LAS TEST 1

Question 1

Definitions of Management

Answer 1

Art of getting things done
- Management as a process
- Management as a discipline
- Art and science of decision making and leadership
- An art of increasing productivity
- Integration of efforts
- Management as a group of managers

Question 2

What is Efficiency

Answer 2

Minimum expenses = majority output

Question 3

Henri Fayol

Answer 3

CEO of a large steel company in the 1900’s
- One of the founders in the field of management
- “The success of the company depends more on the administrative abilities of its leader
than on its technical abilities.”

Question 4

Four Functions of Management

Answer 4

• Planning
• Organizing
• Leading
• Controlling

Question 5

Define Planning

Answer 5

a. Defining performance goals whether it is short-term or long-term and plans to achieve them
b. What do we want to accomplish?

Question 6

Define Organizing

Answer 6

A. Assigning tasks, grouping tasks into departments, and allocating resources
b. Establishing relationships with others who may assist them in implementing the courses of actions needed for each task
c. What resources are needed to get the job done?
d. Who will do what jobs?

Question 7

Define Leading

Answer 7

A. Using influence to motivate employees to achieve the organization’s goal
b. How will we motivate and inspire our employees?

Question 8

Define Controlling

Answer 8

a. Monitoring employees’ activities, keeping the organization on track to meet its goals, and making necessary adjustments
b. How are we performing against our goals?

Question 9

Overview of Peter “Father of Management” Ducker

Answer 9

1. Agreement on a common vision or goal for the team
2. Practicing the same values regardless of the individual personalities
3. Having the proper structure in terms of command and delegation of tasks
4. Providing the right training and development programs for the members to ensure that
   they can perform the tasks assigned to them

Question 10

Management Models

Answer 10

• Different frameworks, concepts or principles that managers keep in mind in order to
  guide their decisions and actions
• Tool used to represent a complex, real world situation; allows us to analyze, evaluate,
  discuss; have a better understanding of an otherwise confusing situation
• A reference for commission understanding and communication

Question 11

When was the emergence of the rational goal and the internal process models of management

Answer 11

1900-1925

Question 12

What did the emergence of the rational goal and the internal process models of management do?

Answer 12

Focuses on the idea of productivity due to demand of products and resources being high
- Management thinkers prescribed certain principles aimed towards the attainment of the
managerial goals of efficiency and effectiveness
- In the US and spurred industrial growth

Question 13

Frederick Taylor’s Four Principles of Scientific Management

Answer 13

i. Develop a science for every job
ii. Systematically select workers so that they fit the job, and train them
effectively
iii. Offer incentives so that workers behave in accordance with the principles
of the science that has been developed
iv. Support workers by carefully planning their work and smoothing the way
as they do their jobs

Question 14

Henry (Industrial and General Administration) Fayol’s General Principles of
Management

Answer 14

i. Division of work - specialization leads to expertise
ii. Authority and responsibility - those given responsibility are given the authority to enable them to affect results
iii. Discipline
iv. Unity of command
v. Unity of direction
vi. Subordination of individual interest to general interest
vii. Remuneration of personnel - for loyalty and motivation of workers
viii. Centralization - centralization of decision making and control
ix. Scalar chain - adopting a hierarchical organizational
x. Order - a place for everything, and everything in its place
xi. Equity - a combination of kindliness and justice
xii. Stability of tenure of personnel
xiii. Initiative - zeal for achievement
xiv. Esprit de corps - team harmony

Question 15

Max (Theory of Social and Economic Organizations) Weber’s Elements of
Bureaucracy

Answer 15

i. Task Specialization - Division of labor with responsibilities that are clearly defined
ii. Hierarchical management structure - Positions are organized in a hierarchy of authority
iii. Formal selection rules - All personnel are objectively selected and promoted based on technical abilities
iv. Efficient and uniform requirements - Administrative decisions are recorded in writing, and records are maintained over time
v. Impersonal environment - Relationships should be kept professional
vi. Achievement based advancement - Standard rules and procedures that are uniformly applied to all

Question 16

The Emergence of human Relations Model of Management happened when?

Answer 16

1925-1950s

Question 17

The Emergence of human Relations Model of Management

Answer 17

• The realization of harsh working conditions and inhumane treatment
• Increase of worker disillusionment which led to the rise of unionization
  -Workers were seen as Human Resources

Question 18

The Emergence of the Open Systems Model happened when?

Answer 18

1960’s-2000

Question 19

What is the open systems

Answer 19

i. Permeable boundaries - information and resources flow both in and out
ii. Exchange with environment is essential for the health of the system
iii. Environment are unpredictable
iv. Environmental scanning and boundary spanners

Question 20

What is Holism

Answer 20

i. Systems should be viewed as a whole, not as a collection of separate
pieces
ii. A system is greater than the sum of it parts
iii. Those parts are interdependent and interact through mutual feedback processes

Question 21

What is interdependent

Answer 21

Organizations are in a dynamic, interconnected relationship with their
environment
ii. The subparts within the system are interrelated, not isolated. The system is made up of interconnected subsystems
iii. Changes to one part of the system directly or indirectly influence the other parts

Question 22

What are the goals in the open system

Answer 22

i. Goals in a system are contingent and negotiated
ii. Equifinality
- There is no one best way to organize
- All ways of organizing are equally effective

Question 23

What is feedback

Answer 23

Negative Feedback
- Seeks to correct or reduce deviations in the system’s process to reestablish a steady course back in the direction of the system’s goals
ii. Positive feedback
- Changes or grows the system in desired ways that amplify and
enhance the system’s current processes

Question 24

What is Entropy

Answer 24

Entropy
i. Systems tend to run down, deteriorate, and move towards disorganization
ii. Balance
- Energy, resource, and information coming into the system help it
reach homeostasis or equilibrium

Question 25

What is in the contingency theory

Answer 25

- Size - Technology -Environment -Individuals

Question 26

Environment

Question 26

Size

Answer 26

i. Problems of coordination increase as the size of the organization increases ii. Appropriate coordination produces for a larger organization will not be efficient in a small organization, and vise versa

Question 27

Technology

Answer 27

i. To produce outputs varies ii. Very routine or very customized iii. Depends on organizational structure, leadership styles and control systems

Question 28

Individuals

Answer 28

i. People ≠ Same ii. Very different needs iii. Managers must adjust their styles accordingly

Question 29

What is in the systems theory of organization

Answer 29

-Open System - Holism - Interdependent - Goals - Feedback - Entropy

Question 30

What is inside the Learning Organizations

Answer 30

- Open Culture - Feedback Loops - Personal Mastery - Intelligent Past Failures - Stealing Best Practices - Cultivate a Common Vision

Question 31

What is Learning Organizations

Answer 31

Encourages personal mastery and cultivate open feedback to see problems and opportunities on all levels

Question 32

Open Culture

Answer 32

Share information, admit to mistakes and practice giving and taking constructive criticism ii. Try to understand its root cause and fix it once problem is found

Question 33

Feedback Loops

Answer 33

Establish 360 degree survey in which people assess themselves, their peers and their bosses

Question 34

Personal Mastery

Answer 34

i. Once they become experts, they feel proud of their work ii. Employees become motivated and create positive changes wherever they are

Question 35

Intelligent Past Failure

Answer 35

When they build something new, don't spend time making assumptions on paper ii. Minimum viable product - A simple prototype with only the core functions - Presented to users as early as possible to test what they think

Question 36

Stealing Best Practices

Answer 36

i. “Good artists borrow. Great artists steal” - Picasso ii. Study others, steal best practices and implement them fast

Question 37

Cultivate a Common Vision

Answer 37

i. Helps employees understand the importance of their role, connect the dots and develop system’s thinking ii. When goals are clear, regulations can be reduced and people can create their own personal benchmark of success iii. Reduces authority and corruption