Chapter 1: Introduction

Question 1

Organization:

Answer 1

Social inventions for accomplishing common goals through a group effort

Question 2

Organization Components:

Answer 2

Social Inventions, Goal Accomplishment, Group Effort

Question 3

Social Inventions:

Answer 3

Understanding people and managing them effectively. Social Invention is a form of transformational change that inspires individuals, institutions and communities to nobler behavior. Social inventions animate change often in the form of a new law, bill, act, or organization.

Question 4

Goal Accomplishment:

Answer 4

Concerned with how organizations survive and adapt to change. Motivation to join or remain in the organization, carry out basic work, learn and upgrade knowledge and skills, flexible and innovative.

Question 5

Group Effort:

Answer 5

Coordination of people to have effective teamwork

Question 6

Organizational Behavior:

Answer 6

Attitudes/behaviors of individuals/groups in an organization. Studies how to manage, change, structure more efficiently and the effects of the external environment

Question 7

Goals of Organizational Behavior:

Answer 7

Predicting, Explaining, Management

Question 8

Predicting:

Answer 8

Predicting the behavior of others through regulatory

Question 9

Explaining:

Answer 9

Explaining events/behaviors that could have multiple causes

Question 10

Management:

Answer 10

Getting things accomplished. Managers utilize physical/human resources to accomplish goals

Question 11

Classical Viewpoint:

Answer 11

High specialization of labor and coordination, centralized decision making from upper management and few workers

Question 12

Scientific Management (Fredrick Taylor):

Answer 12

System for using research to determine the optimum degree of specialization and standardization of tasks

Question 13

Bureaucracy (Max Weber):

Answer 13

strict chain of command, high specialization, centralization of power, procedures to make sure the job gets done, conformity. “Ideal type” that would standardize behavior in organizations and provide workers with a sense of purpose

Question 14

Human Relations Movement:

Answer 14

Brought attention to the dysfunctional aspects of classical management and bureaucracy and promoted a people-oriented style that catered to social and psychological needs of employees.

Question 15

Hawthorne Studies:

Answer 15

The Hawthorne studies, which were conducted by Elton Mayo and Fritz Roethlisberger in the 1920s with the workers at the Hawthorne plant of the Western Electric Company, were part of an emphasis on socio-psychological aspects of human behavior in organizations.

Question 16

Critique of Bureaucracy:

Answer 16

1. Specialization does not allow growth in employees and causes employees to lose sight of goals
2. Centralization does not take advantage of employee’s ideas (closer to customers)
3. Impersonal/strict rules result in the minimum acceptable level of performance

Question 17

Contingency Approach:

Answer 17

Recognizes that there is no one best way to manage. Style depends on the demands of the situation. Effectiveness of a management style is dependent on the abilities of the employees

Question 18

Interpersonal Roles:

Answer 18

behaviors related to establishing and maintaining relations

Question 19

Figurehead:

Answer 19

Serve as symbols of the organization

Question 20

Leader:

Answer 20

Deal with employees

Question 21

Liaison:

Answer 21

Maintain contacts

Question 22

Informational Roles:

Answer 22

The ways managers received and transmit information

Question 23

Monitor:

Answer 23

Monitor the internal and external environment to follow current performance and stay informed on new ideas and trends

Question 24

Disseminator:

Answer 24

Sends information to others

Question 25

Spokesperson:

Answer 25

Sends information to the external environment

Question 26

Decisional Roles:

Answer 26

Deals with decision making

Question 27

Entrepreneur:

Answer 27

Make plans for improved changes

Question 28

Disturbance Handler:

Answer 28

deals with employee conflicts and threats to resource

Question 29

Resource Allocation:

Answer 29

decides how to utilize time, money, resources and people

Question 30

Negotiator:

Answer 30

makes negotiations with other organizations or individuals

Question 31

Managerial Activities:

Answer 31

Routine communication, traditional management, networking, HR

Question 32

Routine Communication:

Answer 32

Sending and receiving information and dealing with paperwork

Question 33

Traditional Management:

Answer 33

Planning, decision making and controlling

Question 34

Networking:

Answer 34

Interacting with people outside of the organization and informal socializing

Question 35

Human Resource Management:

Answer 35

Motivating, disciplining, managing conflicts, staffing and training

Question 36

Managerial Agendas:

Answer 36

Agenda Setting, Networking, Agenda implementation.

Question 37

Agenda Setting:

Answer 37

Managers developed agendas of what they wanted to accomplish concerning “people issues”

Question 38

Networking:

Answer 38

Established a wide network of people inside and outside the organization to provide managers with information and create relationships

Question 39

Agenda Implementation:

Answer 39

Using networks to implement the agendas by going anywhere for help

Question 40

Managerial Minds:

Answer 40

• Sense a problem exists
• Performs tasks rapidly
• Integrates isolated pieces of data
• Double checks work

Question 41

Management Concerns:

Answer 41

1) Diversity-Local and Global
2) Employee-Organization Relationships
3) Focus on Quality, Speed and Flexibility
4) Talent Management
5) Corporate Social Responsibility