Podcast
Questions and Answers
A deliberate arrangement of people working together to achieve specific goals is known as an ______.
A deliberate arrangement of people working together to achieve specific goals is known as an ______.
organization
The McKinsey 7S Model categorizes organizational elements into two groups: ______ and ______.
The McKinsey 7S Model categorizes organizational elements into two groups: ______ and ______.
Hard S’s
The ______ metaphor views organizations as adaptive, evolving structures, similar to living organisms.
The ______ metaphor views organizations as adaptive, evolving structures, similar to living organisms.
Biological Organism
The concept of ______ involves questioning and redefining goals and strategies, leading to fundamental changes in an organization’s approach.
The concept of ______ involves questioning and redefining goals and strategies, leading to fundamental changes in an organization’s approach.
Management can be defined as the process of adapting an organization to its environment through ______ and ______ coordination.
Management can be defined as the process of adapting an organization to its environment through ______ and ______ coordination.
Henri Fayol’s management functions include Planning, Organizing, Commanding (Leading), ______, and Controlling.
Henri Fayol’s management functions include Planning, Organizing, Commanding (Leading), ______, and Controlling.
Managers who supervise non-managerial employees are known as ______ managers.
Managers who supervise non-managerial employees are known as ______ managers.
Middle managers typically oversee the work of ______ managers.
Middle managers typically oversee the work of ______ managers.
The ______ School of management thought emphasizes efficiency, structure, and rational decision-making.
The ______ School of management thought emphasizes efficiency, structure, and rational decision-making.
One of the key figures in the development of Scientific Management was ______.
One of the key figures in the development of Scientific Management was ______.
The ______ Studies revealed the importance of social factors in workplace productivity.
The ______ Studies revealed the importance of social factors in workplace productivity.
The ______ theory proposes that the best management approach depends on the specific situation.
The ______ theory proposes that the best management approach depends on the specific situation.
The Polish Praxiological School was founded by ______, who focused on efficiency in human actions.
The Polish Praxiological School was founded by ______, who focused on efficiency in human actions.
Henri Fayol identified five key functions of management, which are often referred to as the PLOC model, standing for Planning, Organizing, Leading, and ______.
Henri Fayol identified five key functions of management, which are often referred to as the PLOC model, standing for Planning, Organizing, Leading, and ______.
According to Mintzberg, the ______ role involves building and maintaining relationships within and outside the organization.
According to Mintzberg, the ______ role involves building and maintaining relationships within and outside the organization.
The ______ role involves communicating with external stakeholders, representing the organization's interests.
The ______ role involves communicating with external stakeholders, representing the organization's interests.
______ charts are a visual tool for planning and scheduling projects.
______ charts are a visual tool for planning and scheduling projects.
The ______ approach to management focuses on the importance of individual and group behavior in the workplace.
The ______ approach to management focuses on the importance of individual and group behavior in the workplace.
______ developed the concept of Tectology, an early form of systems theory.
______ developed the concept of Tectology, an early form of systems theory.
The Harmonogram, an early scheduling technique, was developed by ______.
The Harmonogram, an early scheduling technique, was developed by ______.
The ______ theory views an organization as an interconnected system with various components.
The ______ theory views an organization as an interconnected system with various components.
Henry Ford's assembly line innovations revolutionized ______ in the car manufacturing industry.
Henry Ford's assembly line innovations revolutionized ______ in the car manufacturing industry.
The ______ perspective defines management through functions like planning, organizing, leading, and controlling.
The ______ perspective defines management through functions like planning, organizing, leading, and controlling.
Maximizing output/input ratio involves selecting the alternative with the highest ______.
Maximizing output/input ratio involves selecting the alternative with the highest ______.
Bounded Rationality, introduced by ______ Simon, suggests that people make decisions with limited information.
Bounded Rationality, introduced by ______ Simon, suggests that people make decisions with limited information.
In decision-making under ______, all outcomes are known and predetermined.
In decision-making under ______, all outcomes are known and predetermined.
Decision-making under ______ involves making choices without information on possible outcomes.
Decision-making under ______ involves making choices without information on possible outcomes.
Probabilities for outcomes are known in decision-making under ______.
Probabilities for outcomes are known in decision-making under ______.
A decision tree uses ______ nodes to represent decision alternatives.
A decision tree uses ______ nodes to represent decision alternatives.
In decision trees, round nodes represent ______ of nature, indicating areas of uncertainty.
In decision trees, round nodes represent ______ of nature, indicating areas of uncertainty.
The first step in using a decision tree is to define the problem and available ______.
The first step in using a decision tree is to define the problem and available ______.
Top managers define the strategic ______
Top managers define the strategic ______
Mintzberg's managerial role that focuses on relationships is called the ______ role.
Mintzberg's managerial role that focuses on relationships is called the ______ role.
The ______ skills are more important for lower-level managers.
The ______ skills are more important for lower-level managers.
In the micro perspective, firms aim for ______ maximization.
In the micro perspective, firms aim for ______ maximization.
The macroenvironment factors include the ______, technology, politics, and socio-cultural influences.
The macroenvironment factors include the ______, technology, politics, and socio-cultural influences.
In turbulent environments, organizations require flexibility and strategic ______.
In turbulent environments, organizations require flexibility and strategic ______.
The ______ metaphor characterizes an organization as a machine with clear roles.
The ______ metaphor characterizes an organization as a machine with clear roles.
The Hawthorne Studies led to the discovery of the ______ Effect.
The Hawthorne Studies led to the discovery of the ______ Effect.
Scientific Management focuses on efficiency and worker ______.
Scientific Management focuses on efficiency and worker ______.
Fayol's five functions of management include planning, organizing, command, coordinating, and ______.
Fayol's five functions of management include planning, organizing, command, coordinating, and ______.
Theory Y presents a ______ view of people, seeing them as self-motivated.
Theory Y presents a ______ view of people, seeing them as self-motivated.
Administrative Management as described by Fayol emphasizes the role of ______ structure.
Administrative Management as described by Fayol emphasizes the role of ______ structure.
In a contingency theory approach, there is no ______ best way to manage.
In a contingency theory approach, there is no ______ best way to manage.
The ______ movement shifted focus from rigid management to the importance of social factors.
The ______ movement shifted focus from rigid management to the importance of social factors.
Systems Theory views an organization as an ______ system.
Systems Theory views an organization as an ______ system.
Claude Shannon’s definition of information states that it reduces ______.
Claude Shannon’s definition of information states that it reduces ______.
Entropy is a measure of ______ in a system.
Entropy is a measure of ______ in a system.
In a learning organization, knowledge is ______ and applied continuously.
In a learning organization, knowledge is ______ and applied continuously.
Single-loop learning involves adjusting strategies without changing underlying ______.
Single-loop learning involves adjusting strategies without changing underlying ______.
David Kolb's experiential learning cycle includes reflection after ______.
David Kolb's experiential learning cycle includes reflection after ______.
Peter Senge's discipline of ______ emphasizes continuous personal growth.
Peter Senge's discipline of ______ emphasizes continuous personal growth.
Systems thinking helps in problem-solving by considering the ______.
Systems thinking helps in problem-solving by considering the ______.
Qualitative decision theory relies on ______ rules instead of strict calculations.
Qualitative decision theory relies on ______ rules instead of strict calculations.
Programmed decisions are solved using predefined decision ______.
Programmed decisions are solved using predefined decision ______.
The first stage of the decision-making process is ______ identification.
The first stage of the decision-making process is ______ identification.
Decision context includes all ______ factors affecting choices.
Decision context includes all ______ factors affecting choices.
Economic rationality involves harmony between goals, resources, and ______.
Economic rationality involves harmony between goals, resources, and ______.
Double-loop learning challenges existing norms and ______.
Double-loop learning challenges existing norms and ______.
A system is a set of interconnected elements working towards a common ______.
A system is a set of interconnected elements working towards a common ______.
Non-programmed decisions require new approaches and creative ______-solving.
Non-programmed decisions require new approaches and creative ______-solving.
Flashcards
Organization
Organization
A deliberate arrangement of people working together to achieve specific goals.
McKinsey 7S Model
McKinsey 7S Model
Framework to analyze organizational effectiveness, consisting of Hard S's and Soft S's.
Machine Metaphor
Machine Metaphor
Describes organizations as standardized, predictable systems with rigid rules.
Double-loop learning
Double-loop learning
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Management Functions
Management Functions
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First-Line Managers
First-Line Managers
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Single-loop learning
Single-loop learning
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Political Metaphor
Political Metaphor
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Utility Maximization
Utility Maximization
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Bounded Rationality
Bounded Rationality
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Decision Making under Certainty
Decision Making under Certainty
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Decision Making under Risk
Decision Making under Risk
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Decision Making under Uncertainty
Decision Making under Uncertainty
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Decision Trees
Decision Trees
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Programmed Decisions
Programmed Decisions
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Non-Programmed Decisions
Non-Programmed Decisions
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Shannon's Definition of Information
Shannon's Definition of Information
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Entropy
Entropy
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Negentropy
Negentropy
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Aspects of Information
Aspects of Information
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Experiential Learning Cycle
Experiential Learning Cycle
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Peter Senge’s Personal Mastery
Peter Senge’s Personal Mastery
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Peter Senge’s Mental Models
Peter Senge’s Mental Models
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Systems Thinking
Systems Thinking
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Qualitative Decision Theory
Qualitative Decision Theory
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Decision-Making Process
Decision-Making Process
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Rationality in Decision Making
Rationality in Decision Making
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Top Managers
Top Managers
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Mintzberg’s Managerial Roles
Mintzberg’s Managerial Roles
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Interpersonal Roles
Interpersonal Roles
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Technical Skills
Technical Skills
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Conceptual Skills
Conceptual Skills
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Micro Perspective
Micro Perspective
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Competitive Forces
Competitive Forces
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Turbulent Environments
Turbulent Environments
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Scientific Management
Scientific Management
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Hawthorne Effect
Hawthorne Effect
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Theory X and Theory Y
Theory X and Theory Y
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Systems Theory
Systems Theory
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Contingency Theory
Contingency Theory
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Fayol’s Functions of Management
Fayol’s Functions of Management
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Human Relations Movement
Human Relations Movement
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Karol Adamiecki
Karol Adamiecki
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Tadeusz Kotarbiński
Tadeusz Kotarbiński
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Alexander Bogdanov
Alexander Bogdanov
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Fayol’s Management Functions
Fayol’s Management Functions
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Hawthorne Studies
Hawthorne Studies
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Weber’s Bureaucracy
Weber’s Bureaucracy
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Contingency Management
Contingency Management
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Informational Roles
Informational Roles
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Decisional Roles
Decisional Roles
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Management Theories
Management Theories
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Study Notes
General Management
- Organizations: Deliberate arrangements of people aiming for specific goals, characterized by a clear purpose, collaborative individuals, and a structured design.
- Organizational Interpretations:
- Objective: Organizations as stable structures processing inputs into outputs.
- Subjective: Organizations as collections of relationships and power dynamics.
- Behavioral: Organizations balancing rights, responsibilities, and conflicts.
- McKinsey 7S Model:
- Hard S's: Strategy, Structure, Systems.
- Soft S's: Skills, Shared Values, Staff, Style.
- Organizational Metaphors:
- Machine: Standardization, predictability, rigid rules.
- Biological Organism: Adaptive, evolving structure.
- Central Brain: Information processing, learning.
- Culture: Shared values, norms.
- Political: Power, conflict, self-interest.
- Psychic Prison: Entrapment in behavioral norms.
- Flux & Transformation: Constant change.
- Instrument of Domination: Control over people/resources.
- Learning Organization: Continuous adaptation (Peter Senge's five disciplines).
- Single-Loop Learning: Adjusting processes to correct mistakes.
- Double-Loop Learning: Questioning and redefining goals/strategies.
- Management: Adapting an organization to its environment through decision-making and resource coordination.
- Management Approaches:
- Management Functions (Fayol): Planning, Organizing, Leading, Coordinating, Controlling.
- Decision-Making Approach: Information-based analysis and response.
- Managerial Roles and Levels:
- First-Line Managers: Supervise non-managerial employees.
- Middle Managers: Oversee first-line managers.
- Top Managers: Define strategic direction.
- Mintzberg's Managerial Roles: Interpersonal (Figurehead, Leader, Liaison), Informational (Monitor, Disseminator, Spokesperson), Decisional (Entrepreneur, Disturbance Handler, Resource Allocator).
- Managerial Skills: Technical (lower-level), Human (all levels), Conceptual (top managers).
- Environmental Analysis & Strategy:
- Micro Perspective: Firms as rational entities aiming for profit maximization.
- External Environment: Competitive forces (competitors, suppliers, customers, new entrants, substitutes), Macroenvironment factors (economy, technology, politics, socio-cultural influences).
- Turbulent Environments: Require flexibility and strategic adaptability.
History and Schools of Management Thought
- Management History Importance: Understanding past practices explains modern ones, showing evolution from craft to science to engineering. Social, legal, etc. factors shaped management.
- Early Management:
- Ancient Civilizations: Centralized government, bureaucracy (Egypt), strategic thinking (Sun Tzu), efficient agriculture (Roman), large-scale projects (Great Wall of China).
- Industrial Revolution: Protestant work ethic, political changes, and tech advancements changed management challenges, emphasizing efficiency, worker training, and mass production.
- Classical Management Theories:
- Scientific Management (Taylor): Efficiency, worker productivity through scientific study of work, division of labor.
- Administrative Management (Fayol): Organizational structure and management functions (planning, organizing, commanding, coordinating, controlling), 14 Principles (e.g., authority, discipline), Bureaucracy (Weber).
- Key Contributors: Taylor, Fayol, Weber, Frank & Lillian Gilbreth (motion studies), Henry Gantt (Gantt charts), Henry Ford (assembly line).
- Human Relations Movement:
- Hawthorne Studies: Worker productivity increased with observation—social factors influence performance.
- Key Figures: Mayo, Follett, Chester Barnard.
- McGregor's Theory X and Theory Y: Different views of worker motivation.
- Contemporary Approaches: Systems Theory, Contingency Theory.
- Polish and Eastern European Contributors: Adamiecki (scheduling), Kotarbiński (praxiology), Bogdanov (tectology).
Functions of Management
- Schools of Management Thought: Classical, Human Relations, Management Science, Systems, Contingency, Social Systems, Polish Praxiological.
- Interpretations of Management:
- Functional: Defined by key functions (Planning, Organizing, Leading, Controlling).
- Information-Decision: Processing and making decisions based on information.
- Fayol's Management Functions:
- Planning: Defining goals, objectives, decisions about activities.
- Organizing: Structuring, allocating resources, creating units and jobs.
- Leading: Motivating, directing employees, communicating vision.
- Controlling: Monitoring, providing feedback, identifying problems.
- Mintzberg's Managerial Roles:
- Interpersonal: Figurehead, Leader, Liaison.
- Informational: Monitor, Disseminator, Spokesperson.
- Decisional: Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator.
Information, Learning Organizations, and Knowledge
- Information Theory (Shannon): Information reduces uncertainty, entropy measures uncertainty, negentropy increases order.
- Learning Organizations: Adapt and evolve by acquiring and applying knowledge.
- Single-Loop Learning: Adjusting strategies without changing underlying assumptions.
- Double-Loop Learning: Challenging existing norms and assumptions.
- Experiential Learning Cycle: Concrete experience, reflection, conceptualization, application.
- Senge's Five Disciplines:
- Personal Mastery
- Mental Models
- Shared Vision
- Team Learning
- Systems Thinking.
- Systems Thinking: Organizations function as interconnected systems; considering the big picture helps problem-solving.
Decision Theory
- Decision Making: Process of identifying and resolving problems/opportunities (purposive choices from alternatives).
- Approaches:
- Qualitative (heuristic rules).
- Quantitative (algorithms, mathematical models).
- Mixed Methods.
- Decision Categories:
- Programmed (routine).
- Non-Programmed (unique).
- Decision-Making Process:
- Problem Identification; Generate Alternatives; Evaluate/Select Solution; Implement/Monitor Solution.
- Decision Factors: Context, problem (structured, ill-structured, non-structured), decision-maker (individual/group), criteria, environment (certainty, risk, uncertainty).
- Rationality: General (harmony between goals, resources), Economic (maximizing output/input ratio), Bounded (limited information and capacity).
- Decision Environments: Certainty, Risk, Uncertainty.
- Decision Trees: Visual tool representing choices and consequences (nodes, branches), calculate expected values to determine the best choice.
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