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38 Cards in this Set
- Front
- Back
management |
figuring out what ought to be done and |
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5 management process functions |
planning, organizing, staffing, directing and |
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planning function |
defines purpose or mission, est. goals, forecasts future environments, opportunities, challenges, threats |
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organizing function |
dividing work, grouping resources, est. structure of authority/responsibility, devising means for coordination of parts |
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staffing function |
aka personnel mgmt or human resources mgmt; putting real people into organization structure |
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directing (leading) function |
guiding and influencing people to seek organizational objectives |
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controlling function |
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 |
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 |
technical, interpersonal, conceptual |
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10 roles involved in mgmt |
interpersonal (figurehead, leader, liaison), informational (monitor, desseminator, spokesperson), decisional (entrepreneur, distrubance handler, resource-allocator, negotiator) |
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global company |
sells a single product all over the world |
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direct investment |
e.g. building a hotel in another country |
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portfolio investment |
e.g. buying stock in companies from other countries |
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corporation |
fiction, acts as human being |
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sense of ethics |
ideas of what is right and equitable and fair |
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contingency approach |
not just one way of managing for every situation - find the best approach for a particular situation |
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Scientific Management |
oldest approach; Frederick Winslow Taylor |
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first principle of Scientific Mgmt |
scientific study of work - use systematic procedures, gather info, est. method of performance |
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second principle of Scientific Mgmt |
select workers systematically and scientifically |
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third principle of Scientific Mgmt |
training workers in methods developed by Sci. Mgmt, providing incentives, giving leadership support |
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fourth principle of Scientific Mgmt |
work to be divided b/w mgmt and workers |
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Classical (administrative) Mgmt |
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 |
Hawthorne studies |
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bureaucracy theory |
Max Weber |
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bureaucracy theory - 3 kinds of authority |
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) |
see an organization in terms of its parts (sub-systems) |
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closed systems |
one you can analyze as though it is in a black box w/ impenetrable boundaries |
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open systems |
org. includes not just employees but also customers, suppliers, etc. |
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Chester Barnard |
saw organization as open system |
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Henri Fayol |
Classical Approach, Functions of Mgmt, 14 Principles of Mgmt, "Father of Modern Mgmt" |
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Henry L. Gantt |
Scientific Mgmt, Gantt Charts for Scheduling |
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Frank and Lilian Gilbreth |
Scientific Mgmt, "One Best Way", Science of Bricklaying |
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Elton Mayo |
Hawthorne Studies, Human Relations Mvt, Behavioral Approach |
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Henry Mintzberg |
Mangerial Roles - Interpersonal, Informational, Decisional |
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Fritz Roethlisberger |
Hawthorne Studies, Behavioral Approach, Human Relations |
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Frederick W. Taylor |
"Father of Scientific Mgmt" |
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Theory X and Theory Y |
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 |
conflicting expectations of job behavior held |