The goal of this management theory is reduction in the cost of production activities by using division of labor, standardization and specialization. Frederick Taylor is known as the “Father of Scientific Management”.

Provides the direction that enables an organization to achieve its long-term objectives

Design of formal systems in an organization that ensure the effective and efficient use of human talent to accomplish organizational goals

-The basic assumptions and beliefs shared by members of an organization
-An informal, shared way of perceiving life and membership in an organization that binds members together and influences what they think about themselves and their work.

Teams responsible for producing an entire product, a component, or an ongoing service

The process of breaking difficult work into smaller tasks

This competitive corporate strategy focuses on being the low-cost producer in the industry. Also called “Operational Excellence” strategy

A firm’s deliberate use of human resources to help it gain or maintain an edge against its competitors in the marketplace
And
The general approach an organization adopts to ensure that it effectively uses its people to accomplish its mission

Practices that evolve in working groups over time (ex. Roundtable at the end of meetings)

Teams which exist for only a limited period of time to solve a particular problem

The process of coordinating work efforts by providing employees with carefully planned standards and procedures that guide the performance of their tasks.

This competitive corporate strategy focuses on creating products or services which are different from the competition by providing unique characteristics that consumer’s value and for which they are willing to pay a premium price.

The process of formulating HR strategies and establishing programs or tactics to implement those strategies

Rules for getting along in the organization, “the ropes” that a newcomer must learn to become an accepted member (ex. Listening more than speaking in the beginning)

Teams which consist of members who span functional or organizational boundaries and whose purpose is to examine complex issues such as introducing new technology, improving the quality of work process, or encouraging cooperation between labor and manageme

The process of dividing work efforts in order to keep jobs from becoming so complex that they require a greater range of skills that essentially cannot be performed by one individual.

This competitive corporate strategy focusing a particular buyer group, segment of the industry or a geographical market.

Combined knowledge, skills, and experience of a company’s employees

Conveyed in an organization by physical layout and interactions between people (offices)

Teams which use interactive computer technologies such as the Internet to work together despite being separated by physical distance. Virtual teams allow organizations to position individuals on teams who might not be otherwise available.

The goal of this management theory is increased efficiency of administrative procedures.

This competitive corporate strategy focuses on investing more in human capital than the competition making intangibles like the culture and spirit of an organization the competitive advantage.

Forces external to a firm that affect the firm’s performance but are beyond the control of management (ex. Legislation, globalization, technological changes)

Special events in which organization members celebrate stories, heroes and symbols (ex. communication meetings or award ceremony)

A carefully selected group of employees who voluntarily meet on a regular basis to identify problems and make recommendation by using various techniques for analyzing and solving work-related problems.