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MGT-420 > Ch. 2 > Flashcards

Ch. 2 Flashcards

1
Q

Classical Approaches

A

Assumption that people are rational
Scienctific management, administrative principles, and bureaucratic organization

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2
Q

Scientific Management

A

Frederick Taylor
Emphasizes careful alignment of worker training, incentives, and supervisory support with job requirements
Motion Study

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3
Q

Motion study

A

The science of reducing a task to its basic physical motions

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4
Q

Administrative Principles

A

Henri Fayol
5 rules of manamgement: Foresight, organization, command, coordination, and control

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5
Q

Bureaucratic Organization

A

Max Weber
Clear division of labor, clear hierarchy of authority, formal rules and procedures, impersonality, and careers based on merit

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6
Q

Bureaucracu

A

A ration and efficient form of organization founded on logic, order, and legitimate authority

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7
Q

Human resource approaches

A

Assumption that people are social and self-actualizing
Organizations as communities, Hawthorne studies, Theory of human needs, Theory X and Theory Y, and Personality and organization

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8
Q

Organizations as communities

A

Charles Clinton Spaulding and Mary Parker Follett
8 necessities of management and organizations as communities

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9
Q

8 necessities of management

A

Charles Clinton Spaulding
Cooperation and Teamwork
Authority and responsibility
Division of labor
Adequate manpower
Adequate capital
Feasibility analysis
Advertising budge
Conflict resolution

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10
Q

Organizations as communities

A

Mary Parker Follett
Profit sharing, contingency thinking, corporate social responsibility, shared value, and managerial ethics

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11
Q

The Hawthorne Studies

A

Elton Mayo
The Hawthorne effect
Worker’s feelings, attitudes, and relationships with co-workers affect work and groups have important influences on individules

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12
Q

The Hawthorne effect

A

The tendency of persons singled out for special attention to perform as or better than expected

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13
Q

Theory of Human Needs

A

Abraham Maslow
Self Actualization: getting an MBA
Self Esteem: Promotions; employee of the month
Social: Co-workers; company softball teams
Safety: Work conditions; benefits
Physiological need: Pay

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14
Q

Need

A

A physiological or psychological deficiency that a person feels compelled to satisfy

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15
Q

Deficit principle

A

A satisfied need does not motivate behavior

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16
Q

Progression principle

A

a need is activated only when the next-lower-level need is satisfied

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17
Q

Theory X and Theory Y

A

McGregor
Should give more attention to worker’s social and self-actualizing needs

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18
Q

Thoery X

A

Managers assume people dislike work, lack ambition, act irresponsibly, and prefer to be led
Creates self-fulfilling prophecies

19
Q

Thoery Y

A

Assumes people are willing to work, like responsibility, and are self-directed and creative
Creates self-fulfilling prophecies

20
Q

Self-fulfilling prophecies

A

Occurs when a person acts in ways that confirm another’s expectations

21
Q

Personality and organization

A

Chris Argyris
Absenteeism, turnover, apathy, alienation, and low morale may be signs of a mismatch
Managers who treat employees as responsible adults will achieve the highest productivity

22
Q

Data analytics

A

The systematic analysis of large databases to solve problems and make informed decisions
Expands the power of quantitative analysis

23
Q

System

A

A collection of interrelated parts working together for a purpose

24
Q

Subsystem

A

A smaller component of a larger system

25
Q

Open systems

A

Interacts with its environment and transforms resource inputs into outputs

26
Q

Contingency thinking

A

Tries to match management practices with situational demands

27
Q

Total quality management

A

W. Edwards Deming
TQM
an organization-wide commitmnet to continuous improvement, product quality, and customer needs

28
Q

Continuous improvement

A

Involves always searching for new ways to improve work quality and performance

29
Q

ISO certification

A

Indivates conformance with a rigorous set of international quality standards

30
Q

Evidence-based management

A

Making decisions based on hard facts about what really works

31
Q

The assumption that people are complex with widely varying needs is most associated with the ___________ management approaches.

a. classical
b. neoclassical
c. behavioral
d. modern

A

c. behavioral

32
Q

The father of scientific management is .

a. Weber
b. Taylor
c. Mintzberg
d. Katz

A

b. Taylor

33
Q

When the registrar of a university deals with students by an identification number rather than a name, which characteristic of bureaucracy is being displayed and what is its intended benefit?

a. division of labor, competency
b. merit-based careers, productivity
c. rules and procedures, efficiency
d. impersonality, fairness

A

d. impersonality, fairness

34
Q

If an organization was performing poorly and Henri Fayol was called in as a consultant, what would he most likely suggest to improve things?

a. Teach managers to better plan and control.
b. Teach workers more efficient job methods.
c. Promote to management only the most competent workers.
d. Find ways to increase corporate social responsibility.

A

a. Teach managers to better plan and control.

35
Q

One example of how scientific management principles are applied in organizations today would be:

a. conducting studies to increase efficiencies in job performance.
b. finding alternatives to a bureaucratic structure.
c. training managers to better understand worker attitudes.
d. focusing managers on teamwork rather than individual jobs.

A

a. conducting studies to increase efficiencies in job performance.

36
Q

The Hawthorne studies raised awareness of how can ____________ be important influences on productivity.

a. structures
b. human factors
c. physical work conditions
d. pay and rewards

A

b. human factors

37
Q

Advice to study a job, carefully train workers to do that job, and link financial incentives to job performance would most likely come from _______________.

a. scientific management
b. contingency management
c. Henri Fayol
d. Abraham Maslow

A

a. scientific management

38
Q

The highest level in Maslow’s hierarchy includes ___________ needs.

a. safety
b. esteem
c. self-actualization
d. physiological

A

c. self-actualization

39
Q

Which management theorist would most agree with the statement “If you treat people as grownups they will perform that way”?

a. Argyris
b. Deming
c. Weber
d. Fuller

A

a. Argyris

40
Q

When people perform in a situation as they are expected to, this is sometimes called the ____________ effect.

a. Hawthorne
b. systems
c. contingency
d. open-systems

A

a. Hawthorne

41
Q

Resource acquisition and customer satisfaction are important when an organization is viewed as a(n) ____________.

a. bureaucracy
b. closed system
c. open system
d. pyramid

A

c. open system

42
Q

The loan-processing department would be considered a ____________ of your local bank or credit union.

a. subsystem
b. closed system
c. resource input
d. cost center

A

a. subsystem

43
Q

When a manager notices that Sheryl has strong social needs and assigns her a job in customer relations and gives Kwabena lots of praise because of his strong ego needs, the manager is displaying ______________.

a. systems thinking
b. Theory X
c. motion study
d. contingency thinking

A

d. contingency thinking

44
Q

Which is the correct match?

a. Follet–analytics
b. McGregor–motion study
c. Deming–quality management
d. Maslow–Theory X and Y

A

c. Deming–quality management

MGT-420 (4 decks)

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