Chapter 2 – Administrative Management

Scientific Management
A perspective on management that focuses on the productivity of the individual worker.
Administrative management
A perspective on management that focuses on managers and functions they perform.
Bureaucratic management
A perspective on management that focuses on the overall organizational system.
Traditional authority
Subordinates comply with a leader because of custom or tradition.
Charismatic authority
Subordinates voluntarily comply with a leader because of his or her special personal qualities or abilities.
Rational-legal authority
Subordinates comply with a leader because of a set of impersonal rules and regulations that apply to all employees.
Hawthorne effect
The phenomenon whereby individual or group performance is influenced by human behavior factors.
Theory X
Advocates that a manager perceives that subordinates have an inherent dislike of work and will avoid it if possible.
Theory Y
Advocates that a manager perceives that subordinates enjoy work and will gain satisfaction from the their jobs.
Systems analysis
An approach to problem solving that attacks complex systems by breaking them down into their constituent elements.
Input
A diverse item such as material, worker, capital, land, equipment, customer, and information used in creating products and services.
Output
The physical commodity, or intangible service or information, that is desired by the customers or users of the system.
Transformation process
The mechanism by which inputs are converted to outputs.
Feedback
Information about the status and performance of a given effort or system.
Open system
A system that must interact with the external environment to survive.
Closed system
A system that does not interact with the environment.
Synergy
A phenomenon whereby an organization can accomplish more when its subsystems work together than it can accomplish when they work independently.
Entropy
The tendency for systems to decay over time.
Contingency perspective
Perspective on management proposing that the best managerial approach is contingent on key variables in a given organizational situation.
Theory Z
Advocates that a manager places trust in the employees and makes them feel like an integral part of the organization.
Economic factors
Natural disasters, declining markets, scarce natural resources
Social factors
Diversity, Strikes, Welfare, Safety Concerns
Communication factors
global influences, national boundaries disappearing, global competition
Classical, Behavioral, Quantitative, Systems, Contingency
Name the five perspectives on management
Classical
What is the oldest perspective on management?
Contingency
What is the most modern perspective on management?
Scientific, Administrative, Bureaucratic
What are the three components of the classical perspective?
Scientific management
What classical concept pertaining to work standards, selection of workers and support of workers?
Frederick Winslow Taylor
Who is most remembered for task performance?
Taylor
Who developed the concept of functional foremanship?
Taylor
Who felt money was a key motivator for workers?
Taylor
Who advocated a piecework system in which workers pay was tied to their output?
Frank Gilbreth
Who is known for the time-and-motion developments?
Lillian Gilbreth
Who advocated better working conditions?
Scientific management
What concept concentrates mainly on the individual worker?
Henri Fayol
Who developed the administrative management concept?
Administrative management
Which concept mainly concentrates on the functions of the manager?
Planning, Organizing, Commanding, Coordinating, Controlling
What are the five managerial functions according to Fayol?
Weber
Who developed the Bureaucratic system?
Bureacratic
Which system emphasizes the division of labor?
Traditional, Charismatic and Rational-legal
What are the three types of authority?