Organization and Management Review

Comprehensive vocabulary flashcards covering the fundamental concepts of management, evolution of management theories, and planning techniques based on the lecture handout.

Organization

A group of people working together in a structured way to achieve common goals and objectives.

Management

The process of planning, organizing, leading, and controlling the activities of people and other resources to achieve organizational goals efficiently and effectively; described by Mary Parker Follett as "the art of getting things done through people."

Efficiency

Doing things right, which involves completing a project using minimum time and resources.

Effectiveness

Doing the right things, which involves achieving the desired project outcome or accomplishing the correct tasks.

Planning

Deciding in advance what to do, when to do it, how to do it, and who will do it; considered the first function of management.

Organizing

The management function that involves arranging resources and assigning tasks, such as assigning teachers to subject areas.

Staffing

The management function involving recruiting, selecting, training, and developing employees.

Leading (Directing)

The management function involving motivating and guiding employees toward achieving objectives.

Controlling

The management function involving monitoring performance and taking corrective action to check whether targets are achieved.

Universal Process Approach

The theory that all organizations are managed in basically the same way, regardless of their different goals, involving planning, organizing, leading, and controlling.

Administrative Management Theory

A theory by Henri Fayol suggesting managers perform specific functions and follow $14$ Principles of Management to serve as guidelines for effective management.

Scientific Approach

A management method by Frederick W. Taylor based on the idea that "There is a best way to perform a task" through standardized methods and scientific selection of workers.

Work Movements Approach (Motion Study)

Developed by Lilian and Frank Gilbreth, this method analyzes and improves work movements to increase efficiency, often using motion pictures.

Gantt Chart

A tool created by Henry L. Gantt to help plan, schedule, and track work activities on a timeline, helping to monitor progress and identify bottlenecks.

Behavioral Approach

An approach by Elton Mayo recognizing that employees are motivated by social relationships, satisfaction, and recognition.

Maslow's Hierarchy of Needs

A motivation theory identifying five levels of needs: ($1$) Physiological, ($2$) Safety, ($3$) Social, ($4$) Esteem, and ($5$) Self-Actualization (and modernly, Self-transcendence).

Contingency Theory

A modern approach stating there is no single best way to manage, as decisions depend on the situation, environment, technology, and organizational needs.

Total Quality Management (TQM)

A management approach focusing on continuous improvement, customer satisfaction, and employee participation.

Vision

A statement describing the desired future of an organization, answering "What do we want to become?"

Mission

A statement explaining the organization's purpose and reason for existence, answering "Why do we exist?"

SMART Objectives

Targets that are Specific, Measurable, Achievable, Relevant, and Time-bound.

SWOT Analysis

A planning tool used to evaluate internal Strengths and Weaknesses, as well as external Opportunities and Threats.

PESTEL Analysis

A tool that examines external factors affecting an organization: Political, Economic, Social, Technological, Environmental, and Legal.

Strategic Plans

Long-term plans that determine the overall direction of the organization, usually the responsibility of Top-Level Management.

Tactical Plans

Plans that support strategic plans, often involving department planning by Middle Management.

Operational Plans

Day-to-day plans for routine activities managed by First-Line Management.

Contingency Plans

Backup plans prepared specifically for emergencies or disasters.

Normal Group Technique

A qualitative technique that allows members to give input based on an agenda while restricting personal discussion to minimize conflict.

Delphi Technique

A qualitative technique for collecting expert opinions anonymously to reach a consensus.

Rational Decision Model

A decision-making process where individuals use analysis, facts, and a step-by-step process to produce a fact-based decision.

Intuitive Decision Model

A model where decisions are made quickly with incomplete information, relying on "gut feel," judgment, experience, and instincts.

Predisposed Decision Model

An approach where decision makers identify and evaluate alternatives only until an acceptable solution is found, then stop searching.