Ch 2

(a) subsystem

The loan-processing department would be considered a ____________ of your local bank or credit union. (a) subsystem (b) closed system (c) resource input (d) cost center

Evidence-based management

involves making decisions based on hard facts about what really works.

A system

is a collection of interrelated parts working together for a purpose.

A need

is a physiological or psychological deficiency that a person feels compelled to satisfy.

A bureaucracy

is a rational and efficient form of organization founded on logic, order, and legitimate authority.

A subsystem

is a smaller component of a larger system.

Total quality management

is an organization-wide commitment to continuous improvement, product quality, and customer needs.

Motion study

is the science of reducing a task to its basic physical motion

Organizational behavior

is the study of individuals and groups in organizations

Analytics

is the systematic analysis of large databases to solve problems and make informed decisions.

The Hawthorne effect

is the tendency of persons singled out for special attention to perform as expected.

deficit principle

According to the _______ a satisfied need does not motivate behavior.

progression principle

According to the _____ a need is activated only when the next-lower-level need is satisfied.

(a) scientific management

Advice to study a job, carefully train workers to do that job, and link financial incentives to job performance would most likely come from . (a) scientific management (b) contingency management (c) Henri Fayol (d) Abraham Maslow

18. Contingencythinkingtakesan"if-then"approachto situations. It seeks to modify or adapt management approaches to fit the needs of each situation. An example would be to give more customer contact responsibility to workers who want to satisfy social needs at work, while giving more supervisory responsibilities to those who want to satisfy their esteem or ego needs.

Define contingency thinking and give an example of how it might apply to management.

20. Abureaucracyoperateswithastricthierarchyofauthority, promotion based on competency and performance, formal rules and procedures, and written documentation. Enrique can do all of these things in his store, since the situation is proba- bly quite stable and most work requirements are routine and predictable. However, bureaucracies are quite rigid and may deny employees the opportunity to make decisions on their own. Enrique must be careful to meet the needs of the workers and not to make the mistake—identified by Argyris—of failing to treat them as mature adults. While remaining well orga- nized, the store manager should still be able to help workers meet higher-order esteem and self-fulfillment needs, as well as assume responsibility consistent with McGregor's Theory Y assumptions.

Enrique Temoltzin has just been appointed the new manager of your local college bookstore. Enrique would like to make sure the store operates according to Weber's bureaucracy. Describe the characteristics of bureaucracy and answer this question: Is the bureaucracy a good management approach for Enrique to follow? Discuss the possible limitations of bureaucracy and the implications for managing people as key assets of the store.

16. TheoryYassumesthatpeoplearecapableoftaking responsibilityandexercisingself-directionandcontrolintheir work. The notion of self-fulfilling prophecies is that managers who hold these assumptions will act in ways that encourage workers to display these characteristics, thus confirming and reinforcing the original assumptions. The emphasis on greater participation and involvement in the modern workplace is an example of Theory Y assumptions in practice. Presumably, by valuing participation and involvement, managers will create self-fulfilling prophecies in which workers behave this way in response to being treated with respect. The result is a positive setting where everyone gains.

Explain how McGregor's Theory Y assumptions can create self-fulfilling prophecies consistent with the current emphasis on participation and involvement in the workplace.

19. Theexternalenvironmentisthesourceoftheresourcesan organization needs to operate. In order to continue to obtain these resources, the organization must be successful in selling its goods and services to customers. If customer feedback is negative, the organization must make adjustments or risk losing the support needed to obtain important resources.

Explain why the external environment is so important in the open-systems view of organizations.

17. Accordingtothedeficitprinciple,asatisfiedneedisnot amotivatorofbehavior.Thesocialneedwillonlymotivate if it is not present, or in deficit. According to the progression principle, people move step-by-step up Maslow's hierarchy as they strive to satisfy needs. For example, once the social need is satisfied, the esteem need will be activated.

How do the deficit and progression principles operate in Maslow's hierarchy-of-needs theory?

(a) Teach managers to better plan and control.

If an organization was performing poorly and Henri Fayol was called in as a consultant, what would he most likely suggest to improve things? (a) Teach managers to better plan and control. (b) Teach workers more efficient job methods. (c) Promote to management only the most competent workers. (d) Find ways to increase corporate social responsibility.

(a) conducting studies to increase efficiencies in job performance.

One example of how scientific management principles are applied in organizations today would be: (a) conducting studies to increase efficiencies in job performance. (b) finding alternatives to a bureaucratic structure. (c) training managers to better understand worker attitudes. (d) focusing managers on teamwork rather than individual jobs.

(c) open system

Resource acquisition and customer satisfaction are important when an organization is viewed as a(n) ____________. (a) bureaucracy (b) closed system (c) open system (d) pyramid

(b) human factors

The Hawthorne studies raised awareness of how can be important influences on productivity. (a) structures (b) human factors (c) physical work conditions (d) pay and rewards

(c) behavioral

The assumption that people are complex with widely varying needs is most associated with the _____ management approaches. (a) classical (b) neoclassical (c) behavioral (d) modern

(b) Taylor

The father of scientific management is . (a) Weber (b) Taylor (c) Mintzberg (d) Katz

(c) self-actualization

The highest level in Maslow's hierarchy includes ____ needs (a) safety (b) esteem (c) self-actualization (d) physiological

(d) contingency thinking

When a manager notices that Sheryl has strong social needs and assigns her a job in customer relations and gives Kwabena lots of praise because of his strong ego needs, the manager is displaying ____________. (a) systems thinking (b) Theory X (c) motion study (d) contingency thinking

(b) evidence-based management

When managers try to avoid hearsay and make decisions based on solid facts and information, this is known as ____________. (a) continuous improvement (b) evidence-based management (c) TQM (d) Theory X management

(a) Hawthorne

When people perform in a situation as they are expected to, this is sometimes called the ____________ Effect. (a) Hawthorne (b) systems (c) contingency (d) open-systems

(d) impersonality, fairness

When the registrar of a university deals with students by an identification number rather than a name, which characteristic of bureaucracy is being displayed and what is its intended benefit? (a) division of labor, competency (b) merit-based careers, productivity (c) rules and procedures, efficiency (d) impersonality, fairness

(c) Deming-quality management

Which is the correct match? (a) Follet-analytics (b) McGregor-motion study (c) Deming-quality management (d) Maslow-Theory X and Y

(a) Argyris

Which management theorist would most agree with the statement "If you treat people as grownups they will perform that way"? (a) Argyris (b) Deming (c) Weber (d) Fuller

Theory Y

assumes people are willing to work, like responsibility, and are self- directed and creative.

Theory X

assumes people dislike work, lack ambition, act irresponsibly, and prefer to be led.

Scientific management

emphasizes careful alignment of worker training, incentives, and supervisory support with job requirements.

ISO certification

indicates conformance with a rigorous set of international quality standards.

An open system

interacts with its environment and transforms resource inputs into output

Continuous improvement

involves always searching for new ways to improve work quality and performance.

A self-fulfilling prophecy

occurs when a person acts in ways that confirm another's expectations.

Contingency thinking

tries to match management practices with situational demands.