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MGMT 3304 Ch 2

Drucker
This man was the creator and inventor of modern management
Evidence-Based Management
Translating principles based on best evidence into organizational practice, bringing rationality to the decision-making process
Pfeffer and Sutton
The two principal proponents of evidence-based management
Classical, Behavioral, Quantitative
Three viewpoints of the historical perspective of management
Systems, Contingency, Quality-Management
Three viewpoints of the contemporary perspective of management
Present, Action, New Ideas, Decisions, Outside
The five good reasons for studying theoretical perspectives are understanding of the _______, having a guide to ______, having a source of ___ _____, and finding clues to the meaning of your managers’ _________ and clues to the meaning of _______ events
Classical, Scientific, Administrative
This viewpoint emphasized finding ways to manage work more efficiently; it had two branches – __________ and ______________
Scientific Management
Theory that emphasized the scientific study of work methods to improve the productivity of individual workers
Taylor, Frank and Lillian Gilbreth
Two of Scientific Management’s chief proponents were ______ and the team of _____ ___ _______ ________
Administrative Management
Management concerned with managing the total organization
Fayol and Weber
Pioneering theorists of administrative management
Behavioral Viewpoint
Viewpoint that emphasized the importance of understanding human conduct and of motivating employees toward achievement
Early Behaviorism, Human Relations Movement, Behavioral Science
The three phases of the Behavioral Viewpoint
Munsterberg, Follett, Mayo
The three people who pioneered behavioral theory
Human Relations Movement
Movement which proposed that better human relations could increase worker productivity
Maslow and McGregor
The two theorists who contributed most to the human relations movement
Behavioral Science
Science that relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers
Quantitative Management
The application to management of techniques such as statistics and computer simulations
Management Science and Operations Management
The two branches of quantitative management
Management Science
Branch of quantitative management that focuses on using mathematics to aid in problem solving and decision making
Operations Management
Branch of quantitative management that focuses on managing the production and delivery of an organization’s products or services more effectively
System
A set of interrelated parts that operate together to achieve a common purpose
Systems Viewpoint
Viewpoint that regards the organization as a system of interrelated parts
Subsystem
The parts making up a whole system
Inputs
People, money, information, equipment, and materials required to produce an organization’s goods or services
Transformation Processes
The organization’s capabilities in management, internal processes, and technology that are applied to converting inputs to outputs
Outputs
The products, services, profits, losses, employee satisfaction or discontent, and the like that are produced by the organization
Feedback
Information about the reaction of the environment to the outputs that affects the inputs
Open System
A system that continually interacts with its environment
Closed System
A system that has little interaction with its environment
Complexity Theory
Study of how order and patterns arise from very complicated, apparently chaotic systems
Contingency Viewpoint
Viewpoint that emphasizes that a manger’s approach should vary to the individual and the environmental situation
Hamel
Cofounder of the Management Innovation Lab, often associated with the Contingency viewpoint
Quality-Management Viewpoint
Viewpoint that includes quality control, quality assurance, and total quality management
Quality
The total ability of a product or service to meet customer needs
Quality Control
The strategy for minimizing errors by managing each stage of production
Shewart
Man who used statistical sampling to locate errors by testing just some of the items in a particular production run to develop quality control techniques
Quality Assurance
Focuses on the performance of workers, urging employees to strive for “zero defects”
Deming and Duran
The two pioneers of total quality management
Total Quality Management
A comprehensive approach led by top management and supported throughout the organization that is dedicated to continuous quality improvement, training, and customer satisfaction
Improvement, Involved, Customers, Employees, Standards
The four components of TQM are make continuous ___________ a priority, get every employee ________, listen to and learn from _________ and _________, and use accurate _________ to identify and eliminate problems
Learning Organization
An organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge

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