Chapter 3

Question 1

Henri Fayol was one of the most influential contributors to modern concepts of management, having proposed that there are five primary functions of management:

Answer 1

Planning
Organizing
Commanding
Coordinating
Controlling

Question 2

The developer of scientific management which deals with the efficient organization of production in the context of a competitive enterprise that has to control its production costs.

Answer 2

Frederick Winslow Taylor

*** his scientific approach is sometimes referred to as “taylorism”

Question 3

Associates of Taylor who were
likewise interested in
standardization of work to
improve productivity.

Their study on motions became known as “time and motion studies.”

Answer 3

Frank Gilbreth and Lillian Moller Gilbreth

Question 4

Writer who raised awareness about the awful conditions of
the meatpacking industry in
his 1906 book The Jungle.

Answer 4

Upton Sinclair

Question 5

The first scholar to write about
how to manage knowledge
workers.

Answer 5

Peter Drucker

Question 6

Wrote In Search of Excellence, which described the way
leaders viewed their
relationships with employees
and customers.

Answer 6

Tom Peters and Robert Waterman

*** their research focused on nine principles of management that are embodied in excellent organizations

Question 7

What are the nine principles of management introduced in “In Search of Excellence” by Tom Peters and Robert Waterman?

Answer 7

1. Managing Ambiguity and Paradox -
   The ability of managers to hold two opposing ideas in mind at the same
   time and still be able to function effectively.
2. A Bias for Action
   A culture of impatience with lethargy and inertia that otherwise leaves
   organizations unresponsive.
3. Close to the Customer - Staying close to the customer to understand and anticipate customer
   needs and wants.
4. Autonomy and Entrepreneurship
   Actions that foster innovation and nurture customer and product
   champions.
5. Productivity through People
   Treating rank-and-file employees as a source of quality.
6. Hands-On, Value-Driven
   A management philosophy that guides everyday practice and shows
   management’s commitment.
7. Stick to the Knitting
   Stay with what you do well and the businesses you know best.
8. Simple Form, Lean Staff
   The best companies have very minimal, lean headquarters staff.
9. Simultaneous Loose-Tight PropertiesPeters, T. J., & Waterman, R. H.
   (1982). In Search of Excellence. New York: Knopf.
   Autonomy in shop-floor activities plus centralized values.

Question 8

What did Warren Bennis pioneer?

Answer 8

Pioneered a new theory of
leadership that addressed the
need for leaders to have vision
and to communicate that vision.

Question 9

A type of group action that is focused on specific political or social issues.

Answer 9

Social movement

*** civil rights, feminist movement, gay rights, etc.

Question 9

Key Takeaway 3.2

Answer 9

Early management theorists developed principles for managing
organizations that suited the times. A century ago, few workers were highly
educated; most work was manual, tasks were repetitive, and rates of change
were slow. Hierarchy brought unity and control, and principles of management in which managers defined tasks and coordinated workers to move in a unified direction made sense. As the economy moved from
manufacturing to services, the need for engaging workers’ minds and hearts
became more important. Drucker, Peters, and Waterman presented ideas on
how managers could achieve excellence in a continually changing business
environment, while Bennis encouraged managers to become inspiring leaders who empowered people.

Question 10

Systems that allow members of
a specific site to learn about
other members’ skills, talents,
knowledge, or preferences.

Answer 10

Social networking

Question 11

An organization skilled at creating, acquiring, and
transferring knowledge, and at
modifying its behavior to
reflect new knowledge and
insights

Answer 11

learning organization

Question 12

What are the five building blocks of learning organizations?

Answer 12

1. Systemic problem solving
2. Experimentation
3. Learning from past experience
4. Learning from others
5. Transferring knowledge

Question 13

Organizations with members who are geographically apart
and who usually work by computer e-mail and groupware while appearing to
others to be a single, unified
organization with a real physical location.

Answer 13

Virtual Organization

Question 14

An Internet-based method for
many people to collaborate and
contribute to a document or
discussion.

Answer 14

wiki

Question 15

Key Takeaway 3.3

Answer 15

In today’s fast-changing world, organizations are becoming more like social
movements, with more fluid boundaries and more participation in
leadership across all levels. Social networks within corporations let
employees find out about one another and access the people who have the
skills, knowledge, or connections to get the job done. Continuous learning is
important, not just for individuals but for organizations as a whole, to
transfer knowledge and try out new ideas as the pace of change increases.
Virtual organizations can speed up cycle time, but they pose new challenges
for managers on how to manage remote workers. Communications
technologies and the Web let employees work from anywhere—around the
corner or around the world—and require special attention to managing
communication.

Question 16

Key Takeaway 3.4

Answer 16

Today’s world faces many challenges, from the need to protect the natural
environment to the rapid pace of innovation and change. Technological
connectivity is bringing the world closer together and enabling people to
work from anywhere. Demand for talent and low-cost workers gives rise to
outsourcing and employees working remotely, whether from home or from
remote different countries. At the same time, information is now available
to more and more people. This drives demand for personalization. It
increases complexity but at the same time gives us the collaboration tools
needed to solve tough problems.

Question 17

The extent to which members of a society attempt to cope
with anxiety by minimizing
uncertainty

Answer 17

Uncertainty
avoidance

Question 18

The extent to which the less
powerful members of institutions and organizations
expect and accept that power is
distributed unequally.

Answer 18

Power Distance

Question 19

The extent to which people act
predominantly as a member of
a lifelong group or
organization.

Answer 19

Institutional collectivism

Question 20

One’s expectations and the degree to which one is
thoughtful about his or her future. It is a multidimensional
concept that includes such dimensions as planning, realism, and control.

Answer 20

Future Orientation

Question 21

Key Takeway 3.5

Answer 21

Because the business environment increasingly depends on collaboration
across regional and national borders, a successful global manager needs to
be culturally sensitive and have an understanding for how business is done
in different cultures. In some countries, loyalty to the group is key. Other
countries celebrate mavericks and rule breakers if they can get things done.
Knowing how best to communicate with your coworkers and
employees—whether to be direct or indirect, whether to follow strict
protocol or be more causal, whom to involve in decisions—are all important
considerations.

Question 22

Government act that sought to
reform corporate governance
practices in large U.S. public
companies.

Answer 22

Sarbanes-Oxley Act

*** companies are required to write a code of ethics

Question 23

Key Takeaway 3.6

Answer 23

Management involves decision making, and decisions often have an ethical
component. Beyond personal ethics or a moral code, managers face making
decisions that reflect the company as a whole, affecting its future success
and vitality. Ethics doesn’t just mean following the law but acting in
accordance with basic values.

Question 24

Shared principles, standards,
and goals.

Answer 24

Values

Question 25

A statement of purpose,
describing who the company is
and what it does.

Answer 25

Mission Statement

Question 26

A future-oriented declaration
of the organization’s purpose
and aspirations.

Answer 26

vision statement