| administrative management | Management concerned with managing the total organization.
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| behavioral science | Relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers.
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| behavioral viewpoint | Emphasizes the importance of understanding human behavior and of motivating employees toward achievement.
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| classical viewpoint | In the historical perspective, the viewpoint that emphasizes finding ways to manage work more efficiently; it has two branches—scientific and administrative.
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| closed system | A system that has little interaction with its environment.
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| contemporary perspective | In contrast to the historical perspective, the business approach that includes three viewpoints—systems, contingency, and quality-management.
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| contingency viewpoint | In opposition to the classical viewpoint; a manager's approach should vary according to—that is, be contingent on—the individual and the environmental situation.
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| feedback | The receiver's expression of his or her reaction to the sender's message. Also, the information about the reaction of the environment to the outputs that affect the inputs; one of four parts of a system, along with inputs, outputs, and transformational processes.
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| historical perspective | In contrast to the contemporary perspective, the view of management that includes the classical, behavioral, and quantitative viewpoints.
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| human relations movement | The movement that proposed that better human relations could increase worker productivity.
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| inputs | The people, money, information, equipment, and materials required to produce an organization's goods or services; one of four parts of a system, along with outputs, transformation processes, and feedback.
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| learning organization | An organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge.
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| management science | Sometimes called operations research; branch of quantitative management; method of solving management problems by using mathematics to aid in problem solving and decision making.
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| open system | System that continually interacts with its environment.
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| operations management | A branch of quantitative management; effective management of the production and delivery of an organization's products or services.
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| outputs | The products, services, profits, losses, employee satisfaction or discontent, and the like that are produced by the organization; one of four parts of a system, along with inputs, transformation processes, and feedback.
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| quality | The total ability of a product or service to meet customer needs.
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| quality assurance | A means of ensuring quality that focuses on the performance of workers, urging employees to strive for "zero defects."
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| quality control | A means of ensuring quality whereby errors are minimized by managing each state of production.
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| quality-management viewpoint | Perspective that focuses on quality control, quality assurance, and total quality management.
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| quantitative management | An evolutionary form of operations research, whereby quantitative techniques, such as statistics and computer simulations, are applied to management. Two branches of quantitative management are management science and operations management.
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| scientific management | Management approach that emphasizes the scientific study of work methods to improve the productivity of individual workers.
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| subsystems | The collection of parts that make up the whole system.
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| system | A set of interrelated parts that operate together to achieve a common purpose.
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| systems viewpoint | Perspective that regards the organization as a system of interrelated parts.
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| total quality management (TQM) | A comprehensive approach—led by top management and supported throughout the organization—dedicated to continuous quality improvement, training, and customer satisfaction. It has four components: (1) Make continuous improvement a priority. (2) Get every employee involved. (3) Listen to and learn from customers and employees. (4) Use accurate standards to identify and eliminate problems.
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| transformation processes | The organization's capabilities in management and technology that are applied to converting inputs into outputs; one of four parts of a system, along with inputs, outputs, and feedback.
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