting, and decision models, to solve complex managerial problems.

4 Functions Approach

The condensed modern framework of core management functions consisting of Planning, Organizing, Leading, and Controlling.

Henry Mintzberg's Managerial Roles

A 1973 framework identifying ten specific managerial roles grouped into three main categories: Interpersonal (figurehead, leader, liaison), Informational (monitor, disseminator, spokesperson), and Decisional (entrepreneur, disturbance handler, resource allocator, negotiator).

Katz's Managerial Skills

A structural model of management skills proposed by Robert L. Katz comprising Technical Skills (needed most by Lower Level Managers), Human Skills (needed across Middle Level Managers), and Conceptual Skills (needed most by Top Level Managers).

Political Skills

A critical managerial skill defined as building a power base and establishing appropriate connections to secure necessary resources for a group or organization.

Managerial Competency Model

A comprehensive competence diagram outlining five key organizational skill areas: Self-Management, Relationships, Analytical, Leadership, and Management.