Chapter 2

Question 1

Bureaucracy

Answer 1

Emphasizes formal authority, order, fairness, and efficiency. It is a rational and efficient form of an organization founded on logic, order, and legitimate authority.

Question 2

Contingency Thinking

Answer 2

Tries to match management practices with situational demands

Question 3

Continuous Improvement

Answer 3

Involves always searching for new ways to improve work quality and performance.

Question 4

Evidence-based Management (EBM)

Answer 4

Involves making decisions based on hard facts about what really works.

Question 5

Hawthorne Effect

Answer 5

Tendency of persons singled out for special attention to perform as expected.

Question 6

High-performance Organization

Answer 6

Consistently achieves excellence while creating a high-quality work environment.

Question 7

Human Relations Movement

Answer 7

Suggested that managers using good human relations will achieve productivity.

Question 8

ISO Certification

Answer 8

• Indicates conformity with a rigorous set of international quality standards.
• Refine and upgrade the quality of operations (will improve cost and use of time)

Question 9

Knowledge Management

Answer 9

Process of using intellectual capital for competitive advantage.

Question 10

Learning Organization

Answer 10

Continuously changes and improves, using the lessons of experience.

Question 11

Management Science and Operations Research

Answer 11

Use quantitative analysis and applied mathematics to solve problems.

Question 12

Motion Study

Answer 12

Science of reducing a task to its basic physical motions.

Question 13

Operations Management

Answer 13

Study of how organizations produce goods and services.

Question 14

Organizational Behaviour

Answer 14

Study of individuals and groups in organizations.

Question 15

Self-fulfilling Prophecy

Answer 15

Occurs when a person acts in ways that confirm another’s expectations.

Question 16

Subsystem

Answer 16

Component of a system.

Question 17

System

Answer 17

Collection of interrelated parts working together for a purpose.

Question 18

Total Quality Management (TQM)

Answer 18

Managing with an organization-wide commitment to continuous improvement, product quality, and customer needs.

Question 19

Define Team

Answer 19

Small group of people with complementary skills, who work together to achieve a shared purpose and hold themselves mutually accountable for performance results

Question 20

Define Teamwork

Answer 20

Process of people actively working together to accomplish common goals

Question 21

Common Problems in Teams

Answer 21

• Social loafing
• Poor readiness to work
• Personality conflicts
• Lack of motivation
• Individual differences in work styles
• Conflicts with other deadlines or priorities
• Ambiguous agendas
• Lack of team organization or progress
• Ill-defined problems
• Meetings that lack purpose or structure
• Members coming to meetings unprepared

Question 22

What is Synergy?

Answer 22

• The creation of a whole that is greater than the sum of its parts
• A team uses its membership resources to the fullest and thereby achieves through collective action far more than could be achieved otherwise

Question 23

List the different types of groups/teams

Answer 23

• Formal Groups
• Informal Groups
• Cross-Functional Teams
• Virtual Teams
• Self-Managing Teams

Question 24

Explain Formal Groups

Answer 24

• Teams that are officially recognized and supported by the organization for specific purposes
• Specifically created to perform essential tasks
• Managers and leaders serve “linking pin” roles

Question 25

Explain Informal Groups

Answer 25

- Not recognized on organization charts - Not officially created for an organizational purpose - Emerge as part of the informal structure and from natural or spontaneous relationships among people - Include interest, friendship, and support groups - Can have positive performance impact - Can help satisfy social needs

Question 26

Explain Cross-Functional Teams

Answer 26

- Members come from different functional units of an organization - Team works on a specific problem or task with the needs of the whole organization in mind - Teams are created to knock down “walls” separating departments

Question 27

Explain Virtual Teams

Answer 27

- Teams of people who work together and solve problems through largely computer-mediated rather than face-to-face interactions - Sometimes called: Computer-mediated groups, Electronic group networks - Potential problems of virtual teams: - Difficulty in establishing good working relationships - Depersonalization of working relationships - Potential advantages of virtual teams: - Savings in time and travel expenses - Minimization or elimination of interpersonal difficulties - Ease of expansion - Guidelines for Managing virtual teams - Virtual teams should begin with social messaging - Team members should be assigned clear roles - Team members must have positive attitudes that support team goals

Question 28

Explain Self Managing Teams

Answer 28

- Teams of workers whose jobs have been redesigned to create a high degree of task interdependence - Have also been given authority to make many decisions about how to do the required work on their own - Also known as autonomous work groups

Question 29

What is Group Process & Team Effectiveness?

Answer 29

- Achieve and maintain high levels of task performance - Achieve and maintain high levels of member satisfaction - Retain viability for the future Team Effectiveness = Quality of Inputs + (Process Gains - Process Losses)

Question 30

What are the stages of team development?

Answer 30

- Forming: initial orientation and interpersonal testing - Storming: conflict over tasks and ways of working as a team - Norming: consolidation around task and operating agendas - Performing: teamwork and focused task performance - Adjourning: task accomplishment and eventual disengagement

Question 31

What is Norms?

Answer 31

- Behaviour expected of team members - Rules or standards that guide behaviour - May result in team sanctions

Question 32

What is Performance Norms?

Answer 32

Define the level of work effort and performance that team members are expected to contribute to the team task

Question 33

What is Cohesiveness?

Answer 33

- The degree to which members are attracted to and motivated to remain part of a team. - Can be beneficial if paired with positive performance norms.

Question 34

What is the creativity in team decision making?

Answer 34

- Brainstorming: Engages group members in an open, spontaneous discussion of problems and ideas - Nominal Group Technique: Structures interaction among team members discussing problems and ideas

Question 35

What is team building?

Answer 35

A sequence of planned activities used to gather and analyze data on the functioning of a team and to implement constructive changes to increase its operating effectiveness

Question 36

What are characteristics of high-performing teams?

Answer 36

- A clear and elevating goal - A task-driven, results-oriented structure - Competent and committed members who work hard - A collaborative climate - High standards of excellence - External support and recognition - Strong and principled leadership

Question 37

What are the four guiding principles?

Answer 37

- Develop rules of motion, standardized work implements, and proper working conditions for every job. - Carefully select workers with the right abilities for the job. - Carefully train workers and provide proper incentives. - Support workers by carefully planning their work and removing obstacles.

Question 38

What are the rules of management?

Answer 38

- Foresight: to complete a plan of action for the future - Organization: to provide and mobilize resources to implement the plan - Command: to lead, select, and evaluate workers to get the best work toward the plan - Coordination: to fit diverse efforts together and ensure information is shared and problems solved - Control: to make sure things happen according to plan and to take necessary corrective action

Question 39

What are the key principles of management?

Answer 39

- Scalar Chain: there should be a clear and unbroken line of communication from the top to the bottom of the organization - Unity of Command: each person should receive orders from only one boss - Unity of Direction: one person should be in charge of all activities with the same performance objective

Question 40

What are the human resource approaches?

Answer 40

- Follett’s notion of organizations as communities - Hawthorne studies - Maslow’s theory of human needs - McGregor’s Theory X and Theory Y - Argyris’s theory of adult personality

Question 41

What are the attributes of bureaucratic organizations?

Answer 41

- Clear division of labour - Clear hierarchy of authority - Formal rules and procedures - Impersonal applications of rules and procedures - Career based merit

Question 42

What are the five levels of human needs?

Answer 42

``` Physiological Safety Social Esteem Self-actualization ```

Question 43

What is the Deficit Principle?

Answer 43

A satisfied need is not a motivator of behaviour.

Question 44

What is the progression principle?

Answer 44

A need becomes a motivator once the preceding lower-level need is satisfied.

Question 45

What is Chris Argyris basic beliefs?

Answer 45

Argyris asserts that some classical management principles such as task specialization, chain of command, and unity of direction inhibit worker maturation by discouraging independence, initiative and self-actualization.

Question 46

What is Fredrick Taylors basic beliefs?

Answer 46

“The principle object of management should be to secure maximum prosperity for the employer, coupled with the maximum prosperity for the employee.” - There should be one correct way to do a task to allow for maximum efficiency

Question 47

Attributes of a 21st Century Manager

Answer 47

- Global strategist: understanding the interconnections among nations, cultures and economies - Master of technology: comfortable with information technology - Inspiring leader: attracting and motivating workers to achieve a high-performance culture - Model of ethical behaviour: acting ethically in all ways

Question 48

Common Characteristics Of High Performance Organizations

Answer 48

- People oriented – value people as human assets - Team oriented – achieve synergy through teamwork - Information oriented – mobilizes the latest information technology - Achievement oriented – focuses on the needs of customers and stakeholders - Learning oriented – operates with internal culture that respects and facilitates learning