Principles of Management Chapter 2

George, who owns a small grocery store, has a reputation in the community as a tough manager. Many customers have heard George yell at his employees because he feels that workers today are lazy, lack ambition, and hate to work. George is a(n) ____ manager:

Theory X Theory X managers are more likely to micromanage, which leads to employee dissatisfaction because these managers believe employees are inherently lazy

Greg, the IT manager, feels that his employees lack the motivation to consistently meet department goals; therefore, the approach Greg and his supervisors need to take to better understand human actions to motivate their employees toward achievement is the ____ viewpoint:

behavioral The behavioral viewpoint emphasized the importance of understanding human behavior and of motivating employees toward achievement

The management approach that emphasized ways to manage work more efficiently is the ___ viewpoint:

classical The classical management approach emphasized ways to manage work more efficiently

While discussing approaches to boost organization productivity, Rene, the president of an auto manufacturer, was interested in a rational approach that through the application of scientific methods, time and motion studies, and job specialization found it is possible to increase productivity. This is the essence of the ____ viewpoint:

classical The essence of the classical viewpoint is that work activity is amenable to a rational approach, that through the application of scientific methods, time and motion studies, and job specialization it is possible to boost productivity

For years ABC Copier, a copier machine supplier, enjoyed strong sales and a huge share of the copier market, far ahead of its competition. However, over the years, ABC seldom asked customers for feedback. So when some of ABC's competition responded to what customers need and started offering copiers with new technology, ABC lost much of its market share. ABC utilizes a(n) ____ system:

closed A closed system has little interaction with its environment; that is, it receives very little feedback from the outside. The classical management viewpoint often considered an organization a closed system. So does the management science perspective, which simplifies organizations for purposes of analysis. However, any organization that ignores feedback from the environment opens itself up to possibly spectacular failures

When a manager assesses a particular situation and decides what to do according to the individual and environmental situation, the manager is utilizing the ____ viewpoint:

contingency The contingency viewpoint emphasizes that a manager's approach should vary according to, or be contingent on, the individual and the environmental situation. Thus, the manager who assesses a particular situation and decides what to do is using a contingency viewpoint

Management science stresses the use of rational, science-based techniques and mathematical models to improve _____:

decision making and strategic planning Management science stresses the use of rational, science-based techniques and mathematical models to improve decision making and strategic planning

When the sales of a certain brand of diet soda slowed, a national grocery retailer decided to drop the price of that product, which resulted in a large increase in sales of the soda. This sales increase is a type of ____:

feedback Feedback is information about the reaction of the environment to the outputs that affects the inputs. Are the customers buying or not buying the product?

Donna, a chef in a fine restaurant, utilizes top-of-the-line equipment as she prepares meals for customers. Donna and her equipment are a(n) ______ in the restaurant's system:

input Inputs are the people, money, information, equipment, and materials required to produce an organization's goods or services. Whatever goes into a system is an input

The systems viewpoint sees organizations as entities made up of interrelated parts known as ____:

inputs, outputs, transformation processes, feedback The systems viewpoint regards the organization as a system of interrelated parts. The four parts of a system are inputs, outputs, transformation processes, and feedback

The new chief information officer of a national pizza chain is using mathematical tools to aid in product ordering and scheduling decisions; this is an example of _____:

management science Management science focuses on using mathematics to aid in problem solving and decision making, such as aiding in product ordering and scheduling decisions

Right Motors calls its customers after they purchase an automobile from the dealership. In addition, every year customers are asked to complete a short survey about the car they purchased from Right and the dealer's service. This is an example of a(n) ___ system:

open An open system continually interacts with its environment

A computer manufacturer is seeking to cut costs by designing an inventory system that reduces the number of finished products in stock due to overproduction and to set in place a production schedule that better matches customers' orders. This is an example of ____:

operations management Operations management is concerned with work scheduling, production planning, facilities location and design, and decisions about the optimum inventory a company should maintain

A local farmer grows and sells tomatoes and beans to the local grocers. Using the systems viewpoint, the tomatoes, beans, and profits that are earned from the sales are known as a(n) _____:

output Outputs are the products, services, profits, losses, employee satisfaction or discontent, and the like that are produced by the organization. Whatever comes out of the system is an output

To better meet corporate goals this year, Donna, a CEO, is encouraging her managers to focus on the major functions of management, which include ______:

planning, organizing, leading, controlling Fayol was the first to identify the major functions of management—planning, organizing, leading, and controlling—as well as coordinating

After returning home from a trade show, Mr. Jones, the president of a manufacturing company, spoke to his employees in a production meeting about a new approach that should increase their production bonus by improving their performance. To do so, Mr. Jones discussed a goal of "zero defects." This is an example of ____:

quality assurance Developed in the 1960s, quality assurance focuses on the performance of workers, urging employees to strive for zero defects. Quality assurance has been less successful because often employees have no control over the design of the work process

The management of XYZ Manufacturing is implementing a plan to minimize production mistakes by allowing teams that work in each area of the production facility to develop a plan and then monitor their area to ensure the reduction of errors. This is an example of ____:

quality control Quality control is defined as the strategy for minimizing errors by managing each stage of production

The management of a facility that manufactures parts for car brakes has a policy of testing only some of the items in each production run to locate errors. This is an example of the ______ technique:

quality control Quality control techniques were developed in the 1930s at Bell Telephone Labs by Walter Shewart, who used statistical sampling to locate errors by testing only some (rather than all) of the items in a particular production run

Gabriel, the CEO of a large global production company, is excited about the introduction of statistics and computer simulations in the design stage of their products. This is an example of _____:

quantitative techniques Quantitative management is the application to management of quantitative techniques, such as statistics and computer simulations

Mateo, an IT manager, has been studying the work methods of each task to increase the productivity of the employees in his department. Mateo is utilizing ____:

scientific management Scientific management emphasized the scientific study of work methods to improve the productivity of individual workers

Amy is a package delivery service manager. She is interested in implementing the management philosophy pioneered by Frederick W. Taylor and Frank and Lillian Gilbreth, which scientifically studies work methods to improve the productivity of individual workers, known as ____:

scientific management Scientific management emphasized the scientific study of work methods to improve the productivity of individual workers. Two of its chief proponents were Frederick W. Taylor and the team of Frank and Lillian Gilbreth

The contemporary perspective consists of three viewpoints: ____:

systems, contingency, quality management The contemporary perspective consists of three viewpoints: systems, contingency, and quality management (see Figure 2.3)

When Cheyanne, the manager, was discussing a difficult competitive problem with the owner, she asked, "What management approach do you think will work best in this situation?" Asking this question to determine a solution is utilizing ____:

the contingency viewpoint The contingency viewpoint emphasizes that a manager's approach should vary according to, or be contingent on, the individual and the environmental situation

Olivia, the general manager of a bowling center, believes in her workers and that they are responsible and capable employees, so that they can be trusted when given responsibility. Olivia is an example of a(n) ___ manager:

theory y Theory Y represents the outlook of human relations proponents, an optimistic, positive view of workers. In this view, workers are considered to be capable of accepting responsibility, self-direction, and self-control and of being imaginative and creative

When a line cook in a restaurant cooks a raw hamburger to become part of the Super Burger Special, this is an example of a ____:

transformation process Transformation processes are the organization's capabilities in management, internal processes, and technology that are applied to converting inputs into outputs. The main activity of the organization is to transform inputs into outputs