Management Perspective and Its History

Question 1

Scottish philosopher
Father of Modern economics / concept of free market / famous
for his book : The Wealth of Nations in 1776

Answer 1

Adam Smith

Question 2

Welsh industrialist and social reformist
Recognized the importance of human resources and the welfare
of workers. He believed working people deserved kinder
treatment. He thought if all people had a better QUALITY OF LIFE, it would create a better, happier society.

Answer 2

Robert Owen

Question 3

English mathematician and
mechanical engineer. Father of Computing / Focused on creating
production efficiencies through division of labor, and application
of mathematics to management problems.

Answer 3

Charles Babbage

Question 4

(steam engine, the age of science and
mass production, and the rise of digital technology, and currently,
automation/ IoT /cloud computing, / AI / 3D printing / big data
– Substituted machine power for human labor Copyright © 2012 Pearson Education

Answer 4

Industrial Revolution

Question 5

Workers only have physical and economic needs

Answer 5

Classical Management Perspective

Question 6

– Concerned with improving the performance of
individual workers (i.e., efficiency).
– Grew out of the industrial revolution’s labor
shortage.

Answer 6

Scientific Management

Question 7

– Focuses on managing
the total organization
rather than individuals.

Answer 7

General Administrative Management

Question 8

– American mechanical engineer
___________ is the Father of Scientific Management

Answer 8

Frederick Winslow Taylor

Question 9

• American engineers - Advocate of Scientific Management & Pioneer of Motion Study and Analysis /Time & Motion Study ECRS/ ASME Symbols/ 5S
• increase productivity while reducing fatigue thus
  increasing profit
• Both developed techniques and strategies for
  eliminating inefficiency.

Answer 9

Frank Gilbreth and Lillian Gilbreth

Question 10

Who reduced bricklaying movements,
resulting in increased output of 200%.

Answer 10

Frank

Question 11

– French mining engineer
Identified the specific management functions of
planning, organizing, leading, and controlling.

Answer 11

Henri Fayol

Question 12

– German sociologist
His Theory of Bureaucracy is based on a rational set
of guidelines for structuring organizations.

Answer 12

Max Weber

Question 13

Specialization increases output by making employees more efficient

Answer 13

Division of Work

Question 14

• Managers must be able to give orders, and authority gives them this right.
• means the right to give orders/command and receive obedience from subordinates. Responsibility is when a person is accountable for the duties assigned to him.

Answer 14

Authority

Question 15

Employees must obey and respect the rules that govern the organization.

Answer 15

Discipline

Question 16

• Every employee should receive orders from only one superior.
• Each employee should have only 1 boss, from whom one get orders and is accountable to.

Answer 16

Unity of command

Question 17

The organization should have a single plan of action to guide managers and workers.

Answer 17

Unity of direction

Question 18

Workers must be paid a fair wage for their services.

Answer 18

Remuneration

Question 19

This term refers to the degree to which subordinates are involved in decision making.

Answer 19

Centralization

Question 20

The line of authority from top management to the lowest ranks is the scalar chain.

Answer 20

Scalar chain

Question 21

People and materials should be in the right place at the right time.

Answer 21

Order

Question 22

Managers should be kind and fair to their subordinates.

Answer 22

Equity

Question 23

Management should provide orderly personnel planning and ensure that replacements are available to fill vacancies.

Answer 23

Stability of tenure personnel

Question 24

The interests of any one employee or group of employees should not take precedence over the interests of the organization as a whole.

Answer 24

Subordination of individual interests to the general interest

Question 25

Employees who are allowed to originate and carry out plans will exert high levels of effort.

Answer 25

Initiative

Question 26

Promoting team spirit will build harmony and unity within the organization

Answer 26

Esprit de corps

Question 27

Helped Allied forces manage logistical problems during World War II. Format: Ans/Ans

Answer 27

Quantitative Management/Management Science

Question 28

Focuses on decision making, economic effectiveness, mathematical models, and use of computers to solve quantitative problems such as: Format: First, Second, ...

Answer 28

Linear Programming, Simulation, Queuing Theory

Question 29

Is the practical application of management science to efficiently manage the production and distribution of products and services, e.g., Forecasting

Answer 29

Operations Management

Question 30

– Proposed that workers respond primarily to the social context of work, including social conditioning, group norms, and interpersonal dynamics. – employees are motivated not only by financial reward but also by a range of social factors (e.g. praise, a sense of belonging, feelings of achievement and pride in one's work). – Assumed that the manager’s concern for workers would lead to increased worker satisfaction and improved worker performance. – people are the most important asset of an organization

Answer 30

Behavioral Management Perspective or Human Relations Movement

Question 31

Are the most important asset of an organization

Answer 31

People

Question 32

Lead to increased worker satisfaction and improved worker performance.

Answer 32

Manager’s concern for workers

Question 33

Are motivated not only by financial reward but also by a range of social factors (e.g. praise, a sense of belonging, feelings of achievement and pride in one's work).

Answer 33

Employees

Question 34

responds primarily to the social context of work, including social conditioning, group norms, and interpersonal dynamics.

Answer 34

Workers

Question 35

- German American Psychologist In 1913 he published his most influential work, Psychology and Industrial Efficiency, a book that was popular with American managers seeking to increase efficiency. - matching worker abilities to job requirements. - He believed that psychology possessed the tools to create that match by determining the psychological traits required for any job and using mental tests to identify suitable workers

Answer 35

Hugo Munsterberg

Question 36

States that employees are motivated far more by relational factors such as attention and camaraderie than by monetary rewards or environmental factors such as lighting, humidity, etc.

Answer 36

Mayo Management theory

Question 37

Showed that people's work performance is dependent on social issues and job satisfaction, and that monetary incentives and good working conditions are generally less important in improving employee productivity than meeting individuals' need and desire to belong to a group.

Answer 37

Hawthorne studies

Question 38

(Harvard Professor) his work was a turning point in the development of management thought. His work challenged the basic postulates of the classical approach. His studies revealed the over-whelming significance of human and social factors in industry. He is rightly called the 'Founder of the Human Relations Approach' to management.

Answer 38

Elton Mayo

Question 39

"When workers know people are concerned about them their productivity increases"

Answer 39

Elton Mayo and Fritz Roethlisberger

Question 40

American psychologist with Jewish parents (April 1, 1908 – June 8, 1970) – "advanced a theory that employees are motivated by a hierarchy of needs that they seek to satisfy." – What a man can be, he must be. This need we call self-actualization.

Answer 40

Abraham Maslow

Question 41

MIT professor and author of the highly influential book "The Human Side of Enterprise” * Proposed Theory X and Theory Y concepts of managerial beliefs about people and work.

Answer 41

Douglas McGregor

Question 42

1.People do not like work and try to avoid it. 2.People do not like work, so managers have to control, direct, coerce, and threaten employees to get them to work toward organizational goals. 3.People prefer to be directed, to avoid responsibility, and to want security; they have little ambition.

Answer 42

Theory X

Question 43

1.People do not naturally dislike work; work is a natural part of their lives. 2.People are internally motivated to reach objectives to which they are committed. 3.People are committed to goals to the degree that they receive personal rewards when they reach their objectives. 4.People will both seek and accept responsibility under favorable conditions. 5.People have the capacity to be innovative in solving organizational problems. 6.People are bright, but under most organizational conditions their potential is underutilized. © 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

Answer 43

Theory Y

Question 44

Canadian academic and author on business and management, born on September 2, 1939

Answer 44

Henry Mintzberg

Question 45

Focused on increasing employee loyalty to the company by providing a job for life with a strong focus on the well-being of the employee, both on and off the job.

Answer 45

Theory Z

Question 46

Popularized during the Asian economic boom of the 1980s.

Answer 46

William Ouchi

Question 47

- Is the study of how humans, individuals and groups, interact within an organization and how these interactions affect an organization’s performance toward its goals. - The field examines the impact of various factors on behavior within an organization.

Answer 47

Organizational Behavior

Question 48

A collection of elements that are inter-related and interdependent, arranged in a manner that produces a unified whole.

Answer 48

System

Question 49

– Is a process in which an organizational system declines due to failing to adjust to change in its environment. – Is avoided through change and renewal.

Answer 49

Entropy

Question 50

(1+1 = 3) – Subsystems are more successful working together in than working alone. – The whole system (subsystems working together as one system) is more productive and efficient than the sum of its parts.

Answer 50

Synergy

Question 51

– Suggests each organization is unique. – Appropriate managerial behavior depends (is contingent) on current situation in the organization

Answer 51

Contingency Perspective

Question 52

– Include classical, behavioral, and quantitative approaches – Attempt to identify “one best way” to manage organizations

Answer 52

Universal Perspectives

Question 53

Techniques for improving decision making, resource allocation, and operations

Answer 53

Quantitative Management Perspectives

Question 54

Insights for motivating performance and understanding individual behavior, groups and teams, and leadership

Answer 54

Behavioral Management Perspectives

Question 55

Methods for enhancing efficiency and facilitating planning, organizing, and controlling

Answer 55

Classical Management Perspectives