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Frank and Lilian Gilbreth
Studied work to eliminate inefficient hand and body motions.
Microchronometer
Device invented by the Gilbreths that recorded a worker's motions and the time spent on each motion.
Therbligs
Classification scheme devised by the Gilbreths to label 17 basic hand motions.
Henri Fayol
French businessman who proposed that all managers perform five functions: planning, organizing, commanding, coordinating, and controlling.
14 Principles of Management
Fundamental rules developed by Henri Fayol that can be applied to all organizational situations.
Bureaucracy
Ideal type of organization characterized by division of labor, a clearly defined hierarchy, detailed rules, and impersonal relationships according to Max Weber.
Management
The process of designing and maintaining an environment for individuals to efficiently accomplish selected goals.
Adam Smith
Scottish economist known as the 'Father of Economics' who advocated for the division of labor to increase productivity.
Division of labor
Breaking down jobs into narrow and repetitive tasks to enhance productivity.
Scientific Management Theory
Approach that uses the scientific method to determine the best way to perform jobs.
Fredrick Winslow Taylor
Father of Scientific Management, known for applying scientific methods to improve production efficiency.
Cooperation with workers
Key principle of Taylor's management approach to ensure work aligns with developed scientific principles.
Quantitative Approach
Management approach using quantitative techniques to improve decision-making.
Behavioral Approach
Field of study that researches the actions of people at work, emphasizing the importance of human behavior.
Contingency Approach
Management approach asserting that organizations require different management systems based on their unique situations.
Manager
A person responsible for overseeing the activities of others in an organization.
Essential functions of management
Planning, organizing, leading, controlling, staffing, and directing.
Planning
The choice of objectives and the means to achieve them in an organization.
Organizing
The process of arranging various activities and resources to achieve objectives.
Leading
Working with and through people to accomplish organizational goals.
Controlling
Monitoring performance and taking corrective actions to ensure goals are met.
Staffing
Recruitment, selection, and development of human resources in an organization.
Directing
Influencing and communicating with subordinates toward organizational goals.
Henry Mintzberg
Management researcher who studied managerial roles and behaviors.
Interpersonal Roles
Roles involving interaction with people both inside and outside the organization.
Informational Roles
Roles involving the collection and dissemination of information.
Decisional Roles
Roles entailing making decisions or choices in an organization.
Technical Skills
Job-specific knowledge and techniques required to proficiently perform tasks.
Human Skills
Ability to work well with others and get the best out of people.
Conceptual Skills
Ability to understand complex situations and visualize the organization as a whole.
Ethics
Code of moral principles that sets standards of good and bad behavior.
Ethical Behavior
Behavior that is considered good and right according to moral codes.
Code of Ethics
Set of guidelines outlining expected behavior within an organization.
Discrimination
Unfair treatment of a candidate based on non-job relevant criteria like race or gender.
Sexual Harassment
Inappropriate comments or actions regarding sexuality that make coworkers uncomfortable.
Conflicts of Interest
Situations where personal interests can interfere with professional obligations.
Customer Confidence
Trust gained from protecting privileged information regarding customers.
Corporate Social Responsibility (CSR)
Management concept integrating social and environmental concerns in business operations.
Green Management
Management approach that considers the impact of the organization on the natural environment.
Planning Benefits
Provides direction, reduces uncertainty, minimizes waste, and establishes goals.
Goals
Statements about desired end states expressed in general terms.
Objectives
Specific and measurable statements about desired accomplishments.
Strategic Planning
High-level planning that outlines long-term goals for an organization.
Operational Planning
Planning that focuses on the day-to-day functions of an organization.
Organizational Structure
System of tasks, workflows, and communication channels in an organization.
Departmentalization
Process of grouping people and jobs into work units.
Matrix Structure
Combines functional and divisional approaches, emphasizing project teams.
Leadership Definition
The art of motivating a group to act toward achieving a common goal.
Classic Leadership Styles
Includes autocratic, laissez-faire, and democratic styles of leading.
Transformational Leadership
Encourages pushing toward new strategies and ways of thinking.