Study Guides (256,201)
CA (124,592)
Ryerson (8,674)
GMS (542)
GMS 200 (309)
Sui Sui (39)

Notes for entire semester

17 Pages
145 Views

Department
Global Management Studies
Course Code
GMS 200
Professor
Sui Sui

This preview shows pages 1-3. Sign up to view the full 17 pages of the document.
Chapter 2: Classical Management Approaches
Key Terms:
Bureaucracy: A rational and efficient form of organization founded on logic, order, and
legitimate discipline
Webers characteristics of bureaucratic organization:
- Clear division of labour
- Clear hierarchy of authority
- Formal rules and procedures
-Impersonality
-Careers based on merit
Hawthorne Effect: is the tendency of persons singled out for special attention to perform as
expected
Human Relations movement: suggests that managers using good human relations will
achieve productivity.
Organizational Behaviour: is a study of individuals and groups in organizations
Theory X (McGregor): Assumes people dislike work, lack ambition, are irresponsible, and
prefer to be led.
Theory Y: assumes people are willing to work, accept responsibility , are self-directed and
creative
Self-fulfilling prophecy: occurs when a person acts in ways that confirm anothers
expectations
Management Science: Uses mathematical techniques to analyze and solve management
problems
- Mathematical Forecasting: helps make future projections that are usual in the planning
process
- Linear programming: used to calculate how best to allocate scarce resources among
competing uses.
- Simulations: create models of problems so different under various assumptions can be
tested.
System: is a collection of interrelated parts working together for a purpose
Subsystem: is a smaller component of a larger system
Open system: interacts with its environment and transforms resource inputs into outputs
www.notesolution.com
Contingency thinking: tries to match management practices with situational demands
Theory Z: describes management emphasizing long-term employment, consensus and
teamwork
Learning organization: continuously changes and improves, using the lessons of experience
- Peter Senge identifies core ingredients:
1. Mental Models: everyone sets aside old ways of thinking
2. Personal Mastery: everyone becomes self aware and open to others
3. Systems thinking: everyone learns how the whole organization works
4. Shared Vision: everyone understands and agrees to a plan of action
5. Team Learning: everyone works together to accomplish the plan
21st Century MANAGER must DISPLAY THESE 4 ATTRIBUTES:
1. Global Strategist
2. Master of technology:
3. Inspiring Leader:
4. Model of ethical behaviour:
www.notesolution.com
CHAPTER 8: Planning and Controlling
KEY TERMS:
Planning: is the process of setting objectives and determining how to accomplish them
Objectives: are specific results that one wishes to achieve
Plan: is a statement of intended means for accomplishing objectives
STEPS in the SYSTEMATIC PLANNING process include the following:
1. Define your objectives
2. Determine where you stand vis-a-vis objectives
3. Develop premises regarding future conditions
4. Analyze and choose among alternatives
5. Implement the plan and evaluate results
GOOD PLANNING: Makes us more (Stephen R. Covey)
1. Results oriented
2. Priority oriented
3. Advantage oriented
4. Change oriented:
Means-end chain: lower-level objectives help accomplish higher-level ones
Rational Comprehensive Planning (RCP) : Focuses on a logical-decision making approach
and advocates a holistic approach to problem solving
Strategic plan: identifies long-term directions for the organization
Operational Plan: identifies activities to implement strategic plans
Policy: is a standing plan that communicates broad guidelines for decisions and action
www.notesolution.com

Loved by over 2.2 million students

Over 90% improved by at least one letter grade.

Leah — University of Toronto

OneClass has been such a huge help in my studies at UofT especially since I am a transfer student. OneClass is the study buddy I never had before and definitely gives me the extra push to get from a B to an A!

Leah — University of Toronto
Saarim — University of Michigan

Balancing social life With academics can be difficult, that is why I'm so glad that OneClass is out there where I can find the top notes for all of my classes. Now I can be the all-star student I want to be.

Saarim — University of Michigan
Jenna — University of Wisconsin

As a college student living on a college budget, I love how easy it is to earn gift cards just by submitting my notes.

Jenna — University of Wisconsin
Anne — University of California

OneClass has allowed me to catch up with my most difficult course! #lifesaver

Anne — University of California
Description
Chapter 2: Classical Management Approaches Key Terms: Bureaucracy: A rational and efficient form of organization founded on logic, order, and legitimate discipline Webers characteristics of bureaucratic organization: - Clear division of labour - Clear hierarchy of authority - Formal rules and procedures -Impersonality -Careers based on merit Hawthorne Effect: is the tendency of persons singled out for special attention to perform as expected Human Relations movement: suggests that managers using good human relations will achieve productivity. Organizational Behaviour: is a study of individuals and groups in organizations Theory X (McGregor): Assumes people dislike work, lack ambition, are irresponsible, and prefer to be led. Theory Y: assumes people are willing to work, accept responsibility , are self-directed and creative Self-fulfilling prophecy: occurs when a person acts in ways that confirm anothers expectations Management Science: Uses mathematical techniques to analyze and solve management problems - Mathematical Forecasting: helps make future projections that are usual in the planning process - Linear programming: used to calculate how best to allocate scarce resources among competing uses. - Simulations: create models of problems so different under various assumptions can be tested. System: is a collection of interrelated parts working together for a purpose Subsystem: is a smaller component of a larger system Open system: interacts with its environment and transforms resource inputs into outputs www.notesolution.com Contingency thinking: tries to match management practices with situational demands Theory Z: describes management emphasizing long-term employment, consensus and teamwork Learning organization: continuously changes and improves, using the lessons of experience - Peter Senge identifies core ingredients: 1. Mental Models: everyone sets aside old ways of thinking 2. Personal Mastery: everyone becomes self aware and open to others 3. Systems thinking: everyone learns how the whole organization works 4. Shared Vision: everyone understands and agrees to a plan of action 5. Team Learning: everyone works together to accomplish the plan st 21 Century MANAGER must DISPLAY THESE 4 ATTRIBUTES: 1. Global Strategist 2. Master of technology: 3. Inspiring Leader: 4. Model of ethical behaviour: www.notesolution.com CHAPTER 8: Planning and Controlling KEY TERMS: Planning: is the process of setting objectives and determining how to accomplish them Objectives: are specific results that one wishes to achieve Plan: is a statement of intended means for accomplishing objectives STEPS in the SYSTEMATIC PLANNING process include the following: 1. Define your objectives 2. Determine where you stand vis-a-vis objectives 3. Develop premises regarding future conditions 4. Analyze and choose among alternatives 5. Implement the plan and evaluate results GOOD PLANNING: Makes us more (Stephen R. Covey) 1. Results oriented 2. Priority oriented 3. Advantage oriented 4. Change oriented: Means-end chain: lower-level objectives help accomplish higher-level ones Rational Comprehensive Planning (RCP) : Focuses on a logical-decision making approach and advocates a holistic approach to problem solving Strategic plan: identifies long-term directions for the organization Operational Plan: identifies activities to implement strategic plans Policy: is a standing plan that communicates broad guidelines for decisions and action www.notesolution.com Procedure/Rule: precisely describes actions that are to be taken into specific situations Zero-based budget: allocates resources as if each budget were brand new Projects: are one-times activities that have clear beginning and end points Project management: makes sure that activities required to complete a project are accomplished on time and correctly Contingency planning: identifies alternative courses of action to take when things go wrong Scenario planning: identifies alternative future scenarios and makes plans to deal with each Benchmarking: uses external comparisons to gain insights for planning Best practices: things that lead to superior performances Participatory planning: includes the persons who will be affected by plans and/or will implement them. Controlling: is the process of measuring performance and taking action to ensure desired results. STEPS IN THE CONTROL PROCESS : 1. Establish objectives and standards 2. Measure actual performance 3. Compare results with objectives and standards 4. Take corrective action as needed After-action review: identifies lessons learned in a completed project, task, force, or special operation Output standard: measures performance results in terms of quantity, quality, cost or time Input standard: measures work efforts that go into a performance task Management by exception: focuses on substantial differences between actual and desired performance TYPES OF CONTROLS Feedforward Controls: ensure the right directions are set and the right resource inputs are available ( Solve problems as the occur) Concurrent Controls: ensure the right things are being done as part of work-flow operations (Solve problems while theyre occurring) www.notesolution.com
More Less
Unlock Document


Only pages 1-3 are available for preview. Some parts have been intentionally blurred.

Unlock Document
You're Reading a Preview

Unlock to view full version

Unlock Document

Log In


OR

Don't have an account?

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


OR

By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.


Submit