Chapter 2

Question 1

6 reasons to study theoretical perspective

Answer 1

Understanding of the present 
Guide to action 
Source of new idea 
Clues to meaning or your managers deciiosn 
Clues to meaning of outside events 
Producing positive results

Question 2

Historical perspective

Answer 2

1911-1950’s

Includes classical, behaviororal and quantitative

Question 3

Contemporary perspective

Answer 3

1960’s-present

Includes systems, contingency and quality-management

Question 4

Classical viewpoint

Answer 4

Emphasized finding ways to manage work more efficiently, assumed that people are rattional.

Two branches, scientific and administrative

Question 5

Scientific management

Answer 5

Manangemt Approach tjat emphasizes the scientific study of work methods to improve the productivity of individual workers

Question 6

Administrative management

Answer 6

Management concerned with managing the total organization

Question 7

Behavioural viewpoint

Answer 7

Emphasizes the importance of understanding human behavior and of motivating employees towards achievement

Question 8

Hawthorne effect

Answer 8

Emplyees work harder if they receive added attention, if they think managers care about their welfare and if supervisors pay special attention to them

Question 9

Human relations movement

Answer 9

The movement that proposed that better human relations could increase worker productivity

Question 10

Behavioural science approach

Answer 10

Relies on scientific research for developing theories about humans behavior that can be used to provide practical tools for managers

Question 11

Quantitative management

Answer 11

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

Question 12

Two branches of quantitative management are:

Answer 12

Management science

Operations management

Question 13

Management science

Answer 13

Sometimes called operation research

Branch of quantitative management that focusses on using mathematics to aid in problem solving and decision making

Question 14

Operations management

Answer 14

Branch of quantitative management; focuses on managing the production and delivery of an organizations products or services more effectively

Question 15

System

Answer 15

Set of interrelated parts that operate together to achieve a common purpose

Question 16

Systems viewpoint

Answer 16

Perspective that regards the organization as a system of interrelated parts

Question 17

Subsystems

Answer 17

The collection of parts making up the entire system

Question 18

Four parts of a system

Answer 18

1) inputs
2) transformational processes
3) outputs
4) feedback

Question 19

Inputs

Answer 19

The people, money, information, and equipment, and materials required to produce an organizations goods and services

Question 20

Transformational processes

Answer 20

An organizations capabilities in management, internal processes, and technology that are applied to converting inputs into outputs

Question 21

Outputs

Answer 21

The products, services, profits, losses, emplyee satusfarcion or discontent; and the like that are produced by the orgnazeion

Question 22

Feedback

Answer 22

Information about the reaction of the environment to the outputs that affect the inputs

Question 23

Closes system

Answer 23

A system that has little interaction with its environment

Question 24

Open system

Answer 24

System that continually interacts with its environment

Question 25

Synergy

Answer 25

Situation in which the economic value of seperate, related businesses under one ownership and management is greater together than the business are worth soeratrly

Question 26

Complexity theory

Answer 26

The study of how order and pattern arise from very complicated, apparently chaotic systems

Question 27

Contingency Viewpoint

Answer 27

The belief that managers approach should vary according to - that is, be contingent on - the individual and the environmental situation

Question 28

Beliefs and shit

Answer 28

Is the belief worth challenging
Is the belief universally valid
How does this belief server the interests of its adherents
Have our choices and assumptions conspired to make this belief self fulfilling

Question 29

Evidence based management

Answer 29

Translation of principles based on best evidence into organizational practice, bringing rationality to the decision-making process

Question 30

Quality-management viewpoint

Answer 30

Perspective that focusses on quality control, quality assurance, and total quality management

Question 31

Quality

Answer 31

The total ability of a product or service to meet customers needs

Question 32

Quality control

Answer 32

Means of ensuring quality whereby errors are minimized by managing each stage of production

Question 33

Quality assurcenve

Answer 33

Means of ensuring quality that focusses on the performance of workers, urging employees to strive for “zero defects”

Question 34

Total quality management

Answer 34

Comprehensive approach - led by top management and supported throughout the organization- Dedicated to continuous quality improvement, training, customer satisfaction

Question 35

Four components to TQM

Answer 35

Make continuous improvements A priority

Get every emplyee invokved

Listen to and learn from customers and emplyees

Use accurate standards to identity and eliminate problems

Question 36

Learning organization

Answer 36

An organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behaviours to reflect new knowledge

Question 37

Managers must perform 3 keys functions or roles

Answer 37

1) build a commitment to learning
2) work to generate ideas with impact
3) work to generalize ideas with impact