Principles of Management Chapter 2 Vocab

a physiological or psychological deficiency that a person wants to satisfy
organizational behavior
the study of individuals and groups in organizations
evidence based management
involves making decisions based on hard facts about what really works
operations management
the study of how organizations produce goods and services
management science and operations research
use quantitative analysis and applied mathematics to solve problems
open system
interacts with environment and transforms resource inputs into outputs
human relations movement
suggested that managers using good human relations will achieve productivity
self fulfilling prophecy
occurs when a person acts in ways that confirm another’s expectations
high performance organization
consistently achieves excellence while creating a high quality of work environment
Hawthorne Effect
the tendency of persons singled out for special attention to perform as expected
learning organizations
continuously changes and improves using the lesson of experience
knowledge management
the process of using intellectual capital for competitive advantage
a smaller component of a larger system
a collection of interrelated parts working together for a purpose
Theory y
assumes people are willing to work, like responsibility, and are self-directed and creative
human resources approach
Assumption: People are social and self-actualizing

Mayo, McGregor, Maslow, Argyris

ISO Certification
indicates conformance with a rigorous set of international quality standards
continuous improvement
involves always searching for new ways to improve work quality and performance
Total quality management
managing with an organization wide commitment to continuous improvement, product quality, and customer needs
a rational and efficient form of organization founded on logic, order, and legitimate authority
motion study
the science of reducing a task to its bask physical motions
contingency thinking
tries to match management practices with situational demands
theory x
assumes people dislike work, lack ambition, act irresponsibly, and prefer to be led
scientific management
emphasizes careful selection and training of workers and supervisory support
classical approach
Assumption: People are rational

Fredrick, Fayol, Weber