Chapter 1

Question 1

They are dependent on subordinates because they are evaluated on other people’s work rather than their own.

Answer 1

Managers

Question 2

Managers are this part of the organization, responsible for building and coordinating an entire system.

Answer 2

Excecutive function

Question 3

She defines management as “the art of getting things done through people”

Answer 3

Mary Parker Follet

Question 4

Social entity that is goal directed and deliberately structured.

Answer 4

Organization

Question 5

Made up of two people or more

Answer 5

Social entity

Question 6

The degree to which the organization achieves a stated goal.

Answer 6

Effectiveness

Question 7

The use of minimal resources to produce a desired volume of output.

Answer 7

Efficiency

Question 8

Management skills

Answer 8

Conceptual, human and technical

Question 9

Organization’s ability to attain its goals by using resources effectively and efficiently.

Answer 9

Performance

Question 10

It is characterized by variety, fragmentation and brevity.

Answer 10

Managerial activity

Question 11

His observations lead to indicate that manager activities could be classified in 10 roles.

Answer 11

Henry Mintzberg

Question 12

Informational role that seeks and receives information, scans periodicals and reports, and maintains personal contacts.

Answer 12

Monitor

Question 13

Informational role that forwards information to other organization members, sends memos and reports, makes phone calls.

Answer 13

Disseminator

Question 14

Informational role that transmits information to outsiders through speeches, reports, memos.

Answer 14

Spokesperson

Question 15

Interpersonal role that performs ceremonial and symbolic duties such as greeting visitors, signing legal documents.

Answer 15

Figurehead

Question 16

Interpersonal role that directs and motivates subordinates; trains counsels and communicates with subordinates.

Answer 16

Leader

Question 17

Interpersonal role that maintains information links both inside and outside the organization, use e-mail, phone calls and meetings.

Answer 17

Liaison

Question 18

Decisional role that initiates improvement projects; identifies new ideas, delegates idea responsibility to others.

Answer 18

Entrepreneur

Question 19

Decisional role that takes corrective action during disputes or crises; resolves conflict among subordinates; and adapts to environmental crises.

Answer 19

Disturbance handler

Question 20

Decisional role that decides who gets resources, schedule, budget and set priorities.

Answer 20

Resource allocator.

Question 21

Decisional role that representa department during negotiation of union contracts, sales, purchases, budgets, represents departmental interests.

Answer 21

Negotiator

Question 22

A set of expectations for ones behavior.

Answer 22

Role

Question 23

The primary characteristic of the new workplace

Answer 23

Digitization

Question 24

Characteristics of the old workplace

Answer 24

Routine, specialized tasks, and standarized control procedures.

Question 25

Manager who's not affiliated with a specific organization but works in a project-by-project basis or provides expertise to organizations in a specific area.

Answer 25

Interim manager

Question 26

Success in the workplace depends on the strenght and quality of...

Answer 26

Colaborative relationships

Question 27

It emerged during the 19th and early 20th century and emphasized a rational, scientific approach to the study of management and sought to make organizations efficient operating machines.

Answer 27

Classical perspective

Question 28

A subfield of the classical management perspective that emphasized scientifically determined changes in management practices as the solution to improving labor productivity,

Answer 28

Scientific management

Question 29

The father of scientific management

Answer 29

Frederick Winslow Taylor

Question 30

Developed the Gantt bar chart

Answer 30

Henry Gantt

Question 31

Both of them pioneered in the study of time and motion.

Answer 31

Lillian M. Gilbreth and Frank B. Gilbreth

Question 32

A subfield of the classical management perspective that emphasized management as a interpersonal, rational basis, through such elements as clearly defined authority, formal record keeping, etc.

Answer 32

Bureaucratic organizations

Question 33

He introduced most of the concepts of bureaucratic organizations

Answer 33

Max Weber

Question 34

A subfield of the classical management perspective that focuses on the total organization rather than on the individual worker, delineating the management functions.

Answer 34

Administrative principles

Question 35

Principal contributors to administrative principles approach

Answer 35

Henri Fayol, Mary Parker Follet and Chester Barnard.

Question 36

"Each subordinate recieves orders from one and only one superior"

Answer 36

Unity of command

Question 37

"Managerial and technical work are amenable to specialization to produce more and better"

Answer 37

Division of work

Question 38

"Similar activities should be grouped together under one manager"

Answer 38

Unity of direction

Question 39

"Chain of authority extends from the top to the bottom of the organization"

Answer 39

Scalar chain

Question 40

It occurs in all formal organizations and includes naturally occurring social groupings

Answer 40

Informal organization

Question 41

Management perspective that emerged in 1930 and emphasized the understanding of human behavior and needs.

Answer 41

Humanistic perspective

Question 42

A movement in management thinking and practice that emphasizes satisfaction of employees' basic needs.

Answer 42

Human-relations movement

Question 43

Series of experiments on worker productivity begun in 1924 at the Hawthorne plant of Western Electric Company in Illinois.

Answer 43

Hawthorne Studies

Question 44

Early advocates of the humanistic perspective

Answer 44

Mary Parker Folet and Chester Barnard

Question 45

Management perspective that suggests jobs should be designed to meet higher-level needs by allowing workers to use their full potential.

Answer 45

Human resources perspective

Question 46

Proposed the theory Y as a far more realistic view of workers for guiding management thinking.

Answer 46

Douglas McGregor

Question 47

Subfield of the humanistic management perspective that applies social science in an organizational context .

Answer 47

Behavioral Sciences Approach

Question 48

Management perspective that emerged during World War II, applied mathematics and other quantitative techniques.

Answer 48

Management Science Perspective

Question 49

Concept that focuses on managing the total organization to deliver quality to customers.

Answer 49

Total Quality Management (TQM)