Mgmt Systems

Question 1

Goal-Setting Theory of motivation is associated with…

Answer 1

Edwin Locke “Task goals can be highly motivating - if they are properly set and if they are well-managed” - Participation is an important component

Question 2

3 important categories of skills required by a manger

Answer 2

1. Human 2. Technical 3. Conceptual

Question 3

What are the 7 factors in considered in a sustainability index?

Answer 3

1. Sustainability innovation 2. Safety Performance 3. Environmental performance 4. Value-chain management 5. Social responsibility 6. Strategic commitment to sustainability 7. Product Stewardship

Question 4

What are the 4 absolutes of Total Quality Management?

Answer 4

1. Conformance to standards 2. Defect Prevention 3. Defect-free work 4. Quality Saves Money ~ Philip Crosby

Question 5

Whose accident causation model in nicknamed the “Swiss Cheese Model”?

Answer 5

James Reason - 1997

Question 6

8 attributes of management excellence

Answer 6

1. A bias toward action 2. Closeness to the customer 3. Autonomy and entrepreneurship 4. Productivity through people 5. Hands-on and value driven 6. Sticking to the knitting 7. Simple form and lean staff 8. Simultaneous loose-tight principles (allows for worker flexibility while maintaining overall control)

Question 7

Theory X and Theory Y

Answer 7

Douglas McGregor Theory X - People don’t like to work and lack ambition, resistant to change and prefer to be lead than lead Theory Y - People are willing to work, accept responsibility, cabable of self-direction and self-control, capable of imagination, creativity and ingenuity

Question 8

Who was the Japanese Management Consultant who championed “comparative management”?

Answer 8

Kenichi Ohmae

Question 9

The Tripos-Delta Model of Accident causation is based on whose model?

Answer 9

James Reason - 1997 - Focus on processes that disrupt safe operations called “General Failure Types” (GFT) - GFT most in need of remediation are revealed through checklist scores - form of management system audit

Question 10

What are 4 “Grand Strategy Types” in regards to management?

Answer 10

1. Growth strategies - Seek greater size and expansion of current operation 2. Retrenchment Strategies - Decisions to gain efficiencies and performance improvements by reducing operations and cutting back (i.e. divestiture, liquidation) 3. Stability Strategies - Maintain the present course of action 4. Combination strategies - Simultaneously employs more than one of the other strategies

Question 11

What are 3 broad change strategies?

Answer 11

1. Force-Coercion - Power base: Legitamacy, rewards, punishments - Managerial behaviour: Direct forcing unilateral action, political maneuvering and indirect action 2. Rational persuasion - Power Base: Expertise - Managerial behaviour: Informational efforts using credible knowledge and demonstrated facts 3. Shared Power - Power Base: Reference - Managerial behaviour: Participative efforts to share power and involve others in planning and implementing change

Question 12

MORT

Answer 12

Management Oversight Risk Tree - Emphasis on what rather than how - Type of analytical tree analysis

Question 13

Fredrick Herzberg

Answer 13

He developed two-factor theory as an important frame of reference for managers who want to better understand job satisfaction. Hygiene factors - Work setting i.e. work conditions, interpersonal relationships, organizational policies, technical quality of supervision, base wage/salary. May help reduce job dissatisfaction but not enhance satisfaction Satisfier Factors - Job Content Can raise job satisfaction. Examples are sense of achievement, feelings of recognition, sense of responsibility, opportunity for advancement, feelings of personal growth

Question 14

What are the 6 steps of the problem solving process?

Answer 14

1. Find and define the problem 2. Generate alternative solutions 3. Evaluate alternatives and choose solution 4. Conduct ethics double-check (recycle process as necessary) 5. Implement the solution 6. Evaluate results (recycle process as necessary)

Question 15

Andragogy

Answer 15

Theory by Malcom Knowles. The concept that adults learn differently from children - specific needs of adult learners

Question 16

Performance Efficiency

Answer 16

Only measures the material resource costs associated with goal accomplishment (i.e. outputs realized compared to inputs consumed)

Question 17

Name the 3 theories and people associated with classical approaches to management?

Answer 17

1. Scientific Management - Fredrick W. Taylor 2. Administrative Principles - Henry Fayol and Mary Parker Follett 3. Bureaucracy - Max Weber (German intellectual at the turn of the century)

Question 18

3 common features of an organization

Answer 18

1. Purpose 2. Division of labour 3. Authority structure

Question 19

What are 4 strategies to strategic planning?

Answer 19

1. Portfolio Strategy - Boston Consulting Group matrix. - Question marks (growth or retrenchment), Stars (growth), Dogs (retrenchment), Cash Cows (stability or modest growth) 2. Competitive Model - Michael Porter - Differentiation, Cost Leadership, and Focus 3. Adaptive Model - Miles and Snow - Prospector, Defender, Analyzer, and Reactor Strategies 4. Product Life Cycle Approach - Stages of introduction, growth, maturity, and decline - strategy changes with each stage

Question 20

Who defined Organizational Culture?

Answer 20

Edgar Shein

Question 21

Adhocracy Structure

Answer 21

An organizational structure that has little line staff distinction and relationships develop based on knowledge and expertise rather than authority. Highly-skilled personnel must often work together on projects and in cross-functional groups. Best suited for organizations that depend on continued innovation for success in dynamic and complex environments

Question 22

Who wrote “The Competitive Advantage of Nations”? What are the 4 points on the “dynamic diamond”?

Answer 22

Book by Michael Porter Dynamic Diamond 1. Firm Strategy, structure and rivalry 2. Demand conditions 3. Related and supporting industries 4. Factor Conditions

Question 23

Wha is the difference between personal safety and process safety?

Answer 23

Personal safety - focuses on what is required to keep people safe. Example: on-site hazard identification, incident reporting, PPE High and low probability events with comparatively low severity Process safety - focuses on the integrity of industrial processes Example: equipment maintenance, asset integrity, process change reporting, HAZOP Low probability and high severity events such as plant explosion

Question 24

ERG Theory Stands for… Who Theorized it?

Answer 24

Existence Needs: Psychological and material well-being Relatedness Needs: Satisfying interpersonal relationships Growth Needs: Continued psychological growth and development ERG was theorized by Clayton Alderfer

Question 25

ISO 9000 What are the 8 principles?

Answer 25

Quality Managements Systems 8 quality management principles: 1. Customer focus 2. Leadership 3. Involvement of people 4. Process approach 5. System approach to management 6. Continual improvement 7. Factual approach to decision making 8. Mutually beneficial supplier relationships

Question 26

Name the 4 behavioural approaches to management

Answer 26

Behavioural Approach - “People are social and self-actualizing” 1. Theory of human needs - Abraham Maslow 2. Theory X and Theory Y - Douglas McGregor 3. Hawthorne Studies - Elton Mayo 4. Personality and Organization - Chris Argyis

Question 27

Performance Effectiveness

Answer 27

Only measures task output or goal accomplishment (Together with performance efficiency they it is used to measure productivity)

Question 28

Administrative Principles - 5 rules and define Scalar Chain, Unity or Command, and Unity of direction

Answer 28

Henri Fayol and Mary Parker Follett 5 Rules or Duties of Management: - Foresight - Organization - Command - Coordination - Control Scalar Chain: should be unbroken line of communication from top to bottom in the organization Unity of Command: Each person should receive orders from only 1 boss Unity of Direction: 1 person should be in charge of all activities having the same performance objective

Question 29

Hawthorne Studies

Answer 29

Attributed withElton Mayo. Hawthorne effect: people who are singled out for special attention tend to perform as anticipated merely because of the expectations created by the situation.

Question 30

ADDIE

Answer 30

Acronym that can be used to describe a process for developing workplace training Analysis Design Develop Implement Evaluate

Question 31

Describe the “Domino Model” of Accident causation including it’s evolution and important people

Answer 31

• 1930s “domino model” published by Herbert Heinrich. Single chain of cause and effect leading up to a workplace accident and major cause of accident is worker’s unsafe acts. Shifted focus from unsafe physical conditions to worker behaviour in OHS. “If you can’t change human nature, you can at least control behaviour” - Frank Bird developed Heinrich’s model further, using the domino metaphor, but replaced personality with lack of control by management. Later version replaced the supervisor as the fundamental cause with the management system. - Germain revised Bird’s model slightly - losses can include property or process. Total loss concept is present. “Incident” is used instead of “accident”. “What aspect of the management system needs to be changed?” Edward Adams - explicitly contain the concept of “close calls”. Summed up by “any individual in the management system can cause accidents - Important for enforcing the use of Internal Responsibility System

Question 32

Corporate Culture

Answer 32

Gives important meaning and direction to the day-to-day behaviours of its members 2 levels - Observable culture: what one sees and hears walking around Organization - Core culture: Values and beliefs about right ways to behave. Told through stories, heros, symbols, rites and rituals

Question 33

Bureaucratic Organization

Answer 33

Max Weber Bureaucracy: Ideal intentionally rational, and very efficient form of organization founded on logic, order and legitimate authority Characteristics: - Clear division of labour - well-defined hierarchy of authority - formal rules an procedures - Careers based on merit - Impersonality: Rules are impartial and apply to everyone equally

Question 34

FMEA

Answer 34

Failure Mode and Effects Analysis - focuses on the failure of each component and the mode of failure

Question 35

OHSAS 18000

Answer 35

International OHS management system specifications created through collaborative effort of numerous national standard bodies, certification bodies, and specialists around the world. Compatible with ISO 9001 and ISO 14001

Question 36

3 types of Motivation Theories

Answer 36

1. Content theories - human needs and how people with different needs may respond to different work situations. Examples - Maslow heirarchy of human needs, Alderfer’s ERG theory. 2. Process theories - how people give meaning to rewards and work opportunities available to achieve them. Examples - Equity theory by J. Stacy Adams, Victor Vrooms Expectancy theory, Goal-setting theory by Edwin Locke 3. Reinforcement theories - how people’s behaviour is influenced by its environmental consequences. Examples - Thorndike’s law of effect, B.F. Skinner’s operant conditioning

Question 37

Theory Z

Answer 37

Book by William Ouchi Identifies management framework used by successful North American firms that follow Japanese example. Principles: - Long-term employment philosophy - Slower promotions and more lateral job movements - Emphasis on career planning and development - Broad concern for employment involvement

Question 38

What are 4 major approaches to what makes a good leader? What is the premise? Who Proposed it?

Answer 38

Approach: Traits Premise: Key traits contribute to effective leaders such as drive, motivation, integrity, self-confidence, intelligence, knowledge Examples: Dupree Traits (Max Dupree) Approach: Behavioural Premise: Leaders are defined by the types of behaviours they engage in Examples: Lewin - autocratic, democratic, laissez-faire styles Covey Trust Leadership - 13 key behaviours that high trust leaders have in common Bass Approach: Contingency Theories

Question 39

Who wrote the book “Personality and Organization”? What is the main message of the book?

Answer 39

Chris Argyis Book points out that the workplace common to traditional and hierarchical organizations may conflict with the needs and capabilities of mature adults. Believes any mismatch between worker’s mature personalities and management practices will create problems.

Question 40

2 major categories of strategy implementation failures

Answer 40

Failures of Substance: - inadequate attention to major strategic management planning elements (i.e. analysis of purpose and mission, managerial values and corporate culture, organizational strengths and weakness, and environmental threats and opportunities) Failures of Process - Reflect poor handling of the way in which various aspects of strategy planning were accomplished (i.e. failure to effect wide participation in the planning process)

Question 41

Canada’s Green Plan

Answer 41

The first attempt by the Federal Government to integrate environmental and economic concerns. Announced in 1990, Canada is required to submit an annual report on sustainable development to the UN commission.

Question 42

CSA Z371-03

Answer 42

Focused on Emergency Preparedness and Response. Established minimum criteria for effective emergency preparedness and provides advice on planning, administration, training resource utilization, auditing, etc.

Question 43

What are the 4 basic Management Functions

Answer 43

1. Planning - Setting objectives and deciding how to accomplish them 2. Organizing - Arranging tasks, people and other resources to do the required work 3. Leading - Inspiring people to work hard to perform according to plans 4. Controlling - Monitoring performance and taking corrective action

Question 44

3 basic steps to assist in changing safety-related behaviours in the workplace

Answer 44

1. Performance Feedback 2. Identify Critical Behaviours 3. Conduct measurement through observation

Question 45

The deficit principle

Answer 45

A principle of Maslow’s hierarchy of needs - A deprived need dominates the person’s attention and determines their behaviour until it is satisfied

Question 46

Expectancy Theory

Answer 46

Associated with Victor Vroom. “People will do what they can do when they want to” M = E x I x V Motivation = Expectancy (“Can I achieve the desired level of task performance?”) x Instrumentality (“What work outcomes will be received as a result of the performance?”) x Valence (“How highly do I value work outcomes?”)

Question 47

Define Organizational Culture

Answer 47

System of shared beliefs and values that develops within an organization and guides behaviours of members

Question 48

Approaches to conflict Management What is a lose/lose approach? What is a win/win approach? What is a win/lose approach?

Answer 48

Accommodation (smoothing) - lose/lose Avoidance - Lose/lose Collaboration or problem solving - win/win Compromise - win/lose Authoritative - win/lose

Question 49

OHA

Answer 49

Operations hazard analysis - Used primarily for industrial facilities - Fault Tree Analysis

Question 50

Scientific Management

Answer 50

Frederick W. Taylor Frank and Lillian Gibreth - “motion study” Taylorism: “workers must conform to the job description”

Question 51

3 elements of the workplace training cycle

Answer 51

1. Curriculum 2. Evaluation 3. Instruction

Question 52

Who is associated with the term “Self-fulfilling Prophecies”? What theories and book is associated with it?

Answer 52

Douglas McGregor - Wrote book “The Human Side of Enterprise” Developed Theory X and Theory Y

Question 53

Steps of the Control Process What is the control equation?

Answer 53

Step 1: Establish performance standards and objectives Step 2: Measure actual performance Step 3: Compare actual performance with objectives Step 4: Take necessary action Need for action = Desired Performance - Actual performance

Question 54

The modern approach to management view organizations as _______?

Answer 54

Systems

Question 55

2 important goals of the conflict resolution process

Answer 55

Substance goals - tied to content issues of negotiation AKA what you are negotiating about Relationship goals - Concerned with the process. Focus on how negotiations will take place and how the parties will relate after negotiations complete

Question 56

Who is associated with the “evolutionary model” of safety culture?

Answer 56

Patrick Hudson - Builds upon Reason’s components that make up a safety culture. He believes these components must work together to form a culture of trust - Maturity model of safety notes 5 distinct stages of safety culture evolution. Pathological >Reactive >Calculative >Proactive >Generative

Question 57

What is the performance equation?

Answer 57

Performance = Ability x Support x Effort

Question 58

IEDIM management model

Answer 58

1. Identify all loss exposures 2. Evaluate the risk of each exposure 3. Develop a plan 4. Implement a plan 5. Monitor the system

Question 59

Who said “Effectiveness is doing the right thing, but efficiency is doing the thing right?”

Answer 59

Peter Drucker

Question 60

A planned change should follow what 3 steps according to Kurt Lewin?

Answer 60

Phase 1: Create a felt need for change - establish good relationships, help other realize present behaviours aren’t effect, minimize expressed resistance to change Phase 2: Implement the change - Identify new more effective ways of behaving, choose appropriate change targets, take action Phase 3: Stabilize change - create acceptance, resource supports, rewards and reinforcement

Question 61

What is the productivity equation?

Answer 61

P = Q + Q - R Productivity = Quantity + Quality - Resources

Question 62

CSA Z1000

Answer 62

Basic criteria for Occupational Health and Safety management systems in Canada - Developed in 2006

Question 63

The progression principle

Answer 63

A principle of Maslow’s hierarchy of needs - Once a deprived need is satisfied, the next higher-level need is activated and progression up the hierarchy occurs

Question 64

What are the 4 most common approaches to departmentalization?

Answer 64

1. Functional - People with similar skills who perform closely related activities are placed together in formal groups (i.e. marketing, finance, production, and HR) 2. Divisional - Groups together people with diverse skills and tasks, but who work on the same product, clients, geographical regions, etc. 3. Hybrid - Blends functional and divisional approaches 4. Matrix - Permanent cross-functional teams to blend the technical strengths of functional structures with the integrating potential of divisional structures. Workers have dual allegiances to respective functional managers and Project Managers. Often used in organizations pursuing growth strategies in complex environments

Question 65

What are fringe benefits?

Answer 65

can help or hinder the attraction and retention of capable workers. Meeting the demands of fringe benefits – everything from health insurance, to pension plans, to child and elder care – is a very challenging task.

Incentive compensation is a performance-based monetary incentive. The Hay Group, a specialist in compensation and related matters, recommends that “stars” should get 12 percent increases, that underachievers get no increases, and that average performers get 3 to 4 percent increases.

Question 66

What are the 4 characteristics of quantitative approaches to management?

Answer 66

While the techniques differ, the quantitative management approach includes these characteristics:

• Primary focus on decision making with ultimate implications for management action.
• Based on economic decision criteria such as costs, revenues, and return on investment.
• Use of formal mathematical models following sophisticated rules and formulas.
• Frequent use of computers allowing quick processing of large amounts of data.

Question 67

What are 4 evaluation strategies to determine if learning transfer has occurred?

Answer 67

1. Satisfaction Index
2. Goal Achievement
3. Learning Transfer
4. Training relevance

Question 68

4 operant conditioning techniques

6.3.6

Answer 68

• Positive reinforcement: strengthens desirable behaviour by making a pleasant consequence
  contingent on the occurrence of the behaviour.
• Negative reinforcement: strengthens desirable behaviour by making the avoidance of an
  unpleasant consequence contingent on the occurrence of the behaviour.
• Punishment: eliminates undesirable behaviour by making an unpleasant consequence
  contingent on the occurrence of the behaviour.
• Extinction: eliminates an undesirable behaviour by making the removal of a pleasant
  consequence contingent on the occurrence of the behaviour.

Question 69

What 3 improvement objectives are an essential part of Management by Objectives?

Answer 69

1. Improvement objectives
2. Personal development objectives
3. Maintenance objectives

Question 70

Hersey – Blanchard situational leadership theory is one example of the contingency leadership
approach. The possible leadership styles resulting from
different combinations of task-oriented and relationship-oriented behaviours are:

Answer 70

• Delegating: allowing the group to make and take responsibility for task decisions; a low-task,
  low-relationship style.
• Participating: emphasizing shared ideas and participative decisions on task directions; a lowrisk,
  high-relationship style.
• Selling: explaining task directions in a supportive and persuasive way; a high-task, highrelationship
  style.
• Telling: giving specific task directions and closely supervising work; a high-task, low-relationship
  style.

Question 71

The path-goal theory advanced by Robert House is a contingency leadership approach. This
theory says an effective leader is one who clarifies paths through which followers can achieve both taskrelated
and personal goals. A good leader helps people progress along these paths, removes any
barriers, and provides appropriate rewards for task accomplishment. House identifies four leadership
styles that may be used in this path-goal sense:

6.3.6

Answer 71

• Directive leadership: letting employees know what is expected; giving directions on what to do
  and how; scheduling work to be done; maintaining definite standards of performance; clarifying
  the leader’s role in the group.
• Supportive leadership: doing things to make work more pleasant; treating group members as
  equals; being friendly and approachable; showing concern for the well-being of employees.
• Achievement-oriented leadership: setting challenging goals; expecting the highest levels of
  performance; emphasizing continuous improvement in performance; displaying confidence in
  meeting high standards.
• Participative leadership: involving employees in decision making; consulting with employees;
  asking for suggestions from employees; using these suggestions when making a decision.

6.3.6

Question 72

Attributes of Transformational Leadership

Answer 72

It focuses on inspirational leadership that influences the beliefs, values, and goals of followers, and gets them to
achieve extraordinary performance. This model is initially based on key characteristics thought to inspire
and lead others, such as vision, charisma, symbolism, empowerment, intellectual stimulation, integrity