Chapter 2

Question 1

What are the different forces on an organization?

Answer 1

Political forces
Social forces
Economic Forces
Technological forces

Question 2

What are political forces?

Answer 2

the influence of political and legal institutions on people and organizations

Question 3

What are social forces?

Answer 3

the aspects of a culture that guide and influence relationships among people, their values, needs, and standards of behavior

Question 4

What are economic forces?

Answer 4

forces that affect the availability, production, and distribution of a society’s resources among competing users.

Question 5

What are technological forces?

Answer 5

the way organizations are managed, requiring leaders to be more adaptable, data-driven, and technologically savvy.

Question 6

What is classical perspective?

Question 7

Who is the founder of scientific management?

Answer 7

Fredrick Winslow Taylor

Question 8

What is scientific management?

Question 9

What are bureaucratic organizations?

Question 10

What is the importance of bureaucratic organizations?

Question 11

What are the Elements of Bureaucracy

Answer 11

1. labor is divided with clear definitions of authority and responsibility that are legitimized as official duties
2. positions are organized in a hierarchy, with each position under the authority of a higher one
3. all personnel are selected and promoted based on technical qualifications, which are assessed by examination or according to training and experience.
4. administrative acts and decisions are recorded in writing. Record-keeping provides organizational memory and continuity over time.
5. Management is separate from the ownership and organization.
6. Managers are subject to rules and procedures that will ensure reliable, predictable behavior. Rules are impersonal and uniformly applied to all employees.

Question 12

Who is Mary Parker Follett?

Answer 12

(1868-1933) trained in philosophy and political science at Radcliffe College.
- wrote the importance of common superordinate goals for reducing conflict in organizations
- popular with business people, overlooked by management scholars
- her leadership stressed the importance of people rather than engineering techniques

Question 13

What is the administrative principles approach?

Answer 13

a subfield of classical management perspective that focused on the total organization rather than the individual worker, delineating the management function of planning, organizing, commanding, coordinating, and controlling.

Question 14

What are humanistic perspectives?

Answer 14

a management perspective that emerged around the late 19th century that emphasized understanding human behavior, needs, and attitudes in the workplace.

Question 15

Importance of Hawthorne studies?

Answer 15

• a series of experiments on worker productivity beginning in 1924 at Hawthorne plant of Western Electric Company (Illinois).
• attributed employees’ increased output to managers better treatment of them during the study

Question 16

Assumptions of Theory X

Answer 16

• the average human being has an inherent dislike of work and will avoid it if possible…
• due to human characteristic of dislike, people have to be coerced, controlled, directed, or threatened with punishment to get them to put forth adequete effort toward the achievement of organizational objectives
• the average human being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, wants security

Question 17

Assumptions of Theory Y

Answer 17

• the expenditure of physical and mental effort in work is as natural as play or rest. The average human being does not inherently dislike work….
• external control and threat of punishment are not only means for bringing about effort toward organizational objectives. A person will exercise self-direction and control in service of objectives to which he or she is committed…
• under proper conditions humans will learn to accept and seek responsibility
• the capacity of exercise is a relatively high degree to imagination, ingenuity, and creativity in the solution of organizational problems is widely, not narrowly, distributed in the population.
• under conditions of modern industrial like, intellectual potential of humans are only partially used.

Question 18

What is Management Science?

Answer 18

a management perspective that emerged after World War II and applied math, science, and other quantitative techniques to managerial problems.

Question 19

What is operations Research

Answer 19

consists of mathematical model building and other applications of quantitative techniques to managerial problems.

Question 20

What is systems theory?

Answer 20

An extension of the humanistic perspective that describes organizations as open systems that are characterized by entropy, synergy, and subsystem interdependence.

Question 21

What is Open System?

Answer 21

A system that interacts with the external environment.

Question 22

What is a Closed System?

Answer 22

A system that does not interact with the external environment.

Question 23

What is Entropy?

Answer 23

The tendency for a system to run down and die.

Question 24

what is synergy?

Answer 24

the concept that the whole is greater than the sum of its parts.

Question 25

What is TQM?

Answer 25

Total Quality Management.
- focuses on managing the total organization to deliver quality to customers.

Question 26

What is a subsystem?

Answer 26

parts of a system that depend on one another for their functioning.

Question 27

What are the four elements of TQM?

Answer 27

employee involvement, focus on the customer, benchmarking, and continuous improvement.

Question 28

what is employee involvement?

Answer 28

Requires company wide participation in quality control.

Question 29

Focus on the customer

Answer 29

all employees focus on the customer by finding out what the customers want and they try to meet their need and expectations.

Question 30

What is Benchmarking?

Answer 30

refers to a process whereby companies fid out how others do something better than they do and they try to imitate or improve on it,

Question 31

Continuous improvement

Answer 31

the implementation of small, incremental improvement in all areas of the organization on an ongoing basis

Question 32

What is Learning Organization?

Answer 32

organization in which everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, improve, and increase its capability.

Question 33

What are the four elements of Learning Organization?

Answer 33

Team based Structure
Empowered Employees
Open Information

Question 34

What is Organizational Development?

Answer 34

field that uses behavioral sciences to improve organization

Question 35

what is Operations Management?

Answer 35

focuses on the physical
production of goods and services

Question 36

What is Information Technology?

Answer 36

focuses on technology and software to aid managers

Question 37

What is systems thinking?

Answer 37

• The ability to see the distinct elements of a situation as well as the complexities
  – The relationship among the parts form the whole system

Question 38

What is Customer Relationship Management?

Answer 38

technology used to build relationship with
customers

Question 39

What is Outsourcing?

Answer 39

contracting functions or activities to other organizations to cut costs

Question 40

What is Supply Chain Management?

Answer 40

managing supplier and purchaser relationships to get goods to consumers