Topic 1B Managment theory (chapter 2)

Question 1

Administrative Management

Answer 1

Management concerned with managing the total organization

Question 2

Behavioral Science Approach

Answer 2

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

Question 3

Behavioral Viewpoint

Answer 3

Emphasized the importance of understanding human behavior and motivating employees toward achievement

Question 4

Classical Viewpoint

Answer 4

Emphasized finding ways to manage work more efficiently, assumed that people are rational

2 branches: scientific and administrative

Question 5

Closed System

Answer 5

Organizations have little interaction with their environment

Question 6

Contemporary Approaches: what are the 3 developments of theory that are of current interest:

Answer 6

1. The Learning Organization
2. High-Performance Work Practices
3. Shared value and sustainable development

Question 7

Contingency Viewpoint

Answer 7

• Emphasizes that a manager’s approach should vary according to that is, be contingent on- the individual and the environmental situation
• decisions should be made on a case- by - case basis, not only based on single theory
• the most practical

Question 8

Evidence- based Management

Answer 8

Translation of principals based on best evidence into organizational practice, bringing rationality to the decision- making process

Question 9

Feedback

Answer 9

Info about the reaction of the environment TO THE OUTPUTS, which affects the inputs

EX) web customers like African-style designs, dislike imitation Old English designs

Question 10

High-Performance Work Practices (HPWPs)

Answer 10

Focus on enhancing employee’s ability, motivation, and opportunity to contribute, and thus improve an organization’s ability to effectively attract, select, hire, develop, and retain high performing personnel

Question 11

Human Relations Movement

Answer 11

The movement that process that better human relations could increase worker productivity

Question 12

Inputs

Answer 12

The people, money, info, equipment, and materials required to produce an organization’s goods or services

EX) jewelry designers, design, money, artistic talent, gold and silver, tools, marketing expertise

Question 13

Learning organization

Answer 13

An organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge

Question 14

Management science

Answer 14

Simplifies organizations for purpose of analysis

Question 15

Open system

Answer 15

Nearly all organizations continually interact with their environment

Question 16

Operations management

Answer 16

A branch of quantitative management: focuses on managing the production and delivery of an organization’s products or services more effectively

Question 17

Output

Answer 17

The products, services, profits, losses, employee satisfaction or discontent, etc… produced by the organization

EX) gold and silver rings, earrings, bracelets, etc…

Question 18

Quantitative Management

Answer 18

The application to management of quantitative techniques, such as statistics and computer simulations

The 2 branches are management science and operations management

Question 19

Scientific Management

Answer 19

Management approach that emphasizes the scientific study of work methods to improve the productivity of individual workers

Question 20

Subsystems

Answer 20

Collection of parts making up the whole system

Question 21

Supply chain

Answer 21

Sequence of suppliers that contribute to creating and delivering a products, from raw materials to production to final buyers

Question 22

Synergy

Answer 22

Formed when 2 or more forces combined create an effect that is greater than then sum of its parts

Question 23

System

Answer 23

A set of interrelated parts that operate together to achieve a common purpose

Question 24

Systems viewpoint

Answer 24

Perspective that regards the organization as a system of interrelated parts

Question 25

Transformational processes

Answer 25

An organization’s capabilities in management, internal processes, and technology that are applied to converting inputs into outputs

Question 26

Classical viewpoint : scientific management

Answer 26

Pioneered by Frederick W. Taylor and the Gilberths, early 1900s

Emphasized the scientific study of work methods to improve the productivity of individual workers

Example study: “time and motion studies”

Key assumption: people are rational

Question 27

What was “time and motion studies”

Answer 27

Looked at the steps taken and time used by workers in completing various work tasks

Used to identify improvements to task performance, interactions between workers, and process

Question 28

Classical viewpoint: administrative management

Answer 28

Common theme: concerned with managing the total organization

Clearly defined hierarchy of authority

Formal producers and rules

Includes planning, organizing, leading, controlling, and coordinating

Need for budgets and controls

Question 29

Classical viewpoint: strengths

Answer 29

Demonstrated that work activity can be managed by a rational approach

It’s possible to improve productivity through scientific methods

Led to later innovations such as management by objectives and goal setting

Question 30

Classical viewpoint: weakness

Answer 30

Can be too mechanistic

Views workers as “cogs in a machine” with no consideration given to human needs for emotional satisfaction and well being

Question 31

Behavioral viewpoints: what are the 3 phases?

Answer 31

1. Early behaviorism
2. Human relations movement
3. Behavioral science

Question 32

Mayo studies

Answer 32

Led Harvard research group, conducted worker productivity studies

@ western electric’s Hawthorne (Chicago plant)

Question 33

Mayo’s conclusion

Answer 33

Known as the “Hawthorne effect”

Employees worked harder if they received extra attention

Thought that managers cared about their welfare/ supervisors pay special attention to them

Question 34

Importance of Mayo Studies

Answer 34

Hawthorne studies were faulted for being poorly designed/ not enough empirical data

Drawing attention to the importance of “social man” (social beings)

Good human relations = improved worker productivity

Human relations movement 1950s/ 60s

Question 35

Human relations movement

Answer 35

Better human relations between manager / worker = increase worker productivity

Pioneered by Abraham Maslow ( 1908 to 1970)
Douglas McGregor (1906 to 64)

Question 36

Theory X

Answer 36

Represents a pessimistic, negative view of workers

Workers are irresponsible, resistant to change, lack ambition, hate work, want to be led

Question 37

Theory Y

Answer 37

Represents an optimistic, positive view of workers

Workers are considered capable of accepting responsibility, self direction, self control, and being creative

Question 38

What is the principal contribution offered by the theory X/ Y perspective:

Answer 38

Helps managers understand how their beliefs affect their behavior

EX) managers are more likely to micromanage, leads to employee dissatisfaction, managers believe employees are permanently lazy

Managers can be MORE EFFECTIVE by considering how their behavior is shaped by their expectations about human nature

Question 39

Behavioral Science Approach

Answer 39

Relies on scientific research for developing theories about human behavior, used to provide practical tools for managers

Disciplines of behavioral science include psychology, sociology, anthropology, and economics

Question 40

Quantitative Viewpoint

Answer 40

Application to management of quantitative techniques, such as statistics and computer simulations

Question 41

(Quantitative VP) Operations management

Answer 41

Focuses on managing the production and delivery of an organization’s products or services more effectively

Question 42

(Quantitative VP) Evidence- based management

Answer 42

Entails translating principles based on best evidence (from research) into organizational practice, bring rationality to the decision-making process

Question 43

Systems Viewpoints

Answer 43

Regards the organizations as a system of interrelated parts

Question 44

By adopting a systems viewpoint, you can look at you organization both as: (2 things)

Answer 44

1. A collection of subsystems - parts making up the whole system
2. Part of the larger environment

Question 45

System Viewpoint: what are the 4 parts of a system

Answer 45

1. Inputs
2. Transformational processes
3. Outputs
4. Feedback

Question 46

Importance of Systems VP

Answer 46

• the classical viewpoint often thinks of organizations as CLOSED SYSTEMS; meaning they have little interaction with their environment
• in reality all organizations are OPEN SYSTEMS, continually interact with their environment

Question 47

The Learning Organization: what are the 3 key parts?

Answer 47

1. Create and acquire knowledge
   - focus on hiring employees with new skills and expertise, innovation, and culture
2. Transferring knowledge
   - create a culture of information sharing and create incentives and rewards for employees
3. Modifying behavior
   - use knowledge to achieve results and improve

Question 48

HPWP’s: what are the 3 key practices?

Answer 48

1. Ability-enhancing practices
   - recruiting, hiring and training of high performance employees
2. Motivation- enhancing practices
   - using a system of rewards for high performance
3. Opportunity-m enhancing practicing
   - info sharing and inclusion of employees in work- related decisions

Question 49

Sustainable Development

Answer 49

Focuses on meeting present needs while simultaneously ensuring that future generations will be able to meet their needs