Organization and Management: Key Concepts and Theories (Lessons 1-3)

Vocabulary-style flashcards covering core concepts from the lectures on basic concepts, development, theories, roles, levels, and skills in management.

Management

The process of planning, organizing, leading, and controlling the activities of an organization effectively and efficiently to achieve its goals; a continuous process ensuring continuity and growth.

Efficiency

The ability to maximize output with minimum input; doing things right and reducing wasted input.

Effectiveness

The capacity to attain an intended objective or result; doing the right thing to meet goals regardless of input.

Planning (Function of Management)

Setting goals and outlining strategies.

Organizing (Function of Management)

Arranging resources and tasks; coordinating activities and people.

Staffing (Function of Management)

Filling roles based on organizational needs and qualifications.

Leading (Function of Management)

Motivating and guiding team members to achieve goals.

Controlling (Function of Management)

Monitoring performance and making adjustments as needed.

Ancient Practices (Development of Management)

Early contributions from civilizations (Chinese, Greek, Roman, Venetian) that laid groundwork for management thought.

Modern Adaptation to Management

Adapting management to competition, laws, and productivity demands.

Industrial Revolution (Management)

Shift toward efficiency and a structured system in organizations.

Scientific Management Theory

Theory applying scientific methods to redesign work processes to increase efficiency; advocate Frederick W. Taylor.

Administrative Management Theory

Focus on the overall administration of an organization; highlighted by Henri Fayol with five functions and fourteen principles.

Quantitative Management Theory

Uses statistical methods and mathematical models to aid decision-making; includes Management Science and Operations Management.

Quality Management Theory

Emphasizes delivering high-quality products/services through continual evaluation, testing, and improvement (Deming, Kaizen, Poka Yoke).

Human Relations Theory

Emphasizes interpersonal relationships, social factors, and group dynamics in influencing performance; associated with Elton Mayo and Hawthorne Studies.

Theory X

McGregor’s view that workers dislike work and require supervision and control.

Theory Y

McGregor’s view that workers are self-driven and capable, favoring empowering leadership.

Henri Fayol

French industrialist who identified five functions and fourteen principles of management.

Five Functions of Management (Fayol)

Planning, Organizing, Leading/Commanding, Coordinating, Controlling.

Fayol’s 14 Principles of Management

Foundational guidelines for managerial practice, including Division of Work, Authority and Responsibility, Discipline, Unity of Command, Unity of Direction, Centralization, Scalar Chain, Equity, Stability of Tenure, Initiative, Esprit de Corps, Remuneration, Order, and more.

Division of Work

Specialization of tasks to increase productivity.

Authority and Responsibility

Clear authority to give orders with corresponding responsibility.

Discipline

Clear expectations and adherence to rules; fair enforcement.

Unity of Command

An employee reports to one superior to avoid conflicting instructions.

Unity of Direction

One plan of action for a group with the same goals.

Centralization

Concentration of decision-making authority at the top levels.

Scalar Chain

Clear line of authority from top to bottom for communication.

Equity

Fairness and justice in treatment of employees.

Stability of Tenure

Longer tenure and loyalty through stable staffing practices.

Initiative

Encouragement of employees to take initiative in pursuit of organizational objectives.

Esprit de Corps

Promoting team spirit and unity within the organization.

Remuneration

Fair compensation and rewards for directed effort.

Order

Arrangement of resources and tasks to maintain an orderly workplace.

Max Weber and Bureaucracy

Weber’s model of rational, fair administration with formal authority, defined hierarchy, impartial rules, and hiring based on qualifications.

Bureaucracy

Model for rational, efficient administration organized around formal rules and a clear hierarchy.

Hawthorne Studies

Research by Elton Mayo showing the importance of social factors and relationships; led to participative management and improved productivity.

Maslow’s Hierarchy of Needs

Motivational model with levels: Physiological, Safety, Belonging, Esteem, and Self-actualization; higher needs motivate once lower ones are met.

Management Science

Quantitative approach using mathematical models to solve problems and aid decision-making.

Operations Management

Branch of quantitative management focusing on applying models in real workplace settings to improve processes.

Quality Management Theory (Deming, Kaizen, Poka Yoke)

An approach focusing on continuous improvement, quality control, and error prevention to enhance performance.

Kaizen

Continuous improvement in processes and performance.

Poka Yoke

Error-proofing techniques to prevent defects.

Deming

W. Edwards Deming; champion of quality management and statistical controls in postwar Japan.

Management Roles (Mintzberg)

Three groups: Interpersonal (Figurehead, Leader, Liaison), Informational (Monitor, Disseminator, Spokesperson), Decisional (Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator).

Mintzberg’s Managerial Roles

A framework classifying a manager’s roles into interpersonal, informational, and decisional categories.

Conceptual Skills

Strategic thinking and problem-solving abilities used by managers.

Human Skills

Communication, leadership, and motivation abilities.

Technical Skills

Task-specific knowledge and operational expertise.

Levels of Management: Top-Level

Strategic planning, long-term goals, external relations; e.g., CEO.

Levels of Management: Middle-Level

Departmental planning, coordination, problem-solving; e.g., Dean, HR Manager.

Levels of Management: Lower-Level

Frontline, daily operations, direct supervision; e.g., Shift Supervisor.