Management-Chapter 2

Question 1

Social forces

Answer 1

Those aspects if a culture that guide and influence relationships among people.

Question 2

Political Forces

Answer 2

relate to the influence of polictical and legal institutions of people or organizations

Question 3

Economic Forces

Answer 3

Affect the abailability, production and distribution of a society’s resources.

Question 4

Classical Perspective

Answer 4

THe studey of modern management began in the last 19th century. Took a rational, scientific approage to mtg and sought to make organizations efficient operating machines.

Question 5

Scientific Mtg

Answer 5

a subfield of the classical perspective that emphasizes scientifically determined changes in Mgt practices as the solution to improving labor productivity.

Question 6

Bureaucratic Organizations

Answer 6

Subfield of the classical perspectives, emphasizes mtg on an impersonal, rational basis through elements such as clearly defined authority and responsiblity, formal record-keeping, and sparation of mtg and ownership.

Question 7

Admin Principles

Answer 7

a subfield of classical perspective that focuses on the total organization rather than the individual worker and delineates the management functions of planning, organizing, commanding, coordinating and controlling.

Question 8

Humanistic Perspective

Answer 8

Emphasized under-standing human behavior, needs, and attitudes in the workplace.

Question 9

Human Relations Movement

Answer 9

Stresses the satisfaction of emplayees’ basic needs as the key to increased productivity.

Question 10

Hawthorne Studies

Answer 10

were important in shaping ideas concerning how managers should treat workers.

Question 11

Human Resources Perspective

Answer 11

Suggests that jobs should be designed to meet people’s higher-level needs by allowing employees to use their full potential.

Question 12

Behavioral Sciences Approach

Answer 12

draws from psychology, sociology and other social sciences to develop theories about human behavior and interaction in an organizational setting.

Question 13

Quantitative Perspective

Answer 13

uses math, statistical techniques and computer technology to facilitate mtg decision making, particularly for complex problems.

Question 14

Quants

Answer 14

have come to dominate decision making in financial firms, and the Wall Street meltdown in 2007-2008 shows the dange of relying to heavily on a quantitative approach.

Question 15

System

Answer 15

a set of interrelated parts that function as a whole to achieve a common purpose.

Question 16

Systems thinking

Answer 16

means looking not just as descrete parts of an organizational situation but also at the continually changing interactions among the parts.

Question 17

Subsystems

Answer 17

Parts of a system that depends on one another for their functioning

Question 18

Synergy

Answer 18

the concept that the whole is greater than the sum of its parts.

Question 19

Contingency View

Answer 19

tells managers that what works in one organzational situation might not work in another.

Question 20

Total Quality Managment (TQM)

Answer 20

focuses on managing the total organizxation to deliver quality to customers.

Question 21

Customer Relationship Management

Answer 21

systems use information technology to keep in close tough with customers, collect and manage larger amounts of customer data, and provide superior customer value.

Question 22

Outsourcing

Answer 22

contracting out selected cunctions or activies to tother organizations that can do the work more efficiently, has been one of the fastest growing trends in recent years.

Question 23

Supply Chain Mtg.

Answer 23

Managing the sequence of suppliers and purchasers, covering all stages of processing from obtaining raw materials to distributing finishe goods to customers.