Organization and Management Vocabulary Flashcards

Comprehensive vocabulary flashcards covering basic principles, modern and classical theories, planning tools, decision-making models, and organizational structures from the SEINORM lecture notes.

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.

Management (Mary Parker Follett)

The art of getting things done through people.

Efficiency

Doing things right; completing a task or project correctly using minimum time and resources.

Effectiveness

Doing the right things; accomplishing the correct tasks to achieve the desired project outcome or organizational goals.

Planning

The management function that involves deciding in advance what should be done, how it should be done, when it should be done, and who should do it.

Organizing

The management function that involves arranging resources and assigning tasks so that organizational goals can be achieved efficiently and effectively.

Staffing

The management function that involves recruiting, selecting, training, and developing employees.

Leading (Directing)

The management function that involves motivating and guiding employees.

Controlling

The management function that involves monitoring performance and taking corrective action when necessary.

Universal Process Approach

A management approach stating that all organizations are managed in basically the same way through planning, organizing, leading, and controlling, regardless of their specific goals.

Administrative Management Theory

Henri Fayol's theory proposing that managers perform specific functions to improve organizational performance and follow a universal basic process.

Operational Approach

A management approach focusing on improving organizational performance by increasing efficiency, reducing waste, and enhancing quality using systematic, technical, and data-based methods.

Scientific Approach

Frederick W. Taylor's approach based on the primary idea that 'there is a best way to perform a task' using standardized methods and scientific worker selection.

Work Movements Approach (Motion Study)

Lilian and Frank Gilbreth's method of analyzing and improving work movements using motion pictures to simplify tasks and increase efficiency.

Schedule Approach (Gantt Chart)

Henry L. Gantt's management tool designed to plan, schedule, and track work activities on a visual timeline to monitor progress and identify bottlenecks.

Behavioral Approach

Elton Mayo's approach recognizing that employees are mainly motivated by social relationships and that productivity improves through employee satisfaction and recognition.

Maslow's Hierarchy of Needs

A theory stating that people are motivated to satisfy needs from basic to higher levels: Physiological, Safety, Social, Esteem, Self-Actualization, and Self-transcendence.

Contingency Theory

A modern management theory asserting that there is no single best way to manage, and decisions depend on the specific situation, environment, technology, and organizational needs.

Total Quality Management (TQM)

A modern management approach that focuses on continuous improvement, customer satisfaction, and employee participation.

Vision Statement

A statement describing the desired future of an organization that answers the question: 'What do we want to become?'

Mission Statement

A statement explaining an organization's purpose, unique identity, and reason for existence, answering the question: 'Why do we exist?'

Goals

Broad outcomes that an organization seeks to achieve.

Objectives

Specific and measurable targets needed to achieve broader organizational goals.

SMART Framework

An acronym representing criteria for effective objectives: Specific, Measurable, Achievable, Relevant, and Time-bound.

Informed Planning

The practice of using detailed information and analysis, such as SWOT and PESTEL tools, before finalizing plans or decisions.

SWOT Analysis

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

PESTEL Analysis

An analytical tool used to examine external macro-environmental factors affecting an organization.

Strategic Plans

Long-term plans established by top-level management that determine the overall direction of the organization.

Tactical Plans

Department-level plans overseen by middle management that directly support strategic plans.

Operational Plans

Day-to-day plans managed by first-line management to direct routine daily activities.

Contingency Plans

Backup plans prepared in advance to address potential emergencies or sudden situational changes.

Brainstorming

A qualitative planning technique focused on generating a large volume of ideas from a group.

Nominal Group Technique

A qualitative planning technique where members give individual inputs based on an agenda while restricting personal discussion to minimize conflict.

Delphi Technique

A qualitative planning technique that collects expert opinions anonymously to reach a consensus.

Forecasting

A quantitative planning tool used to predict future trends based on data.

Cost-Benefit Analysis

A quantitative tool that systematically compares costs against expected financial or operational benefits.

Decision Tree

A quantitative tool using graphical models to show potential decision paths and weigh alternative solutions.

Decision Making

The process of making choices by identifying a decision, gathering information, and assessing alternative resolutions.

Rational Decision Model

A precise, analytical, step-by-step decision-making process based on facts, data, and structured analysis.

Intuitive Decision Model

A quick decision-making process relying on judgment, experience, values, and instincts ('gut feel') rather than extensive analysis.

Predisposed Decision Model

A decision-making approach where alternatives are evaluated only until a satisfactory solution is found, at which point searching stops.

Programmed Decision

A routine and repetitive decision made using established procedures.

Non-Programmed Decision

A unique and complex decision requiring custom problem-solving.

Classical Theory of Organizing

A theory from the Industrial Revolution emphasizing clear organizational structure, division of labor, authority, rules, and hierarchy to maximize productivity.

Neoclassical Theory of Organizing

A theory originating from the Hawthorne Studies by Elton Mayo emphasizing human behavior, motivation, social relationships, and communication in the workplace.

Systems Theory

Ludwig von Bertalanffy's framework viewing an organization as a unified system of interrelated parts where changes in one part impact the entire system.

Organizational Design

The process of planning how a company is structured, including identifying tasks, grouping them, assigning roles, defining relationships, and forming departments.

Organizational Structure

The actual setup showing how people, departments, and positions connect, as well as how authority, communication, and responsibility flow.

Work Specialization

The practice of dividing work into smaller tasks so employees focus on specific responsibilities.

Departmentalization

Grouping similar jobs into smaller, manageable units to assign responsibilities, establish authority, and coordinate work.

Chain of Command

An structural element showing who reports to whom and how authority flows through the organization.

Span of Control

The number of direct employees or subordinates a manager can supervise.

Degree of Centralization

The extent to which decision-making authority is concentrated at top management.

Simple Organizational Structure

A structure typical in small businesses where the owner holds most authority and makes decisions quickly.

Functional Grouping

An organizational structure where employees are grouped based on specific duties, skills, or job types, such as finance or marketing.

Product-based Divisional Grouping

A structure where separate divisions focus on specific products or product lines, enabling product specialization.

Flat Organizational Structure

A structure with few levels of management, promoting faster communication and decision-making but potentially burdening managers with large spans of control.

Tall Organizational Structure

A structure with many management levels, offering clear chains of command and close supervision, but leading to slower communication and bureaucracy.

Formal Organization

The official structure established by management, including official departments, positions, and organizational charts, to maintain order.

Informal Organization

The natural social relationships, friendship groups, and peer support networks that develop spontaneously among employees.

Authority

The right to give orders and make decisions within an organization.

Responsibility

The duty or obligation to perform assigned tasks.

Delegation

The process of assigning authority and responsibility to subordinates to accomplish tasks.

Coordination

The process of harmonizing activities and efforts across different departments and individuals toward a common goal.