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cbm ni > first exam (ppt only) > Flashcards

first exam (ppt only) Flashcards

1
Q

can help you appreciate how management has evolved, where it is today, where it appears to be headed.

A

THE EVOLUTION OF MANAGEMENT THOUGHT
(REVIEW OF THEORIES OF MANAGING PEOPLE)

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2
Q

one needs to know where management has been if one is to understand where it is going.

A

HISTORIANS AND MANAGERS

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3
Q

psychology, sociology, cultural anthropology and etc.

A

Interdisciplinary field

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4
Q
  • way back from the construction of the pyramids
  • 20th century
  • The pyramids of egypt stands as tangible evidence of the ancient world’s ability to manage
A

The systematic study and practices of Management

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5
Q

what are the FIVE DIFFERENT APPROACHES TO MANAGEMENT

A
  1. THE UNIVERSAL PROCESS APPROACH
    2.THE OPERATIONAL APPROACH
  2. THE BEHAVIORAL APPROACH
  3. THE SYSTEMS APPROACH
  4. THE CONTINGENCY APPROACH
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6
Q

-Assumes all organizations require the same rational management process

A
  1. THE UNIVERSAL PROCESS APPROACH / ADMINISTRATIVE MANAGEMENT
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7
Q

approach is the oldest and one of the most popular approaches to

A
  1. THE UNIVERSAL PROCESS APPROACH / ADMINISTRATIVE MANAGEMENT
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8
Q
  • also known as Universalist or functional approach
A
  1. THE UNIVERSAL PROCESS APPROACH / ADMINISTRATIVE MANAGEMENT
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9
Q

According to this approach, the administration of all organizations, public or private, large or small, requires the same rational process.

A
  1. THE UNIVERSAL PROCESS APPROACH / ADMINISTRATIVE MANAGEMENT
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10
Q

-the Universalist approach is based on two main assumptions.

what are the 2?

A
  • First, a core management process remains the same across all organizations (e.g business, government, education or religion)
  • Second, the universal management process can be reduced to a set of separate functions and related principles
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11
Q

Successful managers, therefore, are _____ among organizations of differing purpose.

A

interchangeable

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12
Q

_______ process remains the same regardless of the purpose of the organization.

A

The Core management

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13
Q

__________ can be reduced to a set of separate functions and related principles

A

The universal management process

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14
Q

Early universal process writers emphasized the specialization of:
labor

A

(who does what)

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15
Q

Early universal process writers emphasized the specialization of:
the chain of command

A

(who reports to whom)

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16
Q

Early universal process writers emphasized the specialization of: authority

A

who is ultimately responsible for getting things done.

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17
Q

was first an engineer and later a successful administrator in a large French mining and metallurgical concern.

A

HENRI FAYOL’S UNIVERSAL MANAGEMENT PROCESS

HENRI FAYOL

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18
Q

He published Administration Industrielle et Générale in 1916

A

HENRI FAYOL

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19
Q

developed 14 universal principles of management.

A

HENRI FAYOL

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20
Q

HENRI FAYOL CREATED 5 FUNCTIONS OF A MANAGER’S JOB. NOW CALLED POSDICON (dati is poc3)

A

POSDICON MEANS
PLANNING
ORGANIZING
STAFFING
DIRECTING
CONTROL

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21
Q

specialization of labor is necessary for organizational success (e.g. vision, goal, aim).

A

1.DIVISION OF WORK

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22
Q

-obedience and respect to help organization run smoothly.

A
  1. DISCIPLINE
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23
Q

-the right to give orders must accompany responsibility.

A
  1. AUTHORITY
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24
Q

-Each employee should receive orders from only one superior.

A
  1. UNITY OF COMMAND
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25
Q

the efforts of everyone in the organization should be coordinated and focused in the same direction.

A
  1. UNITY OF DIRECTION
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26
Q

-resolving the tug of war between personal and organizational interest in favor of the organization in one of management’s greatest difficulties. (you should put the company’s goals above their personal goals)

A
  1. SUBORDINATION OF INDIVIDUAL INTERESTS TO THE GENERAL INTEREST
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27
Q

-employees should paid fairly in accordance with their contribution.

A
  1. RENUMERATION
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28
Q

-the relationship between centralization and decentralization is a matter of proportion; the optimum balance must be found in each organization.

A
  1. CENTRALIZATION
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29
Q

Centralization is about where decisions are made in a company. In a centralized setup, top leaders make most of the decisions, while in a decentralized setup, decisions are spread out across different levels or teams.

A

CENTRALISATION IS ONE (main) DECENTRALIZATION IS MANY (spread)

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30
Q

-subordinates should observe a formal chain of command unless expressly authorized by their respective superior to communicate with each other.

A
  1. SCALAR CHAIN
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31
Q

In other words SA SCALAR CHAIN : means that employees should follow a set chain of command when communicating within a company. For example, if someone needs to talk to a manager above their direct supervisor, they should go through their own supervisor first.

A

mao ning don’t diritso sa manager

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32
Q

-Both material things and people should be in their material places.

A
  1. ORDER
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33
Q

-fairness that results from a combination of kindliness and justice will be lead to devoted and loyal services.

A
  1. EQUITY
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34
Q

-people need time to learn their jobs.

A
  1. STABILITY AND TENURE OF PERSONNEL
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35
Q

-One of the greatest satisfactions is formulating and carrying out a plan.

A
  1. INITIATIVE
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36
Q

-harmonious effort among individuals is the key to organizational success.

A
  1. ESPIRIT DE CORPS (TEAMWORK)
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37
Q

The management process can be separated into _______

A

interdependent functions.

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38
Q

Management is a _______

A

continuous process.

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39
Q

Management is a largely, though not an entirely, ______

A

rational process.

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40
Q

The functional approach is useful because it specifies what _____ should do.

A

managers

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41
Q

have withstood the test of ______because of their widespread applicability

A

test of time

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42
Q
  • the functions can still be found nearly all ____ _____
A

management texts.

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43
Q

Production-oriented field of management dedicated to improving efficiency, cutting waste and improving quality

A
  1. THE OPERATIONAL APPROACH
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44
Q

It has also been called scientific management, management science, operations research, production management, and operations management.

A
  1. THE OPERATIONAL APPROACH
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45
Q

Its underlying purpose is “to make person-machine systems work as efficiently as possible.

A
  1. THE OPERATIONAL APPROACH
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46
Q

Developing performance standards on the basis of systematic observations and experimentation

A

THE OPERATIONAL APPROACH (cont’d) Frederick W. Taylor’s Scientific Management

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47
Q

Standardization of work practices and methods to reduce ______ and_____

A

waste and increase productivity

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48
Q
  • Systematic selection and training of workers to increase efficiency and productivity
A

THE OPERATIONAL APPROACH (cont’d) Frederick W. Taylor’s Scientific Management

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49
Q

Differential pay incentives based on established work standards

A

THE OPERATIONAL APPROACH (cont’d) Frederick W. Taylor’s Scientific Management

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50
Q

is the development of performance standards on the basis of systematic observation and experimentation.

A

Scientific management

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51
Q

4 AREAS TAYLOR IS FOCUSED ON:

A

 a) Standardization
 b) Time and task study
 c) Systematic selection and training
 d) Pay incentives

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52
Q

the _____ determined the goals to be accomplished, divided work in most efficient way, trained workers to do the job, and rewarded them by wage incentives.

A

The manager

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53
Q

The manager was seen as the “_____”

A

brains

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54
Q

workers as “________” and as one of the resources just like machines.

A

“a pair of hands”

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55
Q

TAYLOR’S FOLLOWERS:

A
  1. Frank and Lilian Gilbreth
  2. Henry L. Gantt
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56
Q

motion study into an exact science, using motion pictures, they studied and streamlined work motions, paving the way for work simplification

A
  1. Frank and Lilian Gilbreth
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57
Q

refined production control and cost control techniques.

A
  1. Henry L. Gantt
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58
Q

scheduling charts are still used today.

A

Gantt’s work-

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59
Q

THE QUALITY ADVOCATES

A
  1. Walter A. Shewhart
  2. Kaoru Ishikawa
  3. W. Edwards Deming
  4. Joseph M. Juran
  5. Armand V. Feigenbaum
  6. Philip B. Crosby
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60
Q

introduced statistical quality control in 1931.

A
  1. Walter A. Shewhart
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61
Q

fishbone diagrams, which are still used as a problem-solving tool.

A
  1. Kaoru Ishikawa
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62
Q

introduced concepts such as employee participation and continuous improvement

A
  1. W. Edwards Deming
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63
Q

also had a strong influence on Japanese managers, Teamwork, partnerships with suppliers, problem solving, and brainstorming, Pareto analysis, (the 80/20 rule)

A
  1. Joseph M. Juran
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64
Q

developed the concept of total quality control while a doctoral

A
  1. Armand V. Feigenbaum
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65
Q

wrote the 1979 best-seller Quality Is Free, which promoted the concept of zero defects, or doing it right the first time.

A
  1. Philip B. Crosby
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66
Q

Scientific management was a r_________, producing dramatic results in the context of the haphazard industrial practices at the time.

A

revolutionary approach

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67
Q

It created a much-needed emphasis on promoting production efficiency and combating waste.

A

LESSONS FROM OPERATIONAL APPROACH
(BASAHA)

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68
Q

While Taylor’s work is often considered ________ today, Taylor actually improved working conditions by reducing fatigue and redesigning machines to fit people.

A

“dehumanizing”

69
Q

approach to management point out that people deserve to be the central focus of organized activity.

A
  1. THE BEHAVIOR APPROACH
70
Q
  • it is believed that successful management depends largely on a manager’s ability to understandandworkwith people who have a variety of backgrounds, needs, perceptions, and aspirations
A
  1. THE BEHAVIOR APPROACH
71
Q

The progress of this humanistic approach from the human relations movement to modern organizational behavior has greatly influenced management theory and practice.

A
  1. THE BEHAVIOR APPROACH
72
Q

An effort to make managers more sensitive to their employees’ needs

A

BEHAVIORAL APPROACH (cont’d)
- The Human Relations Movement

73
Q

Arose out the influences of

A

*The threat of unionization
*The Hawthorne studies
*The Philosophy of Industrial Humanism

74
Q

The Wagner Act of 1935 legalized union-
management collective bargaining, promoting the growth of unions, and union avoidance by firms.

A

THE THREAT OF UNIONIZATION

75
Q

The study’s results that productivity was strongly affected by workers’ attitudes turned management toward the humanistic and realistic viewpoint of the “social man” model.

A

*THE HAWTHORNE STUDIES (1924)

76
Q

*THE PHILOSOPHY OF INDUSTRIAL HUMANISM

A
  1. Elton Mayo
  2. Mary Parker Follet
  3. Douglas McGregor
77
Q

 Emotional factors were more important determinants of productive efficiency than were physical and logical factors.
(MORE ON EMOTIONAL)

A
  1. Elton Mayo
78
Q

Managers should be aware of how complex each employee is and how to motivate employees to cooperate rather than to demand performance from them.
(more on how to motivate employees to cooperate)

A

Mary Parker Follett -

79
Q

Developed Theory X and Theory Y (assumptions)

A
  1. Douglas McGregor
80
Q

Management’s traditionally NEGATIVE view of employees as unmotivated and unwilling workers

A

Theory X

81
Q

most people dislike work, and they will avoid it when they can

A

Theory X

82
Q
  • most people must be coerced and threatened with punishment before they will work. They require close direction
A

Theory X

83
Q

Most people prefer to be directed. They avoid responsibility and have little ambition. They are interested only in security

A

Theory X

84
Q

The POSITIVE view of employees as
energetic, creative, and willing workers.

A

Theory Y

85
Q

work is a natural activity, like play or rest

A

Theory Y

86
Q

People are capable of self-directed and self-control if they are committed to objectives

A

Theory Y

87
Q
  • People will become committed to organizational objectives if they are rewarded for doing so
A

Theory Y

88
Q
  • The average person can learn to both accept and seek responsibility
A

Theory Y

89
Q
  • Many people in the general population have imagination, ingenuity, and creativity
A

Theory Y

90
Q

Studies by Mayo and others at Hawthorne contributed the idea that worker output was affected by numerous variables such as

A

(i) how they were treated,
(ii) how they felt about their work, co worker and boss and
(iii) what happened to them outside work

91
Q

workers were more than a pair of “hands”; workers have _____ and______ that affect productivity.

A

feelings and attitudes

92
Q

Norms and rules of the work groups profoundly affect _____

A

productivity.

93
Q

an _________ is expected to pay attention to people’s social needs and elicit their ideas about work.

A

effective manager

94
Q

Doing the right things that are effective

A

Effective

95
Q

Doing things right

A

Efficient

96
Q

A modern research-oriented approach seeking to discover the causes of work behavior and to develop better management techniques

A

ORGANIZATIONAL BEHAVIOR

97
Q

Lessons from the Behavioral Approach

A

 People are the key to productivity.

 Success depends on motivated and skilled individuals committed to the organization.

 Managerial sensitivity to employees is necessary to foster the cooperation needed for high productivity.

98
Q

______ depends on motivated and skilled individuals committed to the organization.

A

Success

99
Q

______ are the key to productivity.

A

People

100
Q

______ Sensitivity to employees is necessary to foster the cooperation needed for high productivity.

A

Managerial sensitivity

101
Q

A collection of parts operating interdependently to achieve a common purpose

A

systems

102
Q

Postulates that the performance of the whole is greater than the sum of the performance of its parts

A

Systems Approach

102
Q

Views an organization as a group of interrelated parts with a single purpose: to remain in balance

A

Systems Approach

103
Q
  • Seeks to identify all parts of an organized activity and how they interact
A

Systems Approach

104
Q

Managers, therefore, can deal with separately with individual parts: they should views the organization as _____ and should anticipate the effects of their decisions on the other parts of the organization

A

as whole

105
Q

______, therefore, can deal with separately with individual parts: they should views the organization as whole and should anticipate the effects of their decisions on the other parts of the organization

A
  • Managers
106
Q

_______ should maintain a balance between the various parts of the organization as well as the organization and the environment

A
  • Management
107
Q

Organisation as a system comprise four elements (ITOF)

A
  • Input (resources)
  • Transformational process
  • Outputs (products and services)
  • Feedback (reactions from the environment)
108
Q

Wrote Functions of the Executive

A

Chester I. Barnard’s Early Systems Perspective

109
Q

Characterized all organizations as cooperative systems

A

Chester I. Barnard’s Early Systems Perspective

110
Q

Defined principal elements in an organization as
*Willingness to serve
*Common purpose
*Communication

A

Chester I. Barnard’s Early Systems Perspective

111
Q

Strong advocate of business ethics

A

Chester I. Barnard’s Early Systems Perspective

112
Q

An area of study based on the assumptions that everything is part of a larger, interdependent arrangement

A

General Systems Theory

113
Q

Each system is a subsystem of the system above it

A

Levels of systems

114
Q

Identification of systems at various levels helps translate abstract systems theory into more concrete terms.

A

Levels of systems

115
Q

: A self-sufficient entity

A

*Closed system

116
Q

: Something that depends on its surrounding environment for survival

A

*Open system

116
Q
  • Systems are classified as open (_____) by how much (_______) they interact with their environments.
A

closed, how little

117
Q

Organizational learning and knowledge management

A

New Directions in Systems Thinking

118
Q
  • Organizations are living and thinking open systems that learn from experience and engage incomplexmental processes.
A

New Directions in Systems Thinking

119
Q

Every complex system has a life of its own, with its own rule book.

A

Chaos theory

120
Q

Complex systems are self-organizing.

A

Complex adaptive systems

121
Q

The theory maintains that organizations and all subdivisions take in resources and transform them into a service or product that is purchased or utilized by a larger system.

A

Open Systems

122
Q

A knowledge of subsystem interdependence and interfacing is essential to org success

A

Open Systems

123
Q
  • The systems theory implies that organizational effectiveness is governed by three factors:
    i) individuals in the organization,
    ii) the organization itself and
    iii) the environment in whichanorganizationexists.
A

Open Systems

124
Q

the effective management of the interfaces between the three factors is central to ______

A

(Open Systems) organizational success.

125
Q

what are the 3 factors governed by organizational effectiveness

A

i) individuals in the organization,
ii) the organization itself and
iii) the environment in which an organization exists.

126
Q

A research effort to determine which managerial practices and techniques are appropriate in specific situations

A
  1. THE CONTINGENCY APPROACH
127
Q

Different situations require different managerial responses.

A
  1. THE CONTINGENCY APPROACH
128
Q

It deals with intercultural feelings in which custom and habits cannot be taken for granted.

A
  1. THE CONTINGENCY APPROACH
129
Q

Application of management principles depend/varies according to the

A

Contingency Theory

130
Q

Individuals, groups, industries, managing styles can all vary enormously

A

Contingency Theory

131
Q

No single best way to manage, method effective in one situation not work in another

A

Contingency Theory

131
Q

Management has to decide – scientific, bureaucratic, administrative, Behavioural e.t.c. (e.g. Hospital specialist vs hierachy)

A

Contingency Theory

132
Q

If production manager needs to improve productivity, he/she decides on a new work method (a scientific), or to restructure (bureaucratic), or new motivation approach (behavioural)

A

Contingency Theory

133
Q

The approach emphasizes situational ________ rather than _____ adherence to universal principles

A

appropriateness, rigid adherence

134
Q

_________ creates the impression that an organization is captive to its environment

A

The contingency approach

134
Q

The contingency approach emphasizes ______________ appropriateness.

A

situational appropriateness.

135
Q

thinking is a practical extension of the systems approach

A

The contingency thinking

136
Q

is still undeveloped. Its final impact remains to be seen.

A

The contingency approach

136
Q

Critics say ____________ creates the impression that the organization is a captive of its environment, making attempts to manage it useless.

A

contingency theory

137
Q

The various theories have shown different approaches to managing _______ and ______

A

people and organization

138
Q

Management as a discipline: its practice implied effective management of both __________- and ___________

A

people and organizations

139
Q

People as “___________” or as a commodity or a machine

A

“a pair of hands”

140
Q

People as “a pair of hands” or as a __________ or_______

A

commodity or a machine

141
Q

People as more than ‘a pair of hands’ and having feelings and attitudes that affect ___________

A

productivity

142
Q

People seen as having ‘______’ to think and therefore needed to be involved in decision-making.

A

minds

143
Q

People seen as having ‘minds’ to think and therefore needed to be involved in _______

A

decision-making.

144
Q

_________ seen as social systems made up various interdependent subsystems.

A

Organizations

145
Q

Organizations seen as __________made up of various interdependent subsystems.

A

social systems

146
Q

_________________ are characterized by good ‘fit’ among
7S’s:
-strategy,
-structure,
-systems,
-staff,
-style,
-skills and;
-super-ordinate goals.

A

Successful organizations

147
Q

what are the 7s

A

-strategy,
-structure,
-systems,
-staff,
-style,
-skills and;
-super-ordinate goals.

148
Q

Management is an ____________ and _________ field that has evolved over the years.

A

interdisciplinary and international

148
Q

__________ is an interdisciplinary and international field that has evolved over the years.

A

Management

149
Q

The ___________________ has evolved from scientific management to operations management.

A

operational approach

150
Q

________ has turned to the human factor in the human relations movement and organizational behavior approach.

A

Management

150
Q

Under the systems approach, modern organizations are viewed as ________

A

open systems.

151
Q

__________ teach the strategic importance of high-quality goods and services.

A

Quality advocates

152
Q

______________ stresses situational appropriateness rather than universal principles.

A

The contingency approach

153
Q

A _________ is unlikely to solve an organization’s unique problems.

A

quick-fix

154
Q

emphasized structure, efficiency, and clear management functions (planning, organizing, commanding, coordinating, and controlling).

A

Henri Fayol’s approach

155
Q

(developed later) focused on workers’ needs, social factors, and motivation. This approach highlighted the importance of morale, satisfaction, and group dynamics on productivity.

A

Human relations concepts

156
Q

Modern organizations benefit from combining Fayol’s structure with human relations principles. Structured processes help manage tasks efficiently, while attention to employee well-being and motivation leads to a more engaged and productive workforce.

A

BASAHAA

157
Q
  1. Why it became important to consider workers as having “minds
A
  • Over time, it was recognized that workers aren’t just “machines” but people with emotions, motivations, and personal lives. Workers’ mental and emotional states affect their productivity, cooperation, and satisfaction, so understanding and supporting them can enhance performance and loyalty.
158
Q
  1. Henri Fayol’s contribution to management thought:
A
  • Fayol is known for outlining the main functions of management (planning, organizing, commanding, coordinating, and controlling), which are still fundamental in modern management. He emphasized the importance of organizational structure and clear lines of authority, contributing to the formalization of management as a distinct discipline.
159
Q
  1. F. W. Taylor’s method for improving job performance through scientific management:
A
  • Taylor introduced scientific management, which aimed to increase productivity through efficiency and standardization. He broke down tasks into smaller, measurable parts, found the “one best way” to perform each task, and provided training to ensure consistency. He also introduced performance-based pay as an incentive.
160
Q

Circumstances that led to the human relations movement:

A
  • The human relations movement emerged in response to the limitations of scientific management. Researchers like Elton Mayo found that social factors, group interactions, and worker satisfaction significantly affected productivity. This movement was influenced by studies like the Hawthorne Experiments, which showed that workers were motivated by attention and a sense of value.
161
Q
  1. What is an open system, and why view organizations this way?
A
  • An open system is a system that interacts with its environment, adapting to changes and exchanging resources. Organizations are considered open systems because they constantly interact with external factors like market trends, competitors, and technology. Viewing organizations as open systems helps managers understand that they must adapt to external changes to remain successful and competitive.

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