Principles Of Management Chapter 2

contingency The contingency viewpoint emphasizes that a manager's approach should vary according to, or be contingent on, the individual and the environmental situation. Thus, the manager who assesses a particular situation and decides what to do is using a contingency viewpoint

transformation process Transformation processes are the organization's capabilities in management, internal processes, and technology that are applied to converting inputs into outputs. The main activity of the organization is to transform inputs into outputs

quality control Quality control is defined as the strategy for minimizing errors by managing each stage of production

the contingency viewpoint The contingency viewpoint emphasizes that a manager's approach should vary according to, or be contingent on, the individual and the environmental situation

scientific management Scientific management emphasized the scientific study of work methods to improve the productivity of individual workers. Two of its chief proponents were Frederick W. Taylor and the team of Frank and Lillian Gilbreth

inputs, outputs, transformation processes, feedback The systems viewpoint regards the organization as a system of interrelated parts. The four parts of a system are inputs, outputs, transformation processes, and feedback

planning, organizing, leading, controlling Fayol was the first to identify the major functions of management—planning, organizing, leading, and controlling—as well as coordinating

Theory X Theory X managers are more likely to micromanage, which leads to employee dissatisfaction because these managers believe employees are inherently lazy

classical The essence of the classical viewpoint is that work activity is amenable to a rational approach, that through the application of scientific methods, time and motion studies, and job specialization it is possible to boost productivity

behavioral The behavioral viewpoint emphasized the importance of understanding human behavior and of motivating employees toward achievement

decision making and strategic planning Management science stresses the use of rational, science-based techniques and mathematical models to improve decision making and strategic planning

open An open system continually interacts with its environment

classical The classical management approach emphasized ways to manage work more efficiently

closed A closed system has little interaction with its environment; that is, it receives very little feedback from the outside. The classical management viewpoint often considered an organization a closed system. So does the management science perspective, which simplifies organizations for purposes of analysis. However, any organization that ignores feedback from the environment opens itself up to possibly spectacular failures

quantitative techniques Quantitative management is the application to management of quantitative techniques, such as statistics and computer simulations

quality assurance Developed in the 1960s, quality assurance focuses on the performance of workers, urging employees to strive for zero defects. Quality assurance has been less successful because often employees have no control over the design of the work process

management science Management science focuses on using mathematics to aid in problem solving and decision making, such as aiding in product ordering and scheduling decisions

input Inputs are the people, money, information, equipment, and materials required to produce an organization's goods or services. Whatever goes into a system is an input

operations management Operations management is concerned with work scheduling, production planning, facilities location and design, and decisions about the optimum inventory a company should maintain

feedback Feedback is information about the reaction of the environment to the outputs that affects the inputs. Are the customers buying or not buying the product?

output Outputs are the products, services, profits, losses, employee satisfaction or discontent, and the like that are produced by the organization. Whatever comes out of the system is an output

scientific management Scientific management emphasized the scientific study of work methods to improve the productivity of individual workers

quality control Quality control techniques were developed in the 1930s at Bell Telephone Labs by Walter Shewart, who used statistical sampling to locate errors by testing only some (rather than all) of the items in a particular production run

theory y Theory Y represents the outlook of human relations proponents, an optimistic, positive view of workers. In this view, workers are considered to be capable of accepting responsibility, self-direction, and self-control and of being imaginative and creative

systems, contingency, quality management The contemporary perspective consists of three viewpoints: systems, contingency, and quality management (see Figure 2.3)