Ch 2 - Management Theories

Question 1

What are the factors that affect manageemnt practives?

Answer 1

• social
• political
• economic

Question 2

What are the two main forces that pull managemnt’s focus?What has been the general change in management practices/perspectives over time?

Answer 2

1. things of production focus = efficiency from org design, systems, control
2. humanity of production = meeting human needs, motivate, engage, to increase effectiveness

shifted from force 1 to incoroporate more force 2

1930 was first instance of thinking about the human side lol

Question 3

What os the classical perspective of management? When and how did it start?

Answer 3

primary focus on the THINGS of production

1800s/early 1900s

with factories coming in, more management tasks needed and problems showed up, so needed to take new approach to mgmt, organization, coordination to handle it

Question 4

What are the types of mgmt under the classical perspective?

Answer 4

• Scientific management
• Bureaucratic organizations
• Administrative principles
• Management science

Question 5

What is Scientific Management? Who? When?

Answer 5

emphasize scientifically determined jobs and management practices (to improve efficiency and labor productivity)
“workers can be retooled like machines” = change humans to work optimally
**STANDARDIZATION

Frederick Winslow Taylor
late 1800s

Question 6

Who else (other than Taylor) had ipmacts on the concept of scientific management?

Answer 6

Henry Gantt develloped Gantt chart = bar graph that measures planned and completed work

Frank Gilbreth and Lillian Gilbreth pioneered time and motion studies = analyze and measure the specific actions workers are taking and use that to optimize

Question 7

What did Lillian Gilbreth do after Frank (husband) died?

Answer 7

• continued her studies and became the “first lady of management”
  — lectured, published papers, etc
• used the scientific management idea on her strategy for raising their 12 children
• began considering the human element!!

Question 8

Which of the following is a main criticism of scientific management?
a) Workers’ internal motivation is overly influential in scientific management’s design of job methods
b) The consideration of social context under scientific management can be the impetus for conflict between managers and employees
c) Scientific management fails to take into account worker skills and training
d) Scientific management develops a standard method for each job

Answer 8

b) The consideration of social context under scientific management can be the impetus for conflict between managers and employees

Question 9

What is the idea of bureaucratic organizations? Who? When?

Answer 9

= need to manage companies impersonally, create rules, procedures, etc (rather than managed by emotion and self-serving choices of each employee)

Max Weber, late 1800s/early 1900s

Question 10

What are the characteristics of Weberian Bureacracy?

Answer 10

• division of labour
• positioins organized in hierarch yof athority
• mgers follow rules/procedures so behavour is reliable
• mgmt separate from org owners
• admin acts and decisions are recorded in writing
• empl selected + promoted based on skill (vs nepotism)

Question 11

What is the administrative principle type of management? Who? When?

Answer 11

= focus on the entire organization, there are 14 (or 8) fundamental principles of mgmt

who: Henri Fayol (followed by CHarles Clinton Spaulding)
when: late 1800s/early 1900s

Question 12

What are some principles of the admin principle management theory?

Answer 12

• unity of command = orders from only one supervisor
• divisoin of work = separate bt managerial and technical work bc can have specialists that are more effective
• uity of direction = similar activites in an org should be grouped together nder one mger
• scalar chain = chain of auth from top to bottom that includes all employees

Question 13

What is the management science theory of management? How did it originate? When?

Answer 13

(aka the quantitative perspective)
= use mathematics, statistics, and other quantitative techniques for management decision making and problem solving

originate = mid 1900s, World War II borught more complicated problems that reqd more complex tools. Scientists and etc were used to solve military issues, and realized this could apply to larger orgs.

Question 14

What are teh subsets of mgmt science?

Answer 14

• Operations research: mathematics model building
• Operations management: management field specializing in physical production of goods
• Information technology (IT): focuses on technology and software to aid managers

Question 15

What are quants? Why tf are they relevant according to the tb?

Answer 15

financial managers who base decisions on complex quantitative analysis

relevant bc they came to dominate org decisions in financial firms

Question 16

What is the humanistic perspective on management?

Answer 16

(primary focus on the humanity of production) = emphasizes the importance of understanding human behaviors, needs, and attitudes in workplace, social interactions, group processes

Question 17

Who were early advocates of humanistic perspective? What did they add to the theory?

Answer 17

Mary Parker Follett added:
- Empowerment
—> facilitating instead of controlling employees
- allowing employees to act depending on the authority of the situation

Chester Barnard added:
- Informal organization: cliques, informal networks, and social groupings (ppl form into where they want to be, mgmt needs to respect that)
- Acceptance theory of authority: people can choose to follow management orders

Question 18

What is the human relations theory? What greatly impacted this theory? Results?

Answer 18

= Effective control comes from within the employee

Hawthorne Studies!! came bc wanted to do experiment that showed effectiveness of electric light (so factories would buy it over gas), instead ended up with results that showed:
- human relations played a key varalbe in increasing perf
- employees perform better when mgers treat them positively

Question 19

What is the hawthorne effect?

Answer 19

researcher can influence outcome experiment by being too closely involved with research subjects = subjects behave differently because of the active participation of researchers in the Hawthorne experiments

Question 20

What is the human resources perspective? Who were main contributors?

Answer 20

= maintains interest in worker participation & considerate leadership but shifts the emphasis to considering the daily tasks that people perform

• satisfied employees produce more work
• allow worjers to use their full potential instead of doing dehumanizing, demeaning tasks

Abraham Maslow, Douglas McGregor

Question 21

What did Abraham Maslow contributeto the human resources perspective? Parts?

Answer 21

hierarchy of neeeeeds
–> he noticed his patients (psychology) problems oft stemmed from an inabity to satisfy their needs

physiological needs, safety needs, love and belonging needs, esteem needs, self-actualization needs

Question 22

What did Douglas McGregor contribute to the human resources perspective?

Answer 22

challenged both classical persp and early humanistic persp with THeory X and THeory Y

X = assume that employees need ot be pushed, inherently do not want to do the work or enjoy it, prefer to be directed and avoid resp. (basis for classical and early humanistic)
Y = assume thta employees do work they are passionate about, able to exercise self-direction, accept resp. (his idea to go further, take advantage of imagination and intellect of employees)

Question 23

What is the behavioural sciences approach? One well-used set of mgmt techniques under this approach? Other techniques based on behavioural sciences?

Answer 23

= uses scientific methods + sociology, psychology, anthropology, economics, and others to develop theories about human behavior and interaction in an organizational setting

Organization development = set of management techniques that uses behavioral sciences to improve organization’s health and effectiveness

others
- Matrix organizations
- Self-managed teams
- Corporate culture
- Management by wandering around

Question 24

What are some recent trends in management theories?

Answer 24

• systems thinking
• contingency view

Question 25

What is systems thinking? Definition of system, subsystem, synergy?

Answer 25

= The ability to see the distinct elements of a situation as well as the complexities

a) System: set of interrelated parts that function as a whole to achieve a common purpose
b) Subsystems: parts of a system that depend on one another
c) Synergy: the whole is greater than the sum of its parts

Question 26

What are circles of causality?

Answer 26

= reality is made up of circles rather than straight lines (- Peter Senge)

= one thing causes another, which causes another, which affects the first BUT these circles overlap so can also cause something in a different category (you get the picture right?)

Question 27

What is the contingency view? Where did it come from? What should managers do in this view?

Answer 27

= certain contingencies, or variables, exist for helping managers identify and understand situations

came from balance between:
case view = each situation is believed to be unique, one learns about management by experiencing a large number of case problem situations
universalist vew = whatever worked in one organization in terms of management style, bureaucratic structure, etc, would work in any other one

mgers = find similarities with past problems and apply that experience, should also use org structure, industry, etc to make decisions

Question 28

What are new tech things mgers must be aware of going forward?

Answer 28

1) Big data analytics: technologies, skills, and processes for searching and examining massive, complex sets of data to uncover hidden patterns and correlations (from scientific management and recent iteration of mgmt science)

2) Internet of things (IoT): “smart” devices and chips that communicate to other devices (vs just internet to communicate bt people)
–> can be used to manage supply chain, interact with all stages of processing

^ has introduced the PLATFORM BASED ORG: creates self-sustaining biz: users both create and consume (ex: youtube)

Question 29

What are changes in the new people-driven workplace that managers need to beaware of?

Answer 29

1) Radical decentralization: employees have authority to make key decision about their work, eliminating much of hierarchical reporting quickly (rather than gradually)
–> Employees flourish (happy, more energy) when given more responsibility and control over their own work
–> Higher levels of employee energy, passion, and creativity when decision making closer to work being done

2) Employee engagement: organizational culture supports employees’ sense of belonging and commitment to the organization and its mission (esp important for younger generations)

Question 30

How does AI tie into management? What is nudge management?

Answer 30

• does the work that humans find unsatisfying
• allows humans to focus on work that involves more thinking and analysis, as well as more interpersonal and empathy

nudge = use behavioural science to design elements of org to guide ppl to behaviours that support organizational goals and values