Management Reviewer

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50 Terms

1

Frank and Lilian Gilbreth

Studied work to eliminate inefficient hand and body motions.

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2

Microchronometer

Device invented by the Gilbreths that recorded a worker's motions and the time spent on each motion.

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3

Therbligs

Classification scheme devised by the Gilbreths to label 17 basic hand motions.

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4

Henri Fayol

French businessman who proposed that all managers perform five functions: planning, organizing, commanding, coordinating, and controlling.

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5

14 Principles of Management

Fundamental rules developed by Henri Fayol that can be applied to all organizational situations.

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6

Bureaucracy

Ideal type of organization characterized by division of labor, a clearly defined hierarchy, detailed rules, and impersonal relationships according to Max Weber.

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7

Management

The process of designing and maintaining an environment for individuals to efficiently accomplish selected goals.

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8

Adam Smith

Scottish economist known as the 'Father of Economics' who advocated for the division of labor to increase productivity.

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9

Division of labor

Breaking down jobs into narrow and repetitive tasks to enhance productivity.

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10

Scientific Management Theory

Approach that uses the scientific method to determine the best way to perform jobs.

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11

Fredrick Winslow Taylor

Father of Scientific Management, known for applying scientific methods to improve production efficiency.

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12

Cooperation with workers

Key principle of Taylor's management approach to ensure work aligns with developed scientific principles.

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13

Quantitative Approach

Management approach using quantitative techniques to improve decision-making.

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14

Behavioral Approach

Field of study that researches the actions of people at work, emphasizing the importance of human behavior.

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15

Contingency Approach

Management approach asserting that organizations require different management systems based on their unique situations.

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16

Manager

A person responsible for overseeing the activities of others in an organization.

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17

Essential functions of management

Planning, organizing, leading, controlling, staffing, and directing.

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18

Planning

The choice of objectives and the means to achieve them in an organization.

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19

Organizing

The process of arranging various activities and resources to achieve objectives.

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20

Leading

Working with and through people to accomplish organizational goals.

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21

Controlling

Monitoring performance and taking corrective actions to ensure goals are met.

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22

Staffing

Recruitment, selection, and development of human resources in an organization.

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23

Directing

Influencing and communicating with subordinates toward organizational goals.

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24

Henry Mintzberg

Management researcher who studied managerial roles and behaviors.

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25

Interpersonal Roles

Roles involving interaction with people both inside and outside the organization.

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26

Informational Roles

Roles involving the collection and dissemination of information.

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27

Decisional Roles

Roles entailing making decisions or choices in an organization.

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28

Technical Skills

Job-specific knowledge and techniques required to proficiently perform tasks.

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29

Human Skills

Ability to work well with others and get the best out of people.

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30

Conceptual Skills

Ability to understand complex situations and visualize the organization as a whole.

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31

Ethics

Code of moral principles that sets standards of good and bad behavior.

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32

Ethical Behavior

Behavior that is considered good and right according to moral codes.

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33

Code of Ethics

Set of guidelines outlining expected behavior within an organization.

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34

Discrimination

Unfair treatment of a candidate based on non-job relevant criteria like race or gender.

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35

Sexual Harassment

Inappropriate comments or actions regarding sexuality that make coworkers uncomfortable.

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36

Conflicts of Interest

Situations where personal interests can interfere with professional obligations.

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37

Customer Confidence

Trust gained from protecting privileged information regarding customers.

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38

Corporate Social Responsibility (CSR)

Management concept integrating social and environmental concerns in business operations.

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39

Green Management

Management approach that considers the impact of the organization on the natural environment.

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40

Planning Benefits

Provides direction, reduces uncertainty, minimizes waste, and establishes goals.

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41

Goals

Statements about desired end states expressed in general terms.

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42

Objectives

Specific and measurable statements about desired accomplishments.

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43

Strategic Planning

High-level planning that outlines long-term goals for an organization.

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44

Operational Planning

Planning that focuses on the day-to-day functions of an organization.

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45

Organizational Structure

System of tasks, workflows, and communication channels in an organization.

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46

Departmentalization

Process of grouping people and jobs into work units.

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47

Matrix Structure

Combines functional and divisional approaches, emphasizing project teams.

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48

Leadership Definition

The art of motivating a group to act toward achieving a common goal.

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49

Classic Leadership Styles

Includes autocratic, laissez-faire, and democratic styles of leading.

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50

Transformational Leadership

Encourages pushing toward new strategies and ways of thinking.

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