Management Theory Study Guide Flashcards

Vocabulary flashcards generated from the Management Theory Study Guide transcript, defining core concepts, theories, and leadership/planning styles.

Management

The process of planning, organising, leading and controlling resources to achieve organisational goals efficiently and effectively.

Efficiency

Doing things with minimum waste of time, money and resources.

Effectiveness

Achieving the intended goals.

Planning

Deciding what should be achieved and how.

Organising

Arranging people, tasks and resources.

Leading

Guiding, communicating with and motivating employees.

Controlling

Measuring results and correcting problems.

Top-level management

Senior executives who make major strategic decisions.

Middle-level management

Managers who translate strategy into plans and coordinate departments.

Lower/first-line management

Managers who supervise day-to-day employee activities.

Scientific Management

Frederick W. Taylor's theory focusing on efficiency and productivity, where work is studied scientifically, tasks standardized, workers trained appropriately, and performance rewarded.

Administrative Management

Henri Fayol's theory focused on how managers should organise and manage an entire organisation using 14 principles.

Bureaucratic Management

Max Weber's theory focusing on formal rules, hierarchy, and clearly defined roles based on authority, procedures, and qualifications.

Hawthorne Studies

Studies by Elton Mayo that highlighted the importance of social relationships, attention, group behaviour and employee morale in the workplace.

Maslow's Hierarchy of Needs

Abraham Maslow's theory presenting needs in the order: Physiological → Safety → Love/Belonging → Esteem → Self-actualisation.

Hygiene factors

In Herzberg's Two-Factor Theory, factors such as salary, working conditions, policies and job security whose absence can cause dissatisfaction.

Motivators

In Herzberg's Two-Factor Theory, factors such as achievement, recognition, responsibility and advancement that can increase satisfaction.

Theory X

Douglas McGregor's theory assuming employees tend to avoid work and need close direction/control.

Theory Y

Douglas McGregor's theory assuming employees can be self-directed, responsible and motivated.

Systems Theory

A modern management idea stating an organisation is a system of interconnected parts, where a change in one part can affect other parts.

Contingency Theory

A modern management idea stating there is no single best way to manage, as the appropriate approach depends on the situation, people, task and environment.

Management by Objectives (MBO)

An approach where managers and employees agree on objectives and evaluate performance against those objectives.

Total Quality Management (TQM)

A continuous focus on improving quality, processes and customer satisfaction throughout the organisation.

Autocratic leadership

Leadership style where the leader makes decisions with little employee input.

Democratic leadership

Leadership style where employees participate in decision-making.

Laissez-faire leadership

Leadership style where employees receive substantial freedom to make decisions.

Transformational leadership

Leadership style where the leader inspires people around a vision and encourages change.

Transactional leadership

Leadership style that focuses on performance, rewards and corrective action.

Situational leadership

Leadership style where the approach changes according to the situation and followers' needs.

Expectancy Theory

A motivation theory structured around the sequence: effort → performance → reward.

Equity Theory

A motivation theory based on perceived fairness compared with others.

Strategic planning

Planning that determines long-term direction.

Tactical planning

Planning focused on departmental/mid-term plans.

Operational planning

Planning focused on day-to-day activities.