Chapter 1 - Management and Supervision

Management

The process of planning, organizing, and leading organizational activities.

Manager

An individual who oversees a business or department.

Leader

An individual who has commanding authority or influence.

Follower

An individual who is in the service of another.

Employee

An individual who works for another person or organization for wages or salary.

Subordinate

An individual in a position of less power or authority than someone else.

Management Theory

A collection of ideas that set forth general rules on how to manage a business or organization.

Scientific Management

A theory focused on studying work processes and improving worker productivity and efficiency.

Frederick Taylor

Father of Scientific Management; introduced time and motion studies.

Taylorism

Taylor's four scientific principles for improving worker efficiency.

Time and Motion Study

Analysis of work tasks to determine the most efficient way to perform them.

Max Weber

Developed Bureaucratic Management Theory.

Bureaucracy Theory

A hierarchical organizational structure designed for efficiency and authority.

Authority

The right to make decisions and take actions necessary to conduct assigned tasks.

Legitimate Authority

The recognized right to exercise power within an organization.

Traditional Authority

Authority accepted because of custom or inheritance.

Rational-Legal Authority

Authority based on formal rules, laws, and positions.

Charismatic Authority

Authority gained through exceptional personality and influence.

Frank and Lillian Gilbreth

Developed micromotion studies and researched worker fatigue.

Micromotion Study

Filming and analyzing workers' movements to improve efficiency.

Fatigue Study

Research aimed at reducing worker fatigue by eliminating unnecessary motions.

Henry Gantt

Created the Gantt Chart and promoted incentive rewards.

Gantt Chart

Bar chart used to plan and monitor projects.

Backcasting

Starting with a desired goal and working backward to identify needed steps.

Administrative Management

Focuses on organizational structure, authority, and division of labor.

Henry Fayol

Developed the 14 Principles of Management.

Five Functions of Management

Planning, organizing, commanding, coordinating, and controlling.

James D. Mooney

Developed six principles of organization and management.

Line Managers

Managers who make work

Staff Managers

Managers who provide advice and support.

Chester Barnard

Identified organizations as social systems.

Acceptance View of Authority

Employees accept authority when requests are understandable and beneficial.

Zone of Indifference

Range in which employees accept orders without questioning them.

Mary Parker Follett

Pioneer of psychosocial management and collaboration.

Togetherness

Follett's concept emphasizing collaboration and group participation.

Power With

Managers work with people rather than over people.

Humanistic Management

Management approach focused on human needs, dignity, and values.

Elton Mayo

Led the Hawthorne Studies.

Hawthorne Studies

Research examining how workplace changes affect productivity.

Abraham Maslow

Developed the Hierarchy of Needs.

Maslow's Hierarchy of Needs

Physiological, Safety, Love/Belonging, Esteem, Self

Douglas McGregor

Developed Theory X and Theory Y.

Theory X

Employees dislike work, need close supervision, authoritarian management.

Theory Y

Employees enjoy work, are self

Authoritarian Management

Manager controls decisions and directs all activities.

Participative Management

Employees actively help make decisions.

Job Enlargement

Adding tasks to a job to reduce monotony and increase flexibility.

William Ouchi

Developed Theory Z.

Theory Z

Blend of Eastern and Western management emphasizing long

Operations Management

Converting labor and resources into goods and services efficiently.

Six Sigma

Process improvement methodology designed to reduce defects and variability.

DMAIC

Define, Measure, Analyze, Improve, Control.

Lean

Process improvement strategy focused on eliminating waste.

Nine Lean Wastes

Overprocessing, Transport, Overproduction, Waiting, Inventory, Motion, Errors, Unneeded Goods/Services, Wasted Human Potential.

Peter Drucker

Father of Modern Management.

Management by Objectives (MBO)

Managers and employees establish common goals together.

Knowledge Worker

Employee whose primary contribution is knowledge and expertise.

Leadership

The activity of guiding a group of people toward a goal.

Trait Theory

Leadership is based on specific personal traits.

Great Man Theory

Effective leaders possess innate leadership qualities.

Behavioral Theory

Leadership effectiveness depends on behaviors rather than traits.

Iowa State Studies

Identified Authoritarian, Democratic, and Laissez

Authoritarian Leader

Makes decisions independently and controls activities.

Democratic Leader

Encourages participation and group decision

Laissez-Faire Leader

Provides minimal direction and allows group autonomy.

Ohio State Studies

Focus on Structure and Consideration dimensions.

Structure

Concern for tasks and work organization.

Consideration

Concern for relationships and people.

Michigan Studies

Found participative leadership to be effective.

Participative Leadership

Employees are involved in decision

Leadership Continuum

Spectrum from autocratic to democratic leadership styles.

Tannenbaum and Schmidt

Developed the Leadership Continuum.

Autocratic Manager

Makes decisions independently and closely controls employees.

Democratic Manager

Shares decision

Managerial Grid

Leadership model based on concern for people and concern for production.

Middle-of-the-Road Leader

Moderate concern for both people and production.

Contingency Theory

Leadership effectiveness depends on the situation.

Fiedler's Contingency Model

Leadership effectiveness depends on leader style and situational control.

Least Preferred Coworker Scale (LPC)

Tool used to identify leadership orientation.

Situational Favorability

Degree of control a leader has over a situation.

Path-Goal Theory

Leaders create paths that help followers achieve goals.

Directive Leadership

Provides specific instructions and expectations.

Supportive Leadership

Provides emotional support and concern.

Participative Leadership (Path-Goal)

Followers participate in decisions affecting their work.

Achievement-Oriented Leadership

Sets challenging goals and encourages high performance.

Victor Vroom and Phillip Yetton

Developed the Normative Decision Model.

Normative Decision Model

Guides decision

Situational Leadership Theory

Leadership style changes based on follower maturity.

Paul Hersey and Ken Blanchard

Developed Situational Leadership Theory.

Follower Maturity

Combination of ability and willingness to perform a task.

Transformational Leadership

Inspires followers to exceed expectations and embrace change.

Idealized Influence

Leaders act as role models; charisma.

Inspirational Motivation

Leaders encourage followers to achieve high expectations.

Intellectual Stimulation

Leaders encourage innovation and problem

Individualized Consideration

Leaders support individual growth and development.

Transactional Leadership

Leadership based on structure, rewards, and performance.

James MacGregor Burns

Identified transformational and transactional leadership.

Bernard Bass

Expanded transformational leadership theory.

Values-Based Leadership

Leadership based on values, principles, and ethics.

Self-Reflection

Evaluating personal and professional values.