Chapter 2

Question 1

What are the six good reasons to study theoretical perspectives?

Answer 1

1. Understanding of the present
2. Guide to action
3. Source of new ideas
4. Clues to the meaning of your managers’ decision
5. Clues to the meaning of outside events
6. Producing positive results

Question 2

What are the four principles of Peter Drucker?

Answer 2

1. Workers should be treated as assets.
2. The corporation could be considered a human community.
3. There is “no business without a customer.”
4. Institutionalized management practices are preferable to charismatic cult leaders.

Question 3

What is scientific management?

Answer 3

emphasized the scientific study of work methods to improve the productivity of individual workers.

Question 4

What is the administrative management?

Answer 4

is about the concern of managing the total organization.

Question 5

What is the classical viewpoint of management?

Answer 5

it was emphasized finding ways to manage work more efficiently, assuming that people are rational. It had two branches- scientific and administrative of which are identified with particular pioneering theorists.

Question 6

Scientific management: Pioneered by…

Answer 6

Taylor and the Gilbreths. Applied the scientific study of work methods to improve the productivity of individual workers.

Question 7

What are the Four Principles of Scientific Management of Frederick Taylor?

Answer 7

1. Evaluate a task by scientifically studying each part of it. This leads to the establishment of realistic performance goals for a job.
2. Carefully select workers with the right abilities for the task.
3. Give workers the training and incentives to do the task with the proper work methods.
4. Use scientific principles to plan the work methods and ease the way for workers to do their jobs.

Question 8

Why the Gilbreth’s are important?

Answer 8

because they reinforced the link between studying the physical movements on a job and workers’ efficiency.

Question 9

Administrative Management: Pioneered by…

Answer 9

Spaulding, Fayol, and Weber.

Question 10

The problem for which scientific management emerged as a solution was this:

Answer 10

In the expansive economy of the early 20th century, labor was in such short supply that managers looked for ways to raise the productivity of workers.

Question 11

What is scientific management?

Answer 11

applied the scientific study of work methods to improving the productivity of individual workers.

Question 12

What is administrative management?

Answer 12

is concerned with managing the total organization. Among the pioneering theorists were Charles Clinton Spaulding, Henri Fayol, and Max Weber.

Question 13

Why Spaulding is important?

Answer 13

He suggested that considerations such as the need for authority, division of labor, adequate capital, proper budgeting, and cooperation and teamwork were essential for smooth organizational operations.

Question 14

Why Fayol is important?

Answer 14

He was the first to identify the major functions of management: P, O, L & C

Question 15

To German sociologist Max Weber, a bureaucracy was a rational, efficient, ideal organization based on principles of logic.

Answer 15

A better-performing organization, he felt, should have five positive bureaucratic features:
1. A well-defined hierarchy of authority
2. Formal rules and procedures
3. A clear division of labor, with parts of a complex job being handled by specialists.
4. Impersonality, without reference or connection to a particular person
5. Careers based on merit.

Question 16

What is the problem with the classical viewpoint?

Answer 16

It tends to view humans as cogs within a machine, not taking into account the importance of human needs.

Question 17

Why the classical viewpoint is important?

Answer 17

was that work activity was amenable to a rational approach, that through the application of scientific methods, time and motion studies, and job specialization it was possible to boost productivity. It also led to such innovations as management by objectives and goal setting.

Question 18

The behavioral viewpoint emphasized the:

Answer 18

importance of understanding human behavior and of motivating employees toward achievement.

Question 19

The behavioral viewpoint developed over three phases:

Answer 19

1. Early behaviorism
2. The human relations movement
3. Behavioral science

Question 20

Munsterberg suggested that psychologists could contribute to industry on three ways:

Answer 20

1. Study jobs and determine which people are best suited to specific jobs
2. Identify the psychological conditions under which employees do their best work
3. Devise management strategies to influence employees to follow management’s interests

Question 21

What were the most important ideas of Mary Parker Follett:

Answer 21

1. Organizations should be operated as communities, with managers and subordinates working together in harmony.
2. Conflicts should be resolved by having managers and workers talk over differences and find solutions that would satisfy both parties. A process Follett called integration.
3. The work process should be under the control of workers with the relevant knowledge, rather than of managers, who should act as facilitators.

Question 22

What is the Hawthorne Effect?

Answer 22

Employees worked harder if they received added attention if they thought that managers cared about their welfare, and that supervisors paid special attention to them. (instead of increasing the pay, they just show care)

Question 23

The human relations movement: Pioneered by

Answer 23

Abraham Maslow and Douglas McGregor.

Question 24

The Theory X represents a

Answer 24

Pessimistic, negative view of workers. In this view, workers are considered to be irresponsible, to be resistant to change, to lack ambition, to hate work, and to want to be led rather than to lead.

Question 25

Theory Y represents a

Answer 25

Human relations outlook-an optimistic, positive view of workers as capable of accepting responsibility, having self-direction and self-control, and being imaginative and creative.

Question 26

Quantitative viewpoints emphasize the

Answer 26

application of quantitative techniques, such as statistics and computer simulations, to the practice of management.

Question 27

Two branches of quantitative management are

Answer 27

operations management and evidence-based management

Question 28

Operations management focuses on…

Answer 28

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

Question 29

What is managing the supply chain?

Answer 29

is the process of creating the product, starting with designing and obtaining raw materials for physical goods or technology for services and going all the way through delivery to customers’ hands, and sometimes even beyond to responsible disposal, or recycling.

Question 30

What is the evidence-based management?

Answer 30

entails translating principles based on best evidence into organizational practice, bringing rationality to the decision-making process.

Question 31

The systems viewpoint sees organizations as

Answer 31

a system, either open or closed, with inputs, outputs, transformation processes, and feedback.

Question 32

What are the four parts of a system?

Answer 32

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

Question 33

What is a closed system?

Answer 33

has little interaction with its environment; that is, it receives very little feedback form the outside.

Question 34

What is an open system?

Answer 34

continually interacts with its environment.

Question 35

Open systems have the potential of

Answer 35

producing synergy

Question 36

The contingency viewpoint emphasizes that

Answer 36

a manager’s approach should vary according to the individual and environmental situation.

Question 37

Who is considered the father of industrial phycology?

Answer 37

Hugo Munsterberg

Question 38

What are the inputs?

Answer 38

Are the people, money, information, equipment, and materials required to produce an organization’s goods or services. Whatever goes into a system is an input.

Question 39

What are transformational processes?

Answer 39

are the organization’s capabilities in management, internal processes, and technology that are applied to converting inputs into outputs. The main activity of the organization is to transform inputs into outputs.

Question 40

What are the outputs?

Answer 40

are the products, services, profits, losses, employee satisfaction or discontent, and the like that are produced by the organization. Whatever comes out of the system is an output.

Question 41

What is feedback?

Answer 41

is information about the reaction of the environment to the outputs that effects the inputs. Are the customers buying or not buying the product? The information is feedback.

Question 42

What is synergy?

Answer 42

the interaction or cooperation of two or more organizations, substances, or other agents to produce a combined effect greater than the sum of their separate effects.