Appendix

Question 1

when did modern management begin

Answer 1

late 19th century

Question 2

scientific management; organizations were seeking

Answer 2

ways to better satisfy customer needs

Question 3

scientific management; what was changing the way goods were produced

Answer 3

machinery

Question 4

scientific management; managers had to increase

Answer 4

efficiency of the worker-task mix

Question 5

who “discovered” job specializaiton

Answer 5

adam smith

Question 6

craft

Answer 6

each worker did all steps

Question 7

factory

Answer 7

each worker specialized in one step

Question 8

factory method

Answer 8

smith found that it had much higher productivity

Question 9

division of labor

Answer 9

breaking down the total job

Question 10

who defined scientific management

Answer 10

Frederick taylor, late 1800’s

Question 11

scientific study

Answer 11

the systematic study of the relationships between people and tasks to redesign the work for higher efficiency

Question 12

Four principles to increase efficiency

Answer 12

1. study the way the job is performed now and determine new ways to do it
2. codify the new method into rules
3. select workers whose skills match the rules set
4. establish a fair level of performance and pay for higher performance

Question 13

problems of scientific management

Answer 13

managers often only implemented the increased output side of taylor’s plan

Question 14

workers would purposely

Answer 14

“under-perform”

Question 15

how did management respond to under performance

Answer 15

increased use of machines

Question 16

Frank and Lilian Gilbreth

Answer 16

time and motion studies

Question 17

time and motion studies

Answer 17

1. break down each action into components
2. find better ways to perform it
3. reorganize each action to be more efficient

Question 18

administrative management

Answer 18

seeks to create an organization that leads to both efficiency and effectiveness

Question 19

max water developed

Answer 19

bureaucracy

Question 20

bureaucracy

Answer 20

a formal system of organization and administration to ensure effectiveness and efficiency

Question 21

five key points of bureaucracy

Answer 21

1. authority
2. positions
3. position duties are clearly identified
4. lines of authority
5. rules, standard operating procedures, and norms

Question 22

authority

Answer 22

is the power to hold people accountable for their actions

Question 23

positions

Answer 23

in the firm should be held based on performance not social contracts

Question 24

positons duties

Answer 24

are clearly identified. people should know whats expected

Question 25

lines of authority

Answer 25

should be clearly identified. workers know who to report to

Question 26

rules, SOPs and norms

Answer 26

used to determine how the firm operates

Question 27

who developed 14 principles

Answer 27

Henri Fayol

Question 28

division of labor

Answer 28

allows for job specialization

Question 29

authority and responsibility

Answer 29

fayol included both formal and informal authority resulting from special expertise

Question 30

unity of command

Answer 30

employees should have only one boss

Question 31

line of authority

Answer 31

a clear chain from top to bottle of the firm

Question 32

centralization

Answer 32

the degree to which authority rests at the very top

Question 33

unity of direction

Answer 33

one plan of action to guide the organization

Question 34

equity

Answer 34

treat all employees fairly in justice and respect

Question 35

order

Answer 35

each employee is put where they have the most value

Question 36

initiative

Answer 36

encourage innovation (balance order with innovation)

Question 37

discipline

Answer 37

obedient, applied, respectful employees needed

Question 38

remuneration of personnel

Answer 38

the payment system contributes to success

Question 39

stability of tenure

Answer 39

long term employment is important

Question 40

general interest over individual interest

Answer 40

the organization takes precedence over the individual

Question 41

esprit de corps

Answer 41

share enthusiasm or devotion to the organization

Question 42

behavioral management

Answer 42

focus on the way a manager should personally manage to motivate employees for productivity

Question 43

mary parter follett

Answer 43

an influential leader in early managerial theory

Question 44

what did mary parter follett suggest

Answer 44

workers help in analyzing their jobs for improvements

Question 45

the worker knows

Answer 45

the best way to improve the job

Question 46

hawthorne effect

Answer 46

workers productivity was affected by the attention they received

Question 47

who proposed theory x and y

Answer 47

douglas mcgregor

Question 48

theory x

Answer 48

assumes the average worker is lazy, dislikes work and will do as little as possible

Question 49

theory y

Answer 49

assumes the workers are not lazy, want to do a good job and the job itself will determine if the worker likes the work

Question 50

quantitative management

Answer 50

utilizes linear programming, modeling, simulation systems

Question 51

operations management

Answer 51

techniques to analyze all aspects of the production system

Question 52

total quality management

Answer 52

focuses on improved quality

Question 53

management information systems

Answer 53

provides information about the organization

Question 54

organization environment system

Answer 54

considers relationships inside and outside the organization

Question 55

systems theory

Answer 55

considers the impact of three stages

Question 56

input

Answer 56

acquire external resources

Question 57

conversion

Answer 57

inputs are processed into goods and services

Question 58

output

Answer 58

finished goods are released into the eternal environment

Question 59

an organic open system interacts with

Answer 59

both environments. a closed system is self contained

Question 60

closed systems often undergo

Answer 60

entropy and lose the ability to control itself, and fails

Question 61

synergy

Answer 61

performance gains of the whole surpass the components

Question 62

contingency theory

Answer 62

assumes there is no one best way to manage

Question 63

what impacts the organization

Answer 63

the environment

Question 64

managers must be

Answer 64

flexible to react to environmental changes

Question 65

mechanistic

Answer 65

authority is centralized at the tip

Question 66

organic

Answer 66

authority is decentralized through employees