Chapter 2: Management Theory Flashcards

Question

What is theory X and Theory y?

Answer 1

Created by McGregor that states: Theory X represents a pessimistic, negative view of workers. In this view, workers are considered to be irresponsible, to be resistant to change, to lack ambition, to hate work, and to want to be led rather than to lead. Theory Y represents the outlook of human relations proponents—an optimistic, positive view of workers. In this view, workers are considered to be capable of accepting responsibility, self-direction, and self-control and of being imaginative and creative.

Answer 2

It relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers.

Answer 3

the application to management of quantitative techniques, such as statistics and computer simulations. Two branches of quantitative management are management science and operations management.

Answer 4

It focuses on using mathematics to aid in problem solving and decision making. Sometimes management science is called operations research.

Answer 5

is a set of interrelated parts that operate together to achieve a common purpose. Even though a system may not work very well—as in the inefficient way the Italian government collects taxes, for example—it is nevertheless still a system.

Answer 6

emphasizes that a manager’s approach should vary according to—that is, be contingent on—the individual and the environmental situation.

Answer 7

Is this a belief worth challenging? Is it debilitating? Does it get in the way of an important organizational attribute that we’d like to strengthen? Is this belief universally valid? Are there counterexamples? If so, what do we learn from those cases? How does this belief serve the interests of its adherents? Are there people who draw reassurance or comfort from this belief? Have our choices and assumptions conspired to make this belief self-fulfilling? Is this belief true simply because we have made it true—and, if so, can we imagine alternatives?47

Answer 8

means translating principles based on best evidence into organizational practice, bringing rationality to the decision-making process

Answer 9

which includes quality control, quality assurance, and total quality management

Answer 10

refers to the total ability of a product or service to meet customer needs. Quality is seen as one of the most important ways of adding value to products and services.

Answer 11

is defined as the strategy for minimizing errors by managing each stage of production

Answer 12

focuses on the performance of workers, urging employees to strive for “zero defects.”

Answer 13

is a comprehensive approach—led by top management and supported throughout the organization—dedicated to continuous quality improvement, training, and customer satisfaction.

Answer 14

Make continuous improvement a priority. TQM companies are never satisfied. They make small, incremental improvements an everyday priority in all areas of the organization. By improving everything a little bit of the time all the time, the company can achieve long-term quality, efficiency, and customer satisfaction. Get every employee involved. To build teamwork, trust, and mutual respect, TQM companies see that every employee is involved in the continuous improvement process. This requires that workers must be trained and empowered to find and solve problems. Listen to and learn from customers and employees. TQM companies pay attention to their customers, the people who use their products or services. In addition, employees within the companies listen and learn from other employees, those outside their own work areas. Use accurate standards to identify and eliminate problems. TQM organizations are always alert to how competitors do things better, then try to improve on them—a process known as benchmarking. Using these standards, they apply statistical measurements to their own processes to identify problems.

Chapter 2: Management Theory Flashcards

(38 cards)