Management History

Question 1

Classical aproaches

Answer 1

Assumes people are rational

Question 2

Name 3 people in the classical approach

Answer 2

Taylor, Fayol, Weber

Question 3

Frederick Taylor

Answer 3

Classical approach

• *Scientific mgmt**
• Sought efficiency in job performance
• Conducted motion study
• Similar to the Gilbreths
• Principles of scientific management focused on need to carefully select, train, support and reward workers in their jobs

Question 4

Henri Fayol

Answer 4

Classical approach

• *Administrative principles ** describe managerial duties and practices
• Set out the 5 rules/duties of management we now call the management functions (planning, organizing, leading, controlling)

Question 5

Max Weber

Answer 5

Classical approach

• *Bureaucratic organization**
• Bureaucratic organization is supposed to be efficient and fair

Question 6

Characteristics of an ideal bureaucracy (Weber)

Answer 6

• Clear division of labor
• Clear hierarchy of authority
• Formal rules and procedures
• Impersonality
• Careers based on merit

Question 7

Fayol’s 5 rules/duties of management

Answer 7

Foresight - complete a plan of action for the future
Organization - provide and mobilize resources to implement plan
Command - lead, select, evaluate workers
Coordination - fit diverse efforts together, ensure info is shared and prbls solves
Control - make sure things happen according to plan, take corrective action
** Resemble 4 functions of management**

Question 8

Scalar chain principle

Answer 8

Created by Fayol. Stated there should be clear unbroken line of communication from top to bottom in an organization

Question 9

Command principle

Answer 9

Created by Fayol. Stated that each person in an organization should recieve orders from only one boss

Question 10

Principles of Taylor’s scientific management

Answer 10

1. Develop a science for each job - Rules of motion, standard work tools, proper work conditions
2. Hire workers with the right abilities for the job
3. Train & motivate workers to do jobs according to the science
4. Support workers by planning and assisting their work according to science

Question 11

Why did Weber consider bureaucracy and ideal for of organization

Answer 11

Because Bureaucracy’s rely on logic, order and legitimate authority

Question 12

Disadvantages of bureacracies

Answer 12

• Dont always live up to Weber’s expectation
• Workers unmotivated
• Excessive red tape

Question 13

Follett viewed organizations as communities of cooperative action

Answer 13

True

Question 14

The Hawthorne studies focused attention on the human side of organizatops

Answer 14

True

Question 15

Maslow described a hierarchy of human needs w/ self-actualization at the top

Answer 15

True

Question 16

McGregor believed managerial assumptions create self-fulfilling prophecies

Answer 16

True

Question 17

Who said that if workers are treated as adults they will be more productive?

Answer 17

Argyris

Question 18

Human resource approach

Answer 18

Assumes people are social, and self-actualizing

• Mary Follet
• Mayo
• Maslow
• McGregor
• Argyris

Question 19

Mary Follett

Answer 19

• Corporate social responsibility
• Ethics
• Active leadership

Question 20

Who conducted the Hawthorne stuudies

Answer 20

Mayo

• How economic incentives & physical conditions of the workplace affected the output of workers
• Results, work conditions play no effect on workers output
• Social & psychological forces influence work behavior and good human relations may lead to improve work performance.
• Helped turn away from the classical percpective toward social and human needs as workplace productivity

Question 21

Hawthorne effect

Answer 21

Tendency of people singled out for special attention to perform as expected

Question 22

Maslow

Answer 22

Hierarchy of Human needs

Question 23

Why are needs important in management?

Answer 23

Because needs create tensions that influence a work attitudes and behaviors

Question 24

Maslow’s lower order needs

Answer 24

Physiological needs - basic needs
Safety needs
Social needs

Question 25

Maslow’s higher order needs

Answer 25

Esteem needs
Self-actualization needs: Need for self fulfillment, to grow and use abilities to fullest and most creative extent
Higher order needs grow stronger the more it is satisfied

Question 26

Maslow’s progression principle

Answer 26

A need becomes activated only after the next lower level need is satisfied

Question 27

Maslow’s deficit principle

Answer 27

People act to satisfy deprived needs for which a satisfaction ‘deficit”exists.
A satisfied need doesn’t motivate behavior

Question 28

McGregor

Answer 28

Theory X & Theory Y

Question 29

Theory X

Answer 29

Managers with this expect that people don’t like work, lack ambition, irresponsible and prefer to be led.

Question 30

Theory Y

Answer 30

Assumes people are willing to work and accept responsibility, self-directed and creative

Question 31

What creates self-fulfilling prophecies?

Answer 31

Theory X & Theory Y

- Occurs when a person acts in ways that confirm another’s expectations

Question 32

Argyris

Answer 32

Needs of mature adults

• Psychological success more likely when people define their own goals
• Contrast to Fayol’s administrative principles, Weber’s bureacracy, and Taylor’s scientific management

Question 33

Modern mgmt uses contingency thinking

Answer 33

True

Question 34

Contingency thinking

Answer 34

Recognizes that theres more than 1 pathway to solve a problem.

• Instead of looking for universal, “cookie cutter” advice managers should be trying to find practices that best fit the unique demans of different situations
• *tries to match management practices with situational demands.**

Question 35

Deming

Answer 35

Created Total Quality Management

Question 36

Total Quality Management

Answer 36

commits to quality objectives, continuous improvement, and doing things right the first time.

Question 37

Evidence based management looks for hard facts about what really works

Answer 37

True

Pfeffer & Sutton like evidence