2. Each of us has a preferred learning style, a set of ways through which we like to learn by receiving, processing, and recalling new information. LEARNING RECEIVINGPROCESSINGRECALLING

3. What we now call the classical school was launching a path of rapid and continuing development in the science and practices of management.

4. Taylor : The principal object of management should be to secure maximum prosperity for the employer, coupled with the maximum prosperity for the employee. Scientific management Scientific management included these four core principles: science 1.Develop a science for each job-rules of motion, standard work tools, and proper work conditions. 2.Hire workers with the right abilities for the job. 3.Train and motivate workers to do their jobs according to the science. 4.Support workers by planning and assisting their work according to the science.

5. social standing privilegedstatus Max Weber was especially concerned that people were in positions of authority not because of their job-related capabilities but because of their social standing or privileged status. rationa A bureaucracy is a rational and efficient form of organization founded on logic, order, and legitimate authority.

6. Clear Division of Labor Jobs are well defined, and workers become highly skilled at performing them. Clear Hierarchy of Authority Authority and responsibility are well defined, and each position reports to a higher-level one. Formal Rules and Procedures Written guidelines describe expected behavior and decisions in jobs; written files are kept for the historical record. Impersonality Rules and procedures are impartially and uniformly applied; no one gets preferential treatment. Careers Based on Merit Workers are selected and promoted on ability and performance; managers are career employees of the organization. Characteristics of an Ideal Bureaucracy

7. Fayol’s Five Rules Of Management: Foresight—complete a plan of action for the future. Organization—provide and mobilize resources to implement plan. Command—lead, select, and evaluate workers. Coordination—fit diverse efforts together, ensure information is shared and problems are solved. Control—make sure things happen according to plan, take necessary corrective action. The scalar chain principle states that organizations should operate with clear and unbroken lines of communication top to bottom. The unity of command Principle states that a worker should receive orders from only one boss.

8. Behavioral Management The underlying assumptions of Behavioral Management approaches are that people are social and self-actualizing, and that workers seek satisfying social relationships, respond to group pressures, and search for personal fulfillment.

9. Good things really do grow from strong foundations Follett suggested that making every employee an owner in the business. Feelings of Collective Responsibility Employee Ownership Profit Sharing

10. The Hawthorne effect is the tendency of persons singled out for special attention to perform as expected. The Hawthorne studies helped shift the attention of managers and researchers away from the technical and structural concerns of the classical approaches and toward social and human concerns as important keys to workplace productivity.

11. Maslow : Needs Needs create tensions that can influence a person’s work attitudes and behaviors. A NEED is a physiological or psychological deficiency that a person wants to satisfy.

12. Maslow’s Hierarchy of Human Needs

13. Maslow’s Progression Principle is that a need at any level becomes activated only after the next-lower-level need is satisfied. Maslow’s Deficit Principle is that people act to satisfy needs for which a satisfaction deficit exists; a satisfied need doesn’t motivate behavior.

14. McGregor : social self-actualizing managers should pay more attention to the social and self-actualizing needs of people at work. X Theory X assumes people dislike work, lack ambition, are irresponsible, and prefer to be led. Y Theory Y assumes people are willing to work, accept responsibility, are self- directed, and are creative. A self-fulfilling prophecy occurs when a person acts in ways that confirm another’s expectations.

15. Argyris suggests that workers treated as adults will be more productive. Psychological success is more likely when people define their own goals. Weberian Bureaucracy Fayol’s Administrative Principles

16. Analytics Analytics is the systematic use and analysis of data to solve problems and make informed decisions. Managementscienceoperationsresearch Management science and operations research apply mathematical techniques to solve management problems.

17. Systematic Analyzation Appropriate Mathematical Models and Computations Optimum Solution

18. Operations Management Operations Management is the study of how organizations produce goods and services efficiently and effectively. Business Process Analysis Workflow Designs Facilities Layouts and Locations Work Scheduling and Project Management Production Planning Inventory Management Quality Control

19. Open System An Open System transforms resource inputs from the environment into product outputs.

20. subsystems Any organization also operates as a complex network of subsystems, or smaller components, whose activities individually and collectively support the work of the larger system.

21. Contingency Thinking Contingency Thinking recognizes organizational complexities and attempts to identify practices that best fit with the unique demands of different situations. Contingency Thinking Contingency Thinking recognizes that the structure that works well for one organization may not work well for another in different circumstances.

22. Quality Management Quality Management focuses attention on continuous improvement. Total Quality Management (TQM) Continuous Improvement Product Quality Customer Needs

23. Continuous Improvement Continuous Improvement involves always searching for new ways to improve work quality and performance. The goal is that one can never be satisfied; something always can and should be improved upon.

24. High-Performance Organization A High-Performance Organization consistently achieves excellence while creating a high-quality work environment. Evidence-Based Management (EBM) involves making decisions based on hard facts about what really works. Hard FactsHalf-Truths Things that sound good but lack empirical substantiation

25. Employment Security Selective Hiring Self-Managed Teams High Wages Based on Performance Merit Training and Skill Development Minimal Status Differences Shared Information EBM