Chapter 2 Management Theory

CHAPTER 2: MANAGEMENT THEORY - Evidence based management: translating principles based on best evidence into organizational practice, bringing rationality to the decision making process - Four Challenges of Evidence-based management: 1. No established requirements for managers 2. Diverse career backgrounds 3. No body of shared knowledge 4. No shared terminology The Two Overarching Perspectives: Historical and contemporary The Historical Perspective - Three Viewpoints: 1. Classical 2. Behavioral 3. quantitative Scientific management: emphasizes the scientific study of work methods to improve the productivity of individual workers; Frederick W. Taylor, Frank and Lillian Gilbreth Principles of scientific management: 1. Scientifically study each part of the task 2. Carefully select workers with the right abilities 3. Give workers the training and incentives to do the task 4. Use scientific principles to plan the work methods Administrative Management: Pioneered by Fayol and Weber - Administrative management: concerned with managing the total organization - Henri Fayol: french engineer and industrialist; first to identify the major functions of management - Max Weber believe that a bureaucracy was a rational, efficient, ideal organization based on the principles of logic Five Positive Bureaucratic Features 1. A well-defined hierarchy of authority 2. Formal rules and procedures 3. A clear division of labor 4. Impersonality 5. Careers based on merit The problem with classical viewpoint - Mechanistic: tends to view humans as cogs within a machine, not taking into the account the importance of human needs WHY is the Classical Viewpoint important? - Work activity was amenable to a rational approach - Through the application of specific methods, time and motion studies, and job specialization it was possible to boost productivity Behavioral viewpoint: emphasized the importance of understanding human behavior and of motivativing employers toward achievement - Three phases: 1. Earl behaviorism 2. The human relations movement 3. Behavioral science Early Behaviorism: Pioneered by Munterberg, Follet, and Mayo - Hugo Munsterberg: father of industrial psychology 1. Study jobs and determine which people are best suited to specific jobs - 2. Identify the psychological conditions under which employers do their best work 3. Devise management strategies to influence employees to follow management’s interests Mary Parker Follet: a social worker and a social philosopher 1. Organizations should be operated as < communities= 2. Conflicts should be under control of workers with relevant knowledge Hawthorne effect: employees worked harder if they receive dadded attention, thought that managers cared about their welfare, and that supervisors paid special attention to them, Elton Mayo The Human Relations Movement: Pioneered by Maslow and McGregor - Human relations movement: Proposed the better human relations could increase worker productivity; Abraham Maslow and Douglas McGregor - Maslow’s Hierarchy of Needs: - Self-actualization - Esteem - Social - Safety - Physiological - Douglas McGregor - Theory X versus Theory Y - Theory X: represents a pessimistic, negative view of workers - Workers are irresponsible, resistant to change, lack ambition, hate work, and ant to be led - Theory Y: represents an optimistic, positive view of workers - Workers are considered capable of accepting responsibility, self-direction, self control and being creative The Behavioral Science Approach - Behavioral science: relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers - Quantitative management: application to management of quantitative techniques, such as statistics and computer simulations; management science, operations management 1. Management science: stresses the use of rational, science-based techniques and mathematical models to improve decision making and strategic planning 2. Operations management: focuses on managing the production and delivery of an organization’s products or services more effectively - Work scheduling, production planning, facilities location and design Systems Viewpoint - Systems viewpoint: - Regards the organization as a system of interrelated parts - Collection of subsystems - Part of the larger environment - Open system:Continually interacts with its environment - Closed system: has little interaction with its environment The Four Parts of a System: 1. Inputs 2. Transformational processes 3. Outputs 4. Feedback Complexity theory: the study of how order and pattern arise from very complicated, apparently chaotic systems - Recognizes that all complex systems are networks of many interdependent parts that interact with each other according to certain simple rules Contingency Viewpoint: emphasizes that a manager’s approach should vary according to the individual and the environmental situation - Most practical because it addresses problems on a case-by-case basis Evidence based management: translating principles based on best evidence into organization practice, bringing rationality to the decisions making process; Pfeffer and Sutton Quality: total ability of a product or service to meet customer needs Quality control: the strategy for minimizing errors by managing each stage of production Quality assurance: focuses on the performance of workers, urging employees to strive for < zero defects= Total quality management (TQM): comprehensive approach-led by top management and supported throughout the organization-dedicated to continuous quality improvement, training, and customer satisfaction 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 Learning Organization: organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge How to build a learning organization: 1. Build a commitment to learning 2. Work to generate with impact 3. Work to generalize ideas with impact CHAPTER 2: CONCEPT CHECKS 1. Peter Drucker is credited with providing the first modern handbook on the subject of ______. a. Management 2. Two overarching perspectives about management are the ________ perspectives. a. historical and contemporary 3. Complete the following sentence with all the true statements about the classical perspective of management. The classical perspective of management a. had two branches - scientific and administrative. b. assumed that people were rational. c. emphasized finding ways to manage work more efficiently. 4. The scientific approach to management emerged in the early 20th century when companies wished to increase worker productivity to counteract _____. a. Labor shortages 5. Which of these are Taylor's principles of scientific management? (Select all that apply.) a. Evaluate a task by scientifically studying each part of it. b. Carefully select workers with the right abilities for the task. c. Use scientific principles to plan the work methods and ease the way for their workers to do their jobs. d. Give workers the training and incentives to do the task with the proper work methods. 6. Which of these statements represent ideas that Peter Drucker introduced in his book ? (Select all that apply.) a. A corporation can be thought of as a human community. b. Without customers, businesses wouldn't exist. c. Workers should be treated as assets. 7. The classical viewpoint of management emphasizes ways to _____. a. manage work more efficiently 8. The third and fourth principles of _____ suggest that organizations should give workers the training and incentives to do their tasks properly, and should use scientific principles to plan work methods and ease the way for workers to do their jobs. a. scientific management 9. True or false: Frederick Taylor is associated with the scientific management approach to management. a. True 10. Peter Drucker is credited with providing the first modern handbook on the subject of ______. a. Management 11. Frank and Lillian Gilbreth's personal life helped them develop ideas about improving efficiency because they a. Raised 12 children 12. Which three individuals helped pioneer administrative management theory? (Select 3 options.) a. Weber b. Spaulding c. Fayol 13. What are the two branches of the classical viewpoint of management? a. scientific b. Administrative 14. Frederick Taylor created the scientific management system after studying _____. a. the physical motions workers used while doing a task 15. Which of these are Taylor's principles of scientific management? (Select all that apply.) a. Carefully select workers with the right abilities for the task. b. Evaluate a task by scientifically studying each part of it. c. Give workers the training and incentives to do the task with the proper work methods. d. Use scientific principles to plan the work methods and ease the way for their workers to do their jobs. 16. The technique that Frank and Lillian Gilbreth used to expand on Taylor's motion studies was that they a. filmed workers to isolate parts of a job. 17. Administrative management is concerned with managing ________. a. the total organization 18. The classical viewpoint of management emphasizes ways to _____. a. manage work more efficiently 19. Frederick Taylor believed that more efficient workers should be paid higher wages than their lower-performing coworkers, a system referred to as the _______ system. a. Differential rate 20. The management approach of _____ was one of the first to recognize that enriching the lives of organizational and community family was just as important as a company making a profit. a. Spaulding 21. true or false: Frederick Taylor is associated with the scientific management approach to management. a. True 22. Henri Fayol is credited with being the first person to _____ management behavior. a. Systemize 23. As a pioneer of administrative management, Max Weber contended that bureaucracies were a. Rational 24. Complete the following sentence with all the true statements about the classical perspective of management. The classical perspective of management a. emphasized finding ways to manage work more efficiently. b. had two branches - scientific and administrative. c. assumed that people were rational. 25. Charles Clinton Spaulding, one of the pioneering theorists of administrative management, proposed eight _____ of management based in part on his childhood experiences working at his father's fields. a. Necessities 26. Max Weber said that a better-performing organization should have five positive _____ features including a clear hierarchy, formal procedures, clear division of labor, impersonality, and merit-based careers. a. Bureaucratic 27. According to Henri Fayol, the major functions of management are: a. leading. b. planning. c. controlling. d. Organizing. 28. Today, the word is associated with inflexibility. But to Max Weber, a bureaucracy was an efficient and ideal organization based on principles of _____. a. Logic 29. What are the two branches of the classical viewpoint of management? a. administrative b. Scientific 30. One issue with the classical viewpoint is that it tends to view humans as cogs in a machine, thereby rendering it overly _____. a. Mechanistic 31. The management approach of _____ was one of the first to recognize that enriching the lives of organizational and community families was just as important as a company making a profit. a. Spaulding 32. Select all the positive features of bureaucracy according to Max Weber. a. Specialists for complex tasks b. Merit-based careers c. Formal rules and procedures d. Impersonality e. A well-defined hierarchy 33. Henri Fayol is credited with being the first person to _____ management behavior. a. Systematize 34. The behavioral management viewpoint emphasized a. the importance of understanding human behavior and motivating employees to achieve 35. As a pioneer of administrative management, Max Weber contended that bureaucracies were a. Rational 36. Issues with the classical viewpoint include that it: (select all that apply) a. is overly mechanistic. b. views humans as cogs in a machine. c. fails to account for the importance of human needs. 37. Mary Parker Follett's ideas anticipated which modern management concepts? (Select all that apply.) a. Worker empowerment b. Self-managed teams c. Interdepartmental teams 38. According to the Hawthorne effect hypothesized by Mayo and colleagues, employees worked harder if they: a. received added attention b. believed supervisors paid special attention to them c. thought managers cared about their welfare 39. In which of the following ways did Munsterberg suggest that psychologists could contribute to industry? (Select all that apply.) a. Recognize the psychological conditions necessary for employees to do their best work. b. Identify the people who are best suited for a job. c. Identify ways managers can influence employees to take desired actions. 40. In order to follow Mary Parker Follett's concept of integration, a company should a. hold meetings between managers and workers to solve problems in a mutually beneficial way. 41. Maslow and McGregor focused on the study of ______ as it relates to increasing worker productivity. a. human relations 42. The original focus of the Hawthorne studies was the ______. a. effects of lighting levels on worker productivity 43. The _____ studies are credited with drawing attention to the importance of the social nature of workers and the need for good human relations in fostering employee productivity. a. Hawthorne 44. Maslow's hierarchy of needs resulted from the study of ______. a. what motivates people to perform 45. Identify the two theorists who contributed the most to the human relations movement. a. Maslow b. McGregor 46. Maslow's hierarchy of human needs proposes that people are motivated by which of the following needs? (Select all that apply.) a. Self-actualization b. Physiological c. Safety d. Love e. Esteem 47. Which approach to management relies upon research in psychology, sociology, anthropology, and economics in order to develop theories about human behavior that can be used to provide practical tools for managers? a. behavioral science 48. When Mary Parker Follett referred to the use of "communities" within an organization, she meant that a. managers and subordinates should work together to solve issues. 49. What are the two branches of quantitative management? a. Operations management b. Management science 50. Management science is important because it a. advocates the use of rational, science-based techniques and mathematical models to improve decision making and strategic planning. 51. Theory Y managers view workers as: (select all that apply) a. imaginative and creative b. self-directed c. accepting of responsibility 52. Operations management: (select all that apply) a. governs managers' decisions about how to increase productivity and efficiency b. assists managers with decisions regarding how to achieve the highest quality goods and services c. plays an important role in managing the supply chain 53. What are the three viewpoints of the contemporary perspective of management? a. Systems b. Contingency c. Quality-management 54. Which of the four disciplines are included in the behavioral science approach to management? (Choose all that apply.) a. Psychology b. Economics c. Anthropology d. Sociology 55. The application of quantitative techniques, such as statistics and computer simulations, to management is called _____ management. a. Quantitative 56. Management science focuses on the use of _______ to aid in problem-solving and decision-making. a. Mathematics 57. Operations management focuses on _____. a. managing the production and delivery of an organization's products or services more effectively 58. Management science is sometimes known as _____. a. operations research 59. By adopting the systems viewpoint, you can visualize your organization as a: (select all that apply) a. part of the larger environment. b. collection of subsystems. 60. Management science focuses on the use of _______ to aid in problem-solving and decision-making. a. Mathematics 61. __ are the people, money, information, equipment, and materials required to produce an organization's goods or services. a. Inputs 62. A system is a set of _____ parts that operate together to achieve a common purpose. a. Interrelated 63. Inputs, transformational processes, outputs, and feedback are the four parts of a(n) _____. a. System 64. Tyrone is reviewing customer response forms and learns that while some people like the company's new outerwear designs, the majority of customers do not. Which part of a system is Tyrone using to get his information? a. Feedback 65. The ______ viewpoint regards the organization as arrangements of interrelated parts that operate together to achieve a common purpose. a. Systems 66. According to the systems viewpoint, what are three types of inputs? a. Equipment b. Money c. People 67. complexity theory is an offshoot of the _____ viewpoint because it is the study of how multiple chaotic processes arise into pattern and order. a. Systems 68. According to the ___ viewpoint, a management problem should be handled according to the individual and the environmental situation. a. Contingency 69. Which statement regarding a closed system is accurate? a. It has little interaction with its environment. 70. Select all of the true statements regarding Gary Hamel's thoughts on management: a. much of management theory is dated and doesn't fit the current realities of organizational life b. we must look at management as a process, and then make improvements and innovation ongoing and systematic c. management innovation is essential to future organizational success 71. Complexity theory: a. seeks to understand how organizations adapt to their environments b. recognizes that all complex systems are networks of many interdependent parts that interact according to certain simple rules c. is used in strategic management and organizational studies d. is the study of how order and pattern arise from complicated, chaotic systems 72. The quality-management viewpoint includes which concepts? (select all that apply) a. Quality assurance b. Total quality management c. Quality control 73. According to Gary Hamel, management should be viewed as a(n) _____ to which ongoing improvements and innovation can be made systematically. a. Process 74. Which of these are aspects of W. Edwards Deming's beliefs about quality management? a. Managers should stress teamwork and be helpful rather than simply give orders. b. Managers should make employees feel comfortable about asking questions. c. Quality comes from a steady focus on a firm's mission along with statistical measurement and reduction of variations in production processes. 75. Which of the following are components of total quality management (TQM)? (Select all that apply.) a. Use customer and employee feedback. b. Emphasize continuous improvement. c. Use accurate standards to identify and eliminate problems. d. Involve every employee. 76. When Joseph Juran referred to the idea of "fitness for use," he was considering how a product would ______. a. Satisfy a customer’s real needs 77. Which of the following questions should you research in order to better understand a company before a job interview? a. 78. Which of the following questions should you research in order to better understand a company before a job interview? a. What does the company seem to value most, and how does it treat its employees? b. When was the company founded and how has it evolved over the years? c. What are the company's mission and vision statements and do I support them? d. Who are the key players touted on the company's website? e. What do clients mention in their reviews of the company and its products/services? 79. The Six Sigma approach relies on _____ to help improve manufacturing processes. a. statistical analysis 80. What are two things an individual should consider learning about a company before going to a job interview? a. company core values and culture b. company mission and vision statements 81. Which of the following statements are accurate regarding the importance of learning about a company's mission and vision statements before a job interview? (select all that apply) a. these statements tell you what the company wants to achieve over time b. you will be a better fit for a company if you support their mission and vision statements c. these statements tell you why the company exists