Man3025 UF smokin notes review

Fredrick W Taylor
Father of scientific management
Fredrick W Taylor
four principles of scientific management
1. study a task through motivational studies
2. select the approppriate workers
3.train and incentivize them appropriately
4.plan work methods to help workers perform their jobs
Frank and Lillian Gilbreath
philopsophers that used time and motion studies with movie cameras to isolate the different parts of a job.
therbligs
17 motions involved in bricklaying, by frank and lillian gilbreth
Fredrick W. Taylor and Frank and Lilian Gilbreath
The two proponents of scientific management
Henry Fayol and Max Weber
Two proponents (people) of administrative management
Henry Fayol
French engineer who was the first to enumerate the major functions of management: PLOCC
Max Weber
German socialogist who described bureaucracy as an efficient, rational, ideal organization based on logical principles
Max Weber & Ideal bureaucracy
1. impersonality
2. merit-based careers
3. clear division of labor
4. well-defined hierarchy of authority
5.formal rules and procedures
Scientific management and administrative management
two branches of classical viewpoint
Hugo Munsterberg
German doctor who is known as the “father of industrial psychology”
Mary Parker Follett
social worker who wanted to see a change in the relationship between managers and employees instead of a traditional hierarchical arrangement
Elton Mayo
“Hawthorne experiments”, management theorist at Western Electric’s Hawthorne plant. “Hawthorne Effect,” when they receive attention they are more likely to work harder
Abraham Maslow and Douglas McGregor
extensive research on employee motivation and proposed a HIERARCHY of NEEDS
Douglas McGregor
philopsopher that believed que hay two different general attitudes and managers hold toward their employees: Theory X and Theory Y
Human Relations Movement
proposed better human relations that could increase productivity
behavioral science
relies on SCIENTIFIC research for developing theories about human BEHAVIOR
Management science
Also called OPERATIONS REASEARCH, focuses on mathematics to aid in problem solving and decision making
Operations Management
focuses on more effectively managing the production and delivery of an organization’s products or services.
Systems Viewpoint
regards the organization as a SYSTEM operating together to achieve a common purpose
Evidence-based management
brings rationally to the decision-making process by converting principles based on best EVIDENCE to organizational practice
Quality-management viewpoint
includes quality control, quality assurance, and total quality management
Task environment
consists of 11 groups that present managers with daily tasks to handle. Incluyen customers, competitors, supplies, distributers etc
General environment
otra palabra “MACROenvironment” that CANNOT be controlled by the organization
Economic forces
consists of the general ECONOMIC conditions and trends, unemployment, inflation, interest rates, and growth
Technological forces
new developments in methods for transforming resources into goods and services
Socioculture forces
influences and trends originating from human relationships and values within countries, societies, and cultures that may affect an organization
Demographic forces
influences on an organization arising from change in characteristics of population, such as gener, age, or ethnic origin
Political-legal forces
changes in the way POLITICS shapes laws and laws shape the opportunities for and threats to an organization
International forces
changes in the economic, political, legal, and technological global system that may affect an organization
Laurence Kohlberg
Created the three levels of personal moral development
Sarbanes-Oxley act
establishes requirements for proper financial record keeping for public companies and penalties for noncompliance
Social responsibility
Manager’s duty to take actions that will benefit the interests of society as well of those of the organization
Corporate governance
the system that is in place to ensure that those running the company act in the best interest of the corporate owners and other stakeholders
“global VILLAGE”
“SHRINKING” of time and space as air travel and electronic media
global economy
refers to increasing tendency of world economies to interact with one another and to behave as one market instead of many national markets, por ejemplo fall of the Berlin Wall
low-context culture
primarily derived from written and spoken words
high-context culture
ones in which people rely heavily on situational cues
Foreign Corrupt Practices Act
act that banned Bribes are common practice in some countries and taboo in others
division of labor
work is DIVIDED into particular tasks that are assigned to particular workers
groupthink
a cohesive group’s blind unwillingness to consider alternatives
traditional management pyramid
1. Top managers
2. Middle Managers
3. First-Line Managers
Classical Viewpoint
finding ways to manage work more efficiently
Scientific management and Administrative management
classical viewpoint’s two branches
Scientific Management
Scientific study of work methods to improve the productivity of individual workers
Administrative Management
concerned with managing the entire organization
Behavioral viewpoint
the importance of understanding human behavior and of motivating employees to achieve
Quantitative Viewpoint
refers to the application of quantitative techniques, such as statistics and computer simulations, to management
Contingency Viewpoint
The manager’s approach should vary according to the individual and the environmental situation