GMS 200 Study Guide - Final Guide: Fiedler Contingency Model, Servant Leadership, Social Skills
28 Jun 2018
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Department
Course
Professor
Chapter 2
Classical Management Approaches (all have one assumption??) PEOPLE ARE
RATIONAL
Scientific management (Frederick Taylor)
oRules of motion
oCarefully select and train workers
oGilbreths looked at motion study
Administrative principles (Henri Fayol)
o14 principles
oForesight, Organization, Command, Coordination, Control (5 rules of
management)
Bureaucratic organization (Max Weber)
oBased on logic, order and authority
Behavioural Management
Organizations as communities (Mark Parker Follet)
oOrganizations as collectives
Hawthorne Studies
oIncreased productivity: group atmosphere and participative
supervision
Theory of Human Needs (Maslow)
oPhysiological, safety, social, esteem, self actualization
oDeficit and progression principles
oBoth principles cease at self actualization
Theory X and Y (McGregor)
oLike and dislike work
Theory of adult personality (Argyris)
oClassical management principles and practices inhibit worker
maturation and are inconsistent with the mature adult personality
oPractices should mature personality by: increasing task responsibility,
task variety and using participative decision making
Foundations for continuing developments in management: quantitative analysis and
tools, systems view of organizations, contingency thinking, commitment to quality,
learning organizations, and evidence-based management
Management science or operation research - applications of mathematical
techniques to management problems
Contingency thinking - match managerial responses with problems and
opportunities unique to different situation (no best way)
Quality management - progressive organizations are quality conscious
Total Quality management (TQM) - improvement for a total organization
find more resources at oneclass.com
find more resources at oneclass.com
ISO - Global quality bench mark
Knowledge management - using IT to achieve performance success
Core ingredients of learning environment: Mental models, personal mastery
Systems thinking, shared vision, and team learning
Chapter 6
Steps in the planning process: define objectives, where you stand with objectives,
look at future conditions, analyze alternatives, implement and evaluate
Benefits of planning: improved focus and flexibility, action orientation, coordination
and control, and time management
Short range <1 year, intermediate 1-2 years, long 3+ years
Strategic plans - broad longer term action
Tactical plans - specific things that need to be done to implement strategic plans
Operational plans: policies and procedures, and budgets
POLICY IS A BROAD GUIDELINE
Qualitative forecasting uses expert opinion, quantitative forecasting uses
mathematical and statistical analysis
Contingency plans anticipate change
Benchmarking uses external and internal comparisons
Staff planners - coordinating and energizing the planning function, cut off
communication gaps
Goals are SMART specific, measurable, attainable, referred to, and timely
Management by objectives (MBO) - structured process of regular communication.
Involves formal agreement. Performance objectives: improvement personal
development, maintenance
Chapter 13
Knowledge and knowledge workers provide a decisive competitive factor in todays
economy
Knowledge and intellectual capital are irreplaceable
Computer competency (being able to use a computer) and information competency
(information research, critical thinking, communication and basic computer
technology skills)
find more resources at oneclass.com
find more resources at oneclass.com
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GMS 200 Full Course Notes
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Document Summary
Scientific management (frederick taylor: rules of motion, carefully select and train workers, gilbreths looked at motion study. Administrative principles (henri fayol: 14 principles, foresight, organization, command, coordination, control (5 rules of management) Bureaucratic organization (max weber: based on logic, order and authority. Organizations as communities (mark parker follet: organizations as collectives. Hawthorne studies: increased productivity: group atmosphere and participative supervision. Theory of human needs (maslow: physiological, safety, social, esteem, self actualization, deficit and progression principles, both principles cease at self actualization. Theory x and y (mcgregor: like and dislike work. Theory of adult personality (argyris: classical management principles and practices inhibit worker maturation and are inconsistent with the mature adult personality, practices should mature personality by: increasing task responsibility, task variety and using participative decision making. Foundations for continuing developments in management: quantitative analysis and tools, systems view of organizations, contingency thinking, commitment to quality, learning organizations, and evidence-based management.
