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Section 1

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Pluralistic Decision Making

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Last updated

6 years ago

Date created

Mar 14, 2020

Cards (20)

Section 1

(20 cards)

Pluralistic Decision Making

Front

A requirement that a number of individuals and groups may have both access and input to public decisions. This is one difference between the public and private sector.

Back

Government Reinvention

Front

A reform movement during the 1980s and 1990s calling for national and state governmental agencies to be less bureaucratic, more entrepreneurial, and more efficient. This movement suggested that governmental agencies should adopt a number of business elements from the private sector.

Back

Systems theory

Front

Suggests that a set of integrated and interrelated elements form a whole system.

Back

Contemporary school of management

Front

Theories includes systems theory, contingency theory, total quality management (TQM), continuous quality improvement (CQI), and reengineering.

Back

Quantitative school of management

Front

Theories focused upon the use of measurement techniques to make better decisions.

Back

Top level managers

Front

Within an organization are usually executives.

Back

Management levels

Front

Consist of: top, middle, and first line.

Back

Division of labor

Front

Is separating jobs into sequential, repetitive steps or tasks.

Back

Unity of command

Front

Suggests that each worker should receive direction from only one supervisor in order to reduce confusion and conflict.

Back

Middle managers

Front

Represent all management levels between the first line managers and the managers at the top level of the organization.

Back

Leadership

Front

The ability to influence a group of people to pursue and achieve specific goals.

Back

Politics-Administration Dichotomy

Front

The early 20th Century belief that administration should be separate from politics and policy making.

Back

Visionary leaders

Front

Create and articulate an attractive, credible vision that evolves from and improves upon the present.

Back

Behavioral school of management

Front

Theories focused upon the importance of individual workers as valuable human resources.

Back

First line managers

Front

Are supervisors who represent the lowest management level.

Back

Contingency management theory

Front

Suggests that management actions should be dependent upon a number of independent variables. These variables should include the managers' knowledge, skills, and abilities; the workers' knowledge, skills, and abilities; and the situational environment.

Back

Public Administration

Front

The practice concerned with the management of public programs.

Back

POSDCORB

Front

Seven sequential functions for effective administration developed by Luther Gulik in 1937: planning, organizing, staffing, directing, coordinating, reporting, and budgeting.

Back

Classical school of management

Front

Theories attempted to identify how jobs could be organized to be the most efficient and how organizations could be structured to the same end.

Back

Management

Front

Involves the major roles of planning, organizing, directing, and assessing.Consist of: top, middle, and first line.

Back