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38 Cards in this Set
- Front
- Back
management
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figuring out what ought to be done and
doing whatever it takes, ethically, to get it done correctly |
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5 management process functions
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planning, organizing, staffing, directing and
controlling |
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planning function
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defines purpose or mission, est. goals, forecasts future environments, opportunities, challenges, threats
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organizing function
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dividing work, grouping resources, est. structure of authority/responsibility, devising means for coordination of parts
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staffing function
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aka personnel mgmt or human resources mgmt; putting real people into organization structure
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directing (leading) function
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guiding and influencing people to seek organizational objectives
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controlling function
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making sure things are being done in a way that we want; the reverse of planning (measure/observe how much performance is deviating from plans)
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3 levels of mgmt
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top (upper) - president, chief executive; middle - district manger, base commander; first-line (lower-level, front-line, supervisory) - foreman, head nurse
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3 skills involved in mgmt
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technical, interpersonal, conceptual
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10 roles involved in mgmt
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interpersonal (figurehead, leader, liaison), informational (monitor, desseminator, spokesperson), decisional (entrepreneur, distrubance handler, resource-allocator, negotiator)
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global company
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sells a single product all over the world
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direct investment
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e.g. building a hotel in another country
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portfolio investment
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e.g. buying stock in companies from other countries
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corporation
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fiction, acts as human being
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sense of ethics
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ideas of what is right and equitable and fair
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contingency approach
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not just one way of managing for every situation - find the best approach for a particular situation
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Scientific Management
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oldest approach; Frederick Winslow Taylor
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first principle of Scientific Mgmt
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scientific study of work - use systematic procedures, gather info, est. method of performance
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second principle of Scientific Mgmt
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select workers systematically and scientifically
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third principle of Scientific Mgmt
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training workers in methods developed by Sci. Mgmt, providing incentives, giving leadership support
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fourth principle of Scientific Mgmt
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work to be divided b/w mgmt and workers
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Classical (administrative) Mgmt
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Frenchman Henri Fayol "father of modern mgmt", first to distinguish the functions of mgmt, developed 14 principles of mgmt
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Human relations (behavioral) perspective
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Hawthorne studies
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bureaucracy theory
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Max Weber
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bureaucracy theory - 3 kinds of authority
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traditional (the way it's always been done); charismatic (leader has magnetism); rational-legal (based on expertise, training, experience)
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systems approach (theory)
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see an organization in terms of its parts (sub-systems)
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closed systems
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one you can analyze as though it is in a black box w/ impenetrable boundaries
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open systems
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org. includes not just employees but also customers, suppliers, etc.
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Chester Barnard
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saw organization as open system
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Henri Fayol
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Classical Approach, Functions of Mgmt, 14 Principles of Mgmt, "Father of Modern Mgmt"
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Henry L. Gantt
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Scientific Mgmt, Gantt Charts for Scheduling
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Frank and Lilian Gilbreth
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Scientific Mgmt, "One Best Way", Science of Bricklaying
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Elton Mayo
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Hawthorne Studies, Human Relations Mvt, Behavioral Approach
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Henry Mintzberg
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Mangerial Roles - Interpersonal, Informational, Decisional
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Fritz Roethlisberger
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Hawthorne Studies, Behavioral Approach, Human Relations
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Frederick W. Taylor
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"Father of Scientific Mgmt"
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Theory X and Theory Y
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Douglas McGregor; traditional mgmt (X) views man as lazy, w/o initiative, etc. vs. (Y) - motivation is internal, desire to work like desire to play, etc.
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role conflict
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conflicting expectations of job behavior held
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