Introduction to Management Principles and Evolution

Vocabulary flashcards based on lecture notes covering management definitions, characteristics, historical evolution, theoretical schools of thought, and organizational systems.

Organization

A place where a group of people work together to achieve a desired outcome or goal.

Goal

A future condition or perspective where an organization tries to reach.

Management

A process by which people plan, organize, lead, direct, and control organizational resources to achieve the desired outcome.

Management as a Science

A perspective of management that studies factual information to make decisions.

Management as an Art

The ways or means to act upon or perform effectively to achieve a desired outcome based on factual information.

Craft Method

A work method observed by Adam Smith where one person is involved from the beginning of an operation through the entire process to deliver the final product.

Factory Method

A work method observed by Adam Smith where a group of people are given individual specialized tasks on an assembly line.

Adam Smith

An eighteenth-century management thinker who observed craft and factory methods and proposed breaking a complete work into distinct tasks assigned to trained individuals.

Frederick Taylor

An eighteenth-century thinker who sharpened scientific management principles by focusing on task standardization, performance assessments, and hiring the right person for the right job.

Administrative Management

A management theory supported by Max Weber that defined bureaucratic principles of working to make organizations more effective.

Max Weber

A management thinker who advocated bureaucratic principles including written rules, hierarchy, management authority, and fair performance rewards.

Authority

The power given to a manager to guide employees, confront non-performers, check performance, issue warnings, and assign tasks.

Line of Authority

An organizational structure created by defined positions and profiles where every employee clearly knows whom they report to.

Division of Labor

Henry Fuehl's principle of categorizing job functions into departments and assigning profiles based on trade, qualification, interest, and experience.

Unity of Command

Henry Fuehl's principle requiring a clear reporting authority so that each employee knows whose orders to follow.

Centralization

Henry Fuehl's principle proposing that decision-making authority is retained by top or central management.

Unity of Direction

Henry Fuehl's principle stating that an organization should set clear guidelines where one plan or idea is executed by all employees.

Initiative

Henry Fuehl's ninth principle, encouraging employees to use their in-depth knowledge of the system to suggest effective organizational improvements.

Spirit the Corpse

Henry Fuehl's fourteenth principle (esprit de corps), focusing on group dynamism where employees work together for a common goal.

Behavioral Management Theory

A management theory that studies organizational behavior, group dynamism, and the workplace conditions under which employees perform best.

Hodden Effect

A behavioral study phenomenon showing that employee performance increased due to attention, cohesiveness, and group dynamism rather than physical illumination level changes.

Theory X

A management perspective holding that employees will not work unless constantly monitored, watched, and directed using authoritative controls.

Theory Y

A management perspective asserting that employees understand their tasks once trained and require supportive guidance rather than continuous monitoring or punishment.

William Auchi

A management theorist who studied differences in work culture between the USA and Japan to formulate Theory Z.

Theory Z

A management theory formulated by William Auchi combining American managerial style with Japanese employee commitment to organizational goals.

Quantitative Management

A branch of management science that quantifies inputs, parameters, and performances to evaluate cost, pricing, and strategic options.

Total Quality Management

A management science approach designed to evolve the system as a whole, minimizing waste and damage while building positive customer perception.

Management Information System

An operational tool in management science used to acquire, process, and translate data into actionable organizational performance and strategic decisions.

Open System

An organizational perspective that adapts to external macro-environmental changes, political systems, legal policies, economic factors, and feedback.