Chapter 2

Question 1

Job Specialization

Answer 1

The process by which a division of labor occurs as different workers specialize in tasks - improves efficiency and leads to higher organizational performance

Question 2

Scientific Management

Answer 2

(Frederick Taylor) The systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency.

Question 3

Principle 1 of Scientific Management

Answer 3

Study the way workers perform their tasks, gather all the informal job knowledge that workers possess, and experiment with ways of improving how tasks are performed

Question 4

Principle 2 of Scientific Management

Answer 4

Codify the new methods of performing tasks into written rules and standard operating procedures

Question 5

Principle 3 of Scientific Management

Answer 5

Carefully select workers who possess skills skills and abilities that match the needs of the task, and train them to perform the task according to the established rules and procedures

Question 6

Principle 4 of Scientific Management

Answer 6

Establish a fair or acceptable level of performance for a task, and then develop a pay system that rewards performance above the acceptable level.

Question 7

Administrative Management

Answer 7

The study of how to create an organizational structure and control system that leads to high efficiency and effectiveness

Question 8

Max Weber

Answer 8

Developed the principles of bureaucracy

Question 9

Bureaucracy

Answer 9

A formal system of organization and administration designed to ensure efficiency and effectiveness

Question 10

Authority

Answer 10

The power to hold people accountable for their actions and to make decisions concerning the use of organizational resources

Question 11

Standard Operating Procedures (SOPs)

Answer 11

Specific sets of written instructions about how to perform a certain aspect of a task

Question 12

Henri Fayol

Answer 12

Identified 14 principles that he believed essential to increase the efficiency of the management process

Question 13

Unity of Command

Answer 13

A reporting relationship in which an employee receives orders from, and reports to, only one superior

Question 14

Line of Authority

Answer 14

The chain of command extending from the top to the bottom of an organization

Question 15

Centralization

Answer 15

The concentration of authority at the top of the managerial hierarchy

Question 16

Unity of Direction

Answer 16

The singleness of purpose that makes possible the creation of one plan of action to guide managers and workers as they use organizational resources

Question 17

Discipline

Answer 17

Obedience, energy, application, and other outward marks of respect for a superior’s authority

Question 18

Mary Parker Follett

Answer 18

If workers have the relevant knowledge, then workers, rather than managers, should be in control of the work process itself, and managers should behave as coaches and facilitators

Question 19

Hawthorne Effect

Answer 19

The finding that a manager’s behavior or leadership approach can affect workers’ level of performance

Question 20

Theory X

Answer 20

A set of negative assumptions about workers that leads to the conclusion that a manager’s task is to supervise workers closely and control their behavior

Question 21

Theory Y

Answer 21

A set of positive assumptions about workers that leads to the conclusion that a manager’s task is to create a work setting that encourages commitment to organizational goals and provides opportunities for workers to be imaginative and to exercise initiative and self-direction

Question 22

Management Science Theory

Answer 22

An approach to management that uses rigorous quantitative techniques to help managers make maximum use of organizational resources

Question 23

Open System

Answer 23

A system that takes in resources from its external environment and converts them into goods and services that are then sent back to that environment for purchase by customers

Question 24

Closed System

Answer 24

A system that is self-contained and thus not affected by changes occurring in its external environment

Question 25

Mechanic Structure

Answer 25

An organizational structure in which authority is centralized, tasks and rules are clearly specified, and employees are closely supervised

Question 26

Organic Structure

Answer 26

An organizational structure in which authority is decentralize to middle and first-line managers and tasks and roles are left ambiguous to encourage employees to cooperate and respond quickly to the unexpected