Chapter 2 - Management Theory Flashcards

Vocabulary practice flashcards generated from Chapter 2 Management Theory study tools, covering prominent management figures, major theoretical viewpoints, and core terminology.

Frederick Winslow Taylor

Scientific management; efficiency/labor productivity; performance goals; differential-rate system; precise procedures.

The Gilbreths

Scientific management; time-and-motion studies; 17 basic motions; eliminate unnecessary movement; reduce fatigue.

Charles Clinton Spaulding

Administrative management; Father of African-American Management; eight necessities; family/community; authority, division of labor, capital, budgeting, teamwork.

Henri Fayol

Administrative management; entire organization; five functions: planning, organizing, commanding, coordinating, controlling; unity of command, division of work, unity of direction, scalar chain.

Max Weber

Administrative management; rational bureaucracy; hierarchy; formal rules; division of labor; impersonality; merit-based careers.

Hugo Munsterberg

Early behaviorism; father of industrial psychology; match people to jobs; psychological conditions for best work; influence employees.

Mary Parker Follett

Early behaviorism; organizations as communities; manager-worker discussion to resolve conflict; workers with relevant knowledge control work process.

Elton Mayo

Hawthorne effect; employees may work harder with added attention and belief that managers care; behavioral/social drivers of productivity.

Abraham Maslow

Human relations movement; hierarchy of needs; innate needs must be satisfied before fullest potential.

Douglas McGregor

Human relations movement; Theory X vs. Theory Y; different assumptions about human nature/workers.

Theory

A framework that organizes knowledge and guides action.

Scientific management

Use scientific study to find efficient ways to perform work.

Administrative management

Manage/structure the organization as a whole.

Behavioral viewpoint

Understand human behavior and motivate employees.

Quantitative management

Use quantitative techniques such as statistics and computer simulations.

Operations management

Manage activities such as scheduling, production, services, facilities, inventory, and supply chain.

Evidence-based management

Use the best evidence and scientific method to make rational decisions.

System

Interrelated parts functioning as a whole toward a common purpose.

Subsystem

A connected part of a larger system.

Synergy

The whole is greater than the sum of its parts.

Open system

Continually interacts with its environment.

Closed system

Has little interaction with its environment.

Complexity theory

Complex systems contain many interdependent parts following interacting rules.

Contingency viewpoint

Management approach should vary with the individual and environmental situation.

Learning organization

Creates/acquires, transfers, and uses knowledge by modifying behavior.

High-performance work practices

HR practices fostering employee development/well-being through ability, motivation, and opportunity.

Sustainable development

Meet present needs without compromising future generations' ability to meet theirs.

Classical viewpoint

Focuses on how work and organizations can be efficient and structured.

Systems viewpoint

Focuses on how interconnected parts work together as a whole.

Hawthorne effect

The principle that employees may work harder with added attention and the belief that managers care about their welfare.