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MGMT 301: Chapter 2
MGMT 301: Chapter 2 Questions
| Question | Answer |
|---|---|
| Who is Peter Drucker? | Creator and inventor of modern management. |
| Define Holacracy: | Radical management experiment, where job titles and organizational hierarchy were replaced with democratic assemblies called circles. Enabled EE's to act as Entrepreneurs and self-direct their work. |
| What is a Historical Perspective? | Includes three viewpoints: Classical, Behavioral, and Quantitative. |
| What is a Contemporary Perspective? | Includes three viewpoints: Systems, Contingency, and Quality-Management |
| What is the Classical Viewpoint? | Emphasized finding ways to manage work more efficiently, assumed that people are rational. |
| What are the two branches of of the classical viewpoint? | The Scientific and Administrative |
| Define the Scientific Management: | Applied the scientific study of work methods to improve the productivity of individual workers. |
| What is Differential Rate System? Whom developed it? | System where employers pay higher efficient workers higher rates of pay. Frederick Taylor developed the idea. |
| Where was the movie "Cheaper by the Dozen" inspired by? | Frank Taylor and Lillian Gilbreth, where they raised 12 children and wrote a book about improving efficiency based on their experiences raising children. |
| What is Administrative Management? | Concerned with managing the total organization |
| Why did German sociologist believe Bureaucracy was effective? | Believed it was rational, efficient, ideal organization based on principles of logic. (People in positions of power were there not because of their ability but because of their social status). |
| What is the Behavioral Viewpoint? | Emphasized the importance of understanding human behavior and of motivating employees toward achievement. |
| What are the three phrases of behavioral viewpoint? | 1) Early behaviorism 2) Human relations movement 3) Behavioral science |
| Who were the three people who pioneered the behavioral theory? | Hugo Munsterberg, Mary Parker Follet, and Elton Mayo. |
| Who were the two people who pioneered the classical viewpoint? | Frederick Taylor and Frank & Lillian Gilbreth. |
| What are two out of the four principles that F. Taylor believed would improve workers productivity? | 1) Evaluate a task by scientifically studying each part of it. Leads to the establishment of realistic performance goals for a job. 2) Carefully select workers with the right abilities for the task. |
| What are two out of the four principles that F. Taylor believed would improve workers productivity? | 3) Give workers the training and incentives to do the task with the proper work methods 4) Use scientific principles to plan the work methods and ease the way for workers to do their jobs. |
| What is the flaw in the classical viewpoint? | Views humans as cogs within a machine, not taking into account the importance of human needs. |
| Why is the Classical Viewpoint Important? | Work activity was amenable to a rational approach, that through the application of scientific methods, time and motion studies, and job specialization was possible to boost productivity. |
| Why is Hugo Munsterberg important? | Ideas led to the field of industrial psychology, the study of human behavior in workplaces, which is still taught in colleges today |
| What are Hugo Munsterberg three suggestions that psychologists could do to contribute to the industry? | 1) Study jobs and determine which people are best suited to specific jobs 2) Identify the psychological conditions under which employees do their best work 3) Devise management strategies to influence EE's to follow management interests. |
| What were Mary Parker Follet's thoughts on organizations and 2 of her ideas that were most important to her? | Organizations should be more democratic. 1) Organizations should be operated as communities. 2) Conflicts should be resolved by having managers and workers talk over differences using a process called integration |
| What was Mary Parker Follet's last idea that was important to her? | 3) Work process should be under the control of workers with the relevant knowledge, rather than of managers, who should act as facilitators. |
| What is the Hawthorne Effect? | Employees worked harder if they received added attention, if they though that managers cared about their welfare and that supervisors paid special attention to them. |
| Who were two theorists that contributed mostly to the human relations movement? | Abraham Maslow and Douglas McGregor |
| What is Human Relations Movement? | Proposed taht better human relations could increase worker productivity |
| What did Abraham Maslow famously propose? | Hierarchy of Human Needs: Physiological, Safety, Love, Esteem, and Self-Actualization |
| What is Theory X? | Represents a pessimistic, negative view of workers. Workers are considered to be irresponsible, resistant to change, lack of ambition, hate to work, and want to be led rather than to lead. |
| What is Theory Y? | Represents human relations outlook- optimistic, positive view of workers as capable of accepting responsibility, having self-direction and self-control, and being imaginative and creative. |
| Why is Theory X/Theory Y Important? | Helps managers understand how their beliefs affect their behaviors. |
| What is the Behavioral Science Approach? | Relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers. |
| Define Quantitative Management? | Application of management of quantititative techniques, such as statistics and computer simulations. |
| What are the two branches of Quantitative Management? | Management Science and Operations Management |
| What is Management Science? | Using math to aid in problem solving and decision making. (Sometimes referred to as Operations Research). |
| What is Operations Management? | Focuses on managing the production and delivery of an organization's products or services more effectively. |
| Why is Operations Management important? | Help ensure business operations are efficient and effective. |
| What are the three viewpoints of the contemporary perspective? | Systems, contingency, and quality management |
| What is a system? | Set of interrelated parts that operate together to achieve a common purpose. |
| What is a systems viewpoint? | Regards the organization as a system of interrelated parts. View organization as a collection of subsystems and part of the larger environment. |
| What is subsystems? | Parts making up the whole system |
| What are the four parts of the system? | Inputs, transformational process, outputs, and feedback |
| What are inputs? | People, money, information, equipment, and materials required to produce an organization's goods or services. |
| What are transformational process? | Organization's capabilities in management, internal processes, and technology that are applied to converting inputs into outputs. |
| What are outputs? | Products, services, profits, losses, employee satisfaction or discontent, and the like that are produced by the organization. Whatever comes out of the system is an output |
| What is feedback? | Information about the reaction of the environment to the outputs that affects the inputs. (Are customers buying or not buying the product). |
| What is a closed system? | Has little interaction with its environment; that is, receives very little feedback from the outside |
| What is an open system? | Continually interacts with its environment. Potential of producing synergy. |
| Define Synergy: | Idea that two or more forces combined create an effect that is greater than the sum of their individual effects. (ex, multiple music instruments make a good song). |
| What is the Complexity Theory? | Study of how order and pattern arise from very complicated, apparently chaotic systems. |
| What is the Contingency Viewpoint? | Emphasizes that a manager's approach should vary according to-that is, be contingent on-the individual and the environmental situation |
| Who is Gary Hamel? | Co-Founder of Management Innovation Lab as is the most influential business thinker. Suggested we look at management as a process, and then make improvements and innovations ongoing and systematic. |
| What is Evidence-Based Management? | Means translating principles based on best evidence into organizational practice, bringing rationality to the decision-making process. |
| What is Quality-Management Viewpoint? | Includes quality control, quality assurance, and total quality management, is dedicated to continous quality improvement, training, and customer satisfaction |
| Define Quality: | Refers to the ability of a product or service to meet customers needs. Most important ways of adding value to products and services. |
| Define Quality Control: | Strategy for minimizing errors by managing each stage of production. Used to locate errors by testing just some (rather than all) of the items in a particular production run. |
| Define Quality Assurance: | Focuses on the performance of workers, urging employees to strive for "zero defects" |
| Who were W. Edwards Deming and Joseph M. Juran? | Pioneered Japan's quality revolution. Made from Japan was guaranteed to be made from top quality unlike before the war where it was considered cheap and flimsy. |
| What is Total Quality Management (TQM)? | Comprehensive approach, led by top management and supported throughout the organization-dedicated to continuous quality improvement, training, and customer satisfaction. |
| What are the four components of TQM? | 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 |
| What is Six Sigma? | Rigorous statistical-analysis process that measures and reduces defects in and improves manufacturing and service-related processes |
| What two processes does Six Sigma rely on? | DMAIC or Define, Measure, Analyze, Improve, and Control, which is intended to improve existing processes. DFSS (Design for Six Sigma), which managers can employ to create new products or processes. |
| What is ISO 9000? | Series of quality-control standards set by the International Organization for Standardization (ISO) to reduce manufacturing flaws and improve productivity. |
| What is a learning organization? | Organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge. |
| What are the three parts of learning organization? | 1) Creating and acquiring knowledge 2) Transferring knowledge 3) Modifying behavior |
| How do you create an learning organization? | 1) Build a commitment to learning 2) Work to generate ideas with impact 3) Work to generalize ideas with impact |
Created by:
DavidMV2014
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