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101 M2 Flashcards

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1
Q

Management Theories Timeline

A

ECBQC

  1. EARLY MANAGEMENT
  2. CLASSICAL approach
  3. BEHAVIORAL approach
  4. QUANTITATIVE approach
  5. CONTEMPORARY approach
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2
Q

Foundations of Management Theories

A
  • Classical Viewpoint
  • Humanistic Viewpoint
  • Management Science Viewpoint
  • Contemporary Viewpoint
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3
Q

CLASSICAL VIEWPOINT

A

ABS

  • SCIENTIFIC Management
  • BUREAUCRATIC Management
  • ADMINISTRATIVE Management
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4
Q

HUMANISTIC VIEWPOINT

A
  • BEHAVIORAL Viewpoint
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5
Q

MANAGEMENT SCIENCE VIEWPOINT

A
  • QUANTITATIVE Viewpoint
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6
Q

CONTEMPORARY VIEWPOINT

A

CDS

  • SYSTEMS Approach
  • CONTINGENCY Approach
  • DYNAMIC ENGAGEMENT
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7
Q

Rationality and making workers as EFFICIENT AS POSSIBLE.

A

CLASSICAL VIEWPOINT

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8
Q

Father of Scientific Management

A

FREDERICK TAYLOR

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9
Q

The use of scientific methods to define the “one best way”
for a job to be done.

= analyzing who should do which job, which tools, instructions and motivating them only with money.

A

SCIENTIFIC MANAGEMENT

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10
Q

Developed the four principles of scientific management:

✓ Developed the theory to counter _____.
✓ Careful _____ and _____ of workers.
✓ _____ between superior and workers.
✓ Proper _____ of work and _____ between
management and workers.

A

SOLDIERING
SELECTION & TRAINING
COOPERATION
DIVISION
RESPONSIBILITY

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11
Q

Workers would intentionally work at a SLOWER pace to AVOID producing too much and setting HIGHER EXPECTATIONS from management.

A

SOLDIERING

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12
Q

STANDARDIZED tasks, and WAGE INCENTIVES to increase productivity and eliminate soldiering.

  • Studied eliminating unnecessary motion
    and ways of reducing fatigue.
  • how much OUTPUT should be the standard or expected in one employee.
A

FRANK AND LILIAN GILBRETH

TIME AND MOTION STUDIES

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13
Q

GANTT CHART (GOALS VS ACTUAL PROGRESS + DEADLINES) used as a graphic aid for
planning, scheduling, and control.

A

HENRY L. GANTT

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14
Q

Limitations of Scientific
Management

A

Limitations:
* OVERLOOKED the SOCIAL NEEDS of people
* “UNIFORM” TREATMENT of workers
* Treated men as just “RATIONAL” BEINGS (economic man)

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15
Q
  • Emphasizes the need for organization to OPERATE
    in a RATIONAL manner.

overly concerned with PROCEDURE at the expense of efficiency or common sense.

A

Bureaucratic Management

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16
Q

a German sociologist
who coined bureaucracy.

A

MAX WEBER

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17
Q
  • Characteristics of bureaucratic organizations:
    ✓ Specialization of _____
    ✓ Formal RULES and PROCEDURES
    ✓________ in applications of rules and sanctions
    ✓ Well-defined ________
    ✓ Career advancement based on ________
A

LABOR
IMPERSONALITY
HIERARCHY
MERIT

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18
Q

Focuses on the principles that can be used by management to COORDINATE the INTERNAL activities of an organization as a WHOLE.

A

ADMINISTRATIVE MANAGEMENT

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19
Q
  • Father of CLASSICAL MANAGEMENT theory
  • The management process
  • 14 principles of management
A

HENRI FAYOL

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20
Q

Fayol’s 14 Principles of Management

A
  1. Division of work
  2. Authority
  3. Discipline
  4. Unity of command
  5. Unity of direction
  6. Subordination of indiv interest to the general interest
  7. Remuneration
  8. Centralization
  9. Scalar chain
  10. order
  11. Equity
  12. Stability of tenure of personnel
  13. Initiative
  14. Esprit de corps
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21
Q

specialization (mastery of the skill) increases
output by making employees more efficient.

A
  1. Division of work
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22
Q

managers must be able to give orders, and _______
gives them this right.

A
  1. Authority
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23
Q

employees must obey and respect the rules that
govern the organization.

A
  1. Discipline
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24
Q

every employee should receive orders from
only ONE SUPERIOR

A
  1. Unity of command
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25
the organization should have a SINGLE PLAN OF ACTION to guide managers and workers.
5. Unity of direction
26
the interests of any employee or group of employees should not take precedence over the interests of the organization.
6. Subordination of indiv interest to the general interest
27
workers must be paid a fair wage for their services.
7. Remuneration
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this term refers to the DEGREE to which SUBORDINATES are involved in DECISION MAKING.
8. Centralization
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the LINE OF AUTHORITY from top management to the lowest ranks
9. Scalar chain
30
people and materials should be in the RIGHT PLACE at the RIGHT TIME.
10. order
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managers should be kind and fair to their subordinates.
11. Equity
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management should provide orderly PERSONNEL PLANNING and ensure that replacements are available to fill VACANCIES.
12. Stability of tenure of personnel
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employees allowed to originate and carry out plans will exert high levels of effort.
13. Initiative
34
promoting TEAM SPIRIT will build harmony and unity within the organization.
14. Esprit de corps
35
BRIDGED the gap between the classical theorist’s concern about AUTHORITY and behaviorist’s emphasis on WORKER'S NEEDS. * Introduced the concept of informal organizations.
CHESTER BARNARD
36
acceptance becomes easier if people understand COMMUNICATION, there is CONSISTENCY in purpose, actions are in line with their needs; and people view themselves as HEALTHY and CAPABLE of complying.
ACCEPTANCE THEORY OF AUTHORITY
37
Groups naturally formed among employees like friendships, networks, unions. these groups can influence the workplace so it's important that we know their needs and why they are close to each other!
INFORMAL ORGANIZATIONS
38
PEOPLE were the most important asset of the organization and should be managed accordingly. Their ideas provided the foundation for such management practices as EMPLOYEE SELECTION PROCEDURE, MOTIVATION PROGRAMS, and WORK TEAMS.
HUMANISTIC VIEWPOINT
39
Behavioral Theories PERSONALITIES
1. MARY PARKER FOLLET 2. HUGO MUNSTERBERG 3. ELTON MAYO 4. MC GREGOR 5. MASLOW
40
“Management is getting things done through other people.” Stressed the importance of people rather than engineering techniques. Identified the following: ✓ The importance of _______ in groups ✓ The importance of “_______ _______” instead of “_______ _______” in management-employee relations ✓ View of _______ _______ rather than individual only.
MARY PARKER FOLLET FUNCTIONING POWER WITHIN POWER OVER GROUP BEHVIOR
41
(industrial psychologist) * Three areas to increase industrial productivity: * Study human behavior for employee motivation. * Using of PSYCHOLOGICAL TESTS for optimal efficiency. * Finding ways to influence individual behavior to be congruent with management objectives.
HUGO MUNSTERBERG
42
traditional, hierarchical approach where managers hold authority over employees using control, command, and strict decision-making.
power over
43
more empowering as managers recognize individual capabilities and ideas
power within
44
(industrial psychologist) * Three areas to increase INDUSTRIAL PRODUCTIVITY: * Study human behavior for employee MOTIVATION. * Using of PSYCHOLOGICAL TESTS for optimal efficiency. * Finding WAYS to INFLUENCE individual BEHAVIOR to be congruent with management objectives.
HUGO MUNSTERBERG
45
psychological assessments like _____, _____, _____ _____, help us even today to match employees with roles that suit their abilities and strengths!
APTITUDE COGNITIVE PERSONAlITY TESTS
46
* examine the EFFECT of various LIGHTING LEVELS on worker PRODUCTIVITY. * Productivity increased despite different light intensity. The results of this study shifted focus away from just physical working conditions to the importance of employee morale (attention, recognition, and relationship) in the workplace. Workers’ productivity increased when they felt OBSERVED, VALUED, and INCLUDED in experiments, regardless of actual physical changes (like lighting)
ELTON MAYOs HAWTHORNE STUDIES
47
Manager X believes employees are NATURALLY LAZY or unmotivated while Manager Y sees employees as SELF-MOTIVATED, responsible and can be trusted.
MC GREGOR;s THEORY X AND Y
48
MASLOWs HIERARCHY OF NEEDS
1. Physiological 2. Safety 3. Social 4. Esteem 5. Self-actualization
49
TECHNIQUES that managers use to improve RESOURCE ALLOCATION DECISIONS.
MANAGEMENT SCIENCE VIEWPOINT
50
* involves applying statistics, optimization models, information models, computer simulations, and other QUANTITATIVE TECHNIQUES to management activities to IMPROVE DECISION MAKING.
QUANTITATIVE MANGAMENET VIEWPOINT
51
3 BRANCHES OF QUANTITATIVE MANGAMENET VIEWPOINT
1. MANAGMENET SCIENCE 2. OPERATIONS MANAGEMENT 3. MANAGEMENT INFORMATION SYSTEM
52
approach aimed at increasing decision-making effectiveness using sophisticated MATH MODELS and STATISTICAL METHODS.
MANAGEMENT SCIENCE
53
field of expertise that is primarily responsible for managing PRODUCTION and DELIVERY of organization’s PRODUCTS and SERVICES.
OPERATIONS MANAGEMENT
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field of management that focuses on designing and implementing a COMPUTER-BASED INFORMATION system for use by management.
MANAGEMENT INFORMATION SYSTEM
55
Looking at what was happening in the EXTERNAL ENVIRONMENT of the organization.
CONTEMPORARY VIEWPOINT
56
a set of INTERRELATED and interdependent PARTS arranged in a manner that produces a unified WUOLE.
SYSTEM
57
2 BASIC TYPES OF SYSTEMS
1. CLOSED 2. OPEN
58
________ are not influenced by and do not interact with their environment. ________ are influenced by and do interact with their environment.
CLOSED OPEN
59
SYSTEM THEORY – views the whole organization as a system with the following components:
- INPUTS - TRANSFORMATION PROCESSES - OUTPUTS - FEEDBACK * ENVIRONMENT * ORGANIZATION
60
Raw Materials Human Resources Capital Technology Information
inputs
61
- Employees' Work Activities - Management Activities - Technology and Operations Methods
Transformation process
62
Products and Services Financial Results Information human Results
Outputs
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Managers must coordinate WORK ACTIVITIES in the various parts of the organization to ensure that all these parts are working together so the organization’s GOALS can be ACHIEVED. * Decisions and actions in one organizational area will AFFECT OTHER AREAS. * Recognizes that organizations are NOT SELF-CONTAINED. They RELY ON THEIR ENVIRONMENT for essential inputs and as outlets to absorb their outputs.
SYSTEMS THEORY
64
If bumagyo, wala rin lahat ng preparations internally. Always guard your decisions with _____ _____!
ENVIRONMENTAL SCANNING
65
views APPROPRIATE MANAGERIAL ACTIONS depending on the SITUATION.
CONTINGENCY APPROACH
66
the view that ______ and HUMAN ______ are forcing management to rethink traditional approaches in the face of CONSTANT RAPID CHANGE.
DYNAMIC ENGAGEMENT APPROACH TIME RELATIONSHIPS
67
an organization in which EVERYONE is ENGAGED in identifying and SOLVING PROBLEMS and are encouraged to experiment, change, and improve, thus increasing the organization’s capacity to GROW, learn and achieve its purpose.
LEARNING ORGANIZATION
68
LEARNING ORG * Essential idea is ______ ______ * ______-based structure * ______-empowerment * ______ information
PROBLEM SOLVING TEAM EMPLOYEE OPEN
69
Technology-driven Workplace
E-BUSINESS E-COMMERCE
70
done by an organization through ELECTRONIC LINKAGES with customers, partners, suppliers, and other business constituents.
E-BUSINESS
71
business exchanges and TRANSACTIONS that occur ELECTRONICALLY. * Business to business (B2B) * Business to customer (B2C) * Customer to customer (C2C)
E-COMMERCE
72
* Points out that work methods can be improved through STUDY.
CLASSICAL VP
73
* Highlights the need for SCIENTIFIC APPROACH to management.
CLASSICAL VP
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* Identifies several PRINCIPLES used in running an organization EFFICIENTLY.
CLASSICAL VP
75
* Emphasizes the importance of ________ as motivator.
CLASSICAL VP PAY
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* Spotlights the importance of communication, group dynamics, motivation, leadership.
BEHAVIORAL VP
77
* Draws on the findings of several disciplines such as management, psychology, sociology, anthropology, economics.
BEHVAIORAL VP
78
* Highlights the importance of organization members as _____ ______ ______rather than as PASSIVE TOOLS.
BEHAVIORAL VP ACTIVE HUMAN RESOURCES
79
* Provides quantitative aids to decision-making. * Develops quantitative tools to assist in providing products and services. * Quantitative management tools (e.g., STATISTICS, LINEAR PROGRAMMING, QUEUEING THEORY, SIMULATION, FORECASTING, INVENTORY MODELING etc.) are useful.
QUANTITATIVE VP
80
* Pioneers new COMPUTER-BASED INFORMATION SYSTEM for management.
QUANTITATIVE VP
81
* Emphasizes visualizing organizations as SYSTEMS of INTERRELATED parts.
CONTEMPORARY VP
82
* Points out the importance of _____ and _____ to organizational success.
CONTEMPORARY VP ENVIRONMENT FEEDBACK
83
* Argues that there is NO ONE BEST WAY to manage and identifies circumstances which MERIT a PARTICULAR MANAGEMENT APPROACH.
CONTEMPORARY VP
84
* Challenges one to see organizations and management as integral part of MODERN GLOBAL SOCIETY.
CONTEMPORARY VP
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