the classical management perspective Consists of two distinct branches--scientific management and administrative management

scientific management Concerned with improving the performance of individual workers

soldiering Employees deliberately working at a slow pace

Administrative management Focuses on managing the total organization

the behavioral management perspective Emphasizes individual attitudes and behaviors and group processes

human relations movement Argued that workers respond primarily to the social context of the workplace

Theory X A pessimistic and negative view of workers consistent with the views of scientific management

Theory Y A positive view of workers; it represents the assumptions that human relations advocates make

organizational behavior Contemporary field focusing on behavioral perspectives on management

quantitative management perspective Applies quantitative techniques to management

management science Focuses specifically on the development of mathematical models

operations management Concerned with helping the organization more efficiently produce its products or services

system An interrelated set of elements functioning as a whole

open system An organizational system that interacts with its environment

closed systems An organizational system that does not interact with its environment

subsystem A system within another system

synergy Two or more subsystems working together to produce more than the total of what they might produce working alone

entropy A normal process leading to system decline

contingency perspective Suggests that appropriate managerial behavior in a given situation depends on, or is contingent on, a wide variety of elements

universal perspective An attempt to identify the one best way to do something