Introduction to Management Flashcards

Vocabulary flashcards based on the introductory lecture on management history, classical and human relations schools, contingency theories, and modern paradigms.

Management

The process that begins when several people work together to achieve a common goal, involving coordination, problem-solving, planning, and resource allocation.

Proto-management

Practices of organising, recording and directing work before management became a formal discipline or field of study.

Ancient Egypt (Proto-management)

Early management practices involving the division of tasks, estimation of daily work, and tracking of food quantities.

Marco Polo (Proto-management)

An early example of management decision-making influenced by enemies, obstacles, and the external environment.

Production de vin (Proto-management)

Early management practice of deciding what to produce and when, while considering operational constraints such as alcohol content.

China (Proto-management)

Early administrative practices based on formal rules, economic administration, and civil service examinations.

Inca Empire (Proto-management)

The use of quipus (knotted cords) to quantify, record, and organise administrative information.

Quipus

Knotted cords used in the Inca Empire to quantify and organise information.

Adam Smith

Author of The Wealth of Nations (1776) who articulated the principles of division of labour and specialisation to increase worker productivity.

Division of labour

Division of the production process into specialised tasks performed by different people.

Frederick W. Taylor

Classical management thinker behind Scientific management who sought to find the 'one best way' to perform a task.

Scientific management

An approach that improves productivity by scientifically studying tasks and work methods, selecting and training workers, and separating planning from execution.

Frank & Lillian Gilbreth

Classical theorists associated with time and motion studies to improve efficiency, with Lillian Gilbreth focused on reducing waste in work processes.

Henri Fayol

Classical management pioneer who defined the functional roles of management (POCCC) and underlying administrative principles.

POCCC

Henri Fayol's framework for management functions: Plan, Organise, Command, Coordinate, and Control.

Unity of command

A management principle stating that a worker should receive instructions from only one superior.

Esprit de corps

A management principle emphasizing the encouragement of team spirit, unity, and harmony within an organisation.

Max Weber

Sociologist who described bureaucracy as an 'ideal type' of rational and structured organisation.

Bureaucratie

Organisation based on division of labour, hierarchy, formal rules, and impersonal decisions.

Human relations school

An approach that reacts to an overly mechanistic view of work and emphasises social relations, motivation and human needs.

Elton Mayo

Researcher who conducted the Hawthorne studies (1920s–1930s), demonstrating the significance of social factors and informal groups in the workplace.

Hawthorne effect

The possibility that people change their behaviour because they know they are being observed.

Mary Parker Follett

Human relations theorist who viewed leadership as influence rather than mere command, distinguishing between 'power with' and 'power over'.

'Power with'

A concept of leadership introduced by Mary Parker Follett defined by cooperation and shared action.

'Power over'

A concept introduced by Mary Parker Follett representing coercive control exercised over others.

Abraham Maslow

Psychologist who formulated the Hierarchy of Needs (1943), consisting of five levels of human needs that can overlap.

Physiological needs

Level 1 of Maslow's hierarchy: Basic physical needs such as food, water, and rest.

Safety needs

Level 2 of Maslow's hierarchy: Security and stability, including financial security.

Social needs

Level 3 of Maslow's hierarchy: Relationships, affection, and belonging.

Esteem needs

Level 4 of Maslow's hierarchy: Self-esteem, recognition, and pride.

Self-actualisation

Level 5 of Maslow's hierarchy: Developing skills and fulfilling one's potential.

Douglas McGregor

Theorist who proposed Theory X and Theory Y, representing two opposing sets of assumptions about worker motivation and behavior.

Theory X

The assumption that workers inherently dislike work and need close control and supervision.

Theory Y

The assumption that workers can enjoy work, seek responsibility, and exercise self-direction.

Quantitative approach

Use of mathematics and numerical data to solve problems, make decisions and allocate resources.

Systems theory

The organisation is an open system made up of interdependent parts that interact with the environment.

Contingency theory

There is no single best way to manage: the most suitable approach depends on the situation and context.

Burns & Stalker

Theorists who identified that stable environments suit mechanistic structures, whereas changing/innovative environments require organic structures.

Mechanistic structure

An organisational structure defined by formal roles, hierarchy, and strict procedures, suited for stable environments.

Organic structure

An organisational structure defined by flexibility, adaptation, and reduced rigidity, suited for dynamic environments.

Joan Woodward

Researcher who demonstrated that production technology (custom, mass, process production) strongly influences organisational structure.

Algorithmic management

A 2010s trend using data and automated algorithms to coordinate and control work processes.