Chapter 2: Management Theory

Question 1

The fixed mindset

Answer 1

States that your intelligence is basic and can’t change

Question 2

The growth mindset

Answer 2

States that intelligence is is fixed but an grow if we are willing to put in the time and effort.

Question 3

Who is Peter Drucker?

Answer 3

Creator and father of modern management

Question 4

What were some ideas that Drucker introduced?

Answer 4

Workers be treats as assets, corporation should be a human community, there is no “business without the customer”, institutionalized management practice are better than cult leaders.

Question 5

What are the six reasons to study Drucker?

Answer 5

Understanding the present, guide to action, source of new ideas, clues to meaning of your manager’s decisions, producing positive results.

Question 6

What is the historical perspective of management?

Answer 6

The three schools are classical, behavioral and quantitative.

Question 7

What is the contemporary perspective?

Answer 7

The three schools are systems, contingency, and quality-management.

Question 8

What are the two branches of the classical viewpoint?

Answer 8

The two view points were scientific and administrative. It empathized efficiency and assumes that both people are rational.

Question 9

What is the scientific management viewpoint?

Answer 9

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

Question 10

What are the four principles of scientific management?

Answer 10

Evaluate a task by scientifically studying each part of the task (not use old rule-of-thumb methods).

Carefully select workers with the right abilities for the task.

Give workers the training and incentives to do the task with the proper work methods.

Use scientific principles to plan the work methods and ease the way for workers to do their jobs.

Question 11

What are motion studies?

Answer 11

breaking down of each person’s job

Question 12

What is administrative management?

Answer 12

is concerned with managing the total organization

Question 13

What was important that Fayol create?

Answer 13

Created POLC which stands for Planning, Organzing, Leading, and Controlling.

Question 14

What does bureaucracy mean in our time?

Answer 14

Means that there is a lot impersonality, inflexibility, red tape, a molasses-like response to problems

Question 15

What did Max Weber define bureaucracy?

Answer 15

That it was a rational, efficient, ideal organization based on principles of logic.

Question 16

What is the problem with the classical viewpoint?

Answer 16

The it views people as just another cog and not having a life outside of the workplace.

Question 17

What is the behavioral viewpoint?

Answer 17

It emphasized the importance of understanding human behavior and of motivating employees toward achievement. The behavioral viewpoint developed over three phases: (1) early behaviorism, (2) the human relations movement, and (3) behavioral science.

Question 18

Who is Hugo Munsterberg (father of modern psychology)?

Answer 18

Suggested that psychologists could contribute in three ways:
Study jobs and determine which people are best suited to specific jobs.

Identify the psychological conditions under which employees do their best work.

Devise management strategies to influence employees to follow management’s interests.

Question 19

Why is Munsterberg important?

Answer 19

He is described as the father of modern psychology

Question 20

Who is Mary Parker Follett?

Answer 20

Created “self-managed teams” and stated the following:
Organizations should be operated as “communities,” with managers and subordinates working together in harmony.

Conflicts should be resolved by having managers and workers talk over differences and find solutions that would satisfy both parties—a process she called integration.

The work process should be under the control of workers with the relevant knowledge, rather than of managers, who should act as facilitators.

Question 21

What is the Hawthorne studies?

Answer 21

A study that took place at a electric plant in Chicago which states that namely, that 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

Question 22

What was important about Hawthorne studies?

Answer 22

That is was fault but brought to light of the social man.

Question 23

What is behavioral management theory?

Answer 23

which proposed that better human relations could increase worker productivity. Theory created by Abraham Maslow and Douglas McGregor.

Question 24

What is hierarchy of human needs?

Answer 24

A pyramid that describes thing like love, money ,food shelter etc.

Question 25

What is theory X and Theory y?

Answer 25

Created by McGregor that states:
Theory X represents a 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.
Theory Y represents the outlook of human relations proponents—an optimistic, positive view of workers. In this view, workers are considered to be capable of accepting responsibility, self-direction, and self-control and of being imaginative and creative.

Question 26

What is the behavioral view?

Answer 26

It relies on scientific research for developing theories about human behavior that can be used to provide practical tools for managers.

Question 27

What is quantitative management?

Answer 27

the application to management of quantitative techniques, such as statistics and computer simulations. Two branches of quantitative management are management science and operations management.

Question 28

What is management science?

Answer 28

It focuses on using mathematics to aid in problem solving and decision making. Sometimes management science is called operations research.

Question 29

What is a system?

Answer 29

is a set of interrelated parts that operate together to achieve a common purpose. Even though a system may not work very well—as in the inefficient way the Italian government collects taxes, for example—it is nevertheless still a system.

Question 30

What is the Contingency viewpoint?

Answer 30

emphasizes that a manager’s approach should vary according to—that is, be contingent on—the individual and the environmental situation.

Question 31

What are the four idea of Gary Hamal?

Answer 31

Is this a belief worth challenging? Is it debilitating? Does it get in the way of an important organizational attribute that we’d like to strengthen?

Is this belief universally valid? Are there counterexamples? If so, what do we learn from those cases?

How does this belief serve the interests of its adherents? Are there people who draw reassurance or comfort from this belief?

Have our choices and assumptions conspired to make this belief self-­fulfilling? Is this belief true simply because we have made it true—and, if so, can we imagine alternatives?47

Question 32

What is Evidence-based management?

Answer 32

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

Question 33

What is quality-management viewpoint?

Answer 33

which includes quality control, quality assurance, and total quality management

Question 34

What is quality?

Answer 34

refers to the total ability of a product or service to meet customer needs. Quality is seen as one of the most important ways of adding value to products and services.

Question 35

What is quality control?

Answer 35

is defined as the strategy for minimizing errors by managing each stage of production

Question 36

What is quality assurance?

Answer 36

focuses on the performance of workers, urging employees to strive for “zero defects.”

Question 37

What is Total Quality management?`

Answer 37

is a comprehensive approach—led by top management and supported throughout the organization—dedicated to continuous quality improvement, training, and customer satisfaction.

Question 38

What are the four components of of Total Quality Management?

Answer 38

Make continuous improvement a priority. TQM companies are never satisfied. They make small, incremental improvements an everyday priority in all areas of the organization. By improving everything a little bit of the time all the time, the company can achieve long-term quality, efficiency, and customer satisfaction.

Get every employee involved. To build teamwork, trust, and mutual respect, TQM companies see that every employee is involved in the continuous improvement process. This requires that workers must be trained and empowered to find and solve problems.

Listen to and learn from customers and employees. TQM companies pay attention to their customers, the people who use their products or services. In addition, employees within the companies listen and learn from other employees, those outside their own work areas.

Use accurate standards to identify and eliminate problems. TQM organizations are always alert to how competitors do things better, then try to improve on them—a process known as benchmarking. Using these standards, they apply statistical measurements to their own processes to identify problems.