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| The aspects of a culture that guide and influence relationships among people--their values, needs, and standards of behavior |
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| the influence of political and legal institutions on people and organizations |
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| Forces that affect the availability, production, and distribution of a society's resources among competing users. |
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| A subfield of the classical management perspective that emphasized scientifically determined changes in management practices as the solution to improving labor productivity. |
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| Bureaucratic Organization |
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| A subfield of the classical management perspective that emphasized management on an impersonal, rational basis through such elements as clearly defined authority and responsibility, formal record-keeping, and separation of management and ownership. |
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| Administrative Principles |
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| A subfield of the classical management perspective that focused on the total organization rather than the individual worker, delineating the management functions of planning, organizing, commanding, coordinating, and controlling. |
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| A management perspective that emerged around the late 19th century that emphasized understanding human behavior, needs, and attitudes in the workplace. |
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| A series of experiments on worker productivity begun in 1924 at the Hawthorne plant of Western Electric Company in Illinois; attributed employees' increased output to managers' better treatment of them during the study |
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| A movement in management thinking and practice that emphasized satisfaction of employees' basic needs as the key to increased worker productivity |
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| Human Resources Perspective |
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| A management perspective that suggests jobs should be designed to meet higher-level needs by allowing workers to use their full potential. |
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| Behavioral Sciences Approach |
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| A subfield of the humanistic management perspective that applies social science in an organizational context, drawing from economics, psychology, sociology, and other disciplines. |
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| Management Science Perspective |
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| A management perspective that emerged after World War II and applied mathematics, statistics, and other quantitative techniques to managerial problems |
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| a set of interrelated parts that function as a whole to achieve a common purpose. |
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| An extension of the humanistic perspective that describes organizations as open systems that are characterized by entropy, synergy, and subsystem interdependence. |
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| A system that interacts with the external environment. |
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| A system that does not interact with the external environment. |
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| The tendency for a system to run down and die. |
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| The concept that the whole is greater than the sum of its parts. |
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| Parts of a system that depend on one another for their functioning. |
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| An extension of the humanistic perspective in which the successful resolution of organizational problems is thought to depend on managers' identification of key variations in the situation at hand. |
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| A concept that focuses on managing the total organization to deliver quality to customers. Four significant elements of TQM are employee involvement, focus on the customer, benchmarking, and continuous improvement. |
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| An organization which everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, improve, and increase its capability. |
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| Work an organization does by using electronic linkages. |
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| Business exchanges or transactions that occur electronically. |
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| Enterprise Resource Planning (ERP) |
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| Systems that unite a company's major business functions--order processing, product design, purchasing, inventory, and so on. |
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| The efforts to systematically find, organize, and make available a company's intellectual capital and to foster a culture of continuous learning and knowledge sharing. |
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