management 2

Michael Porter posits that implementing sustainable management helps companies establish a long-lasting competitive advantage that results from sustainably managing a firm's impact on the people, planet, and profit.

True

The human relations movement proposed that better human relations could increase worker productivity.

True

Max Weber believed that bureaucracy prevents a firm from achieving a competitive advantage because it is inefficient and is plagued with management problems.

False

Quantitative management emphasizes the use of accounting to provide the needed internal controls related to inventory.

False

The managers of a car-detailing shop have decided to utilize the Hawthorne effect to increase productivity, which means using cameras to film employees at work in order to isolate the parts of a job.

False

t's up to you to do some research on a company before an interview. Recruiters will expect that you've done your homework, and what you learn will help you to identify how well you'll fit in with a potential employer. This activity is important for two main reasons: (1) because good person-organization fit is linked to higher task performance, better work attitudes, lower intentions to quit, and less job stress; and (2) because showing up at an interview having done your research shows recruiters that you took the time to learn about the business and prepares you to ask good questions. The goal of this activity is to challenge your knowledge of the seven things you should learn about a company before showing up for an interview. First, imagine you've just gotten the opportunity to interview with Stitch Fix. Listed below are seven items that you should learn about a company before you interview with it. Read each description of an aspect of Stitch Fix, then match it to the company item you should learn about that it best represents.

-Company's Mission and Vision Statements: According to its website, Stitch Fix wants to "inspire our clients to look, feel and be their best selves." -Company's Core Values and Culture: Partnership, innovation, integrity and responsibility -History of the Company: Katrina Lake's research indicated that people don't like digging through clothing racks at retail stores. So she started Stitch Fix out of her apartment during her second year at Harvard by surveying friends in Boston about their style, buying clothing on her credit card, and dropping off a box of items at their houses. She tracked their preferences, kept inventory at her apartment, and returned what they didn't want to keep. -Key Organizational Players: Stitch Fix has an extremely diverse executive team, including Chief Marketing Officer, Dierdre Findlay; Chief Operating Officer, Mike Smith; and Chief Technology Officer, Cathy Polinsky. -Company's Products, Services, and Clients: Stitch Fix is an online styling subscription service for women and men. Customers complete a Style Profile and a personal stylist chooses and mails clothing items according to customers' preferences and budgets. Customers only pay for the items they keep. -Current Events and Accomplishments: Stitch Fix had its IPO in November of 2017. It was the first female-led tech company to go public in over a year. The company also launched Stitch Fix Kids in July 2018. -Comments from Current or Previous Employees: A Stitch Fix employee said "I love working for this company. It has an amazing culture and I love the flexibility. I make my own hours and work from home. I will never quit this job."

Read each statement pertaining to the case. Then, select the part of a system that the statement best represents.

1. Floats, boogie boards, umbrellas, and lounge chairs Inputs 2. Customers' great vacation experiences Outputs 3. Customers approach the rental wagon to inquire about rates and rent the items Inputs Incorrect 4. Employees' helpful and friendly attitudes Transformational processes Incorrect 5. Asking current customers what would make their rental experience better Feedback 6. Employee brings the umbrella to the customer's location and sets it up Outputs Incorrect 7. Sam's profitability returning to record-high levels Feedback Incorrect 8. Current customers' comments about their experiences Feedback

Some scholars believe that employees are an organization's most critical asset. According to this view, managers need to create and use high-performance work practices (HPWPs), which are practices that enhance an organization's ability to attract, select, hire, develop, and hang onto their best talent. This activity is important because research has found that organizations with HPWPs experience lower absenteeism and turnover, higher organizational commitment and performance, and other desirable outcomes. The goal of this activity is to challenge your knowledge of the three types of HPWPs. Match each example to the type of HPWP that it best exemplifies.

1. Qwin's firm pays above-market wages so that it can attract the best talent to the organization. Motivation-enhancing practices Incorrect 3. Britain's organization gives employees a great deal of autonomy and gives even lower-level workers the chance to participate in the organization's decision-making process. Opportunity-enhancing practices 3. At Sutton's car dealership, employees receive bonuses based on their quarterly sales performance. Motivation-enhancing practices 4. At Greer's firm, employees at all levels are proactive about sharing information with one another so that everyone in the company has the data they need in order to make optimal decisions. Opportunity-enhancing practices 5. Ganesa's company implemented a formal performance evaluation system that allows managers to observe employees' performance throughout the year and then use the information they gather to score employees and determine promotion decisions. Ability-enhancing practices Incorrect 6. Rocco's company uses structured interview questions designed to accurately measure whether candidates possess the specific skills and abilities needed for a position. Ability-enhancing practices

A learning organization is an organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its behavior to reflect new knowledge. According to Senge from MIT, learning organizations are places "where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together." This activity is important because learning is a key component of organizational success. The goal of this activity is to challenge your knowledge of what learning organizations are and how to build them. Read each manager's behavior and match it to the learning organization type it describes.

Create a learning organization by creating and acquiring knowledge: Estrella likes to keep the company on top of its game by keeping her eye on the industry and the company's competitors and hiring the best and brightest talent. Create a learning organization by transferring knowledge: Connor likes to schedule a weekly "best practices" lunch meeting where he gathers the managers and has them share their ideas on how to solve problems and produce better results. Create a learning organization by modifying behavior: Renee looks at how much an employee or manager is using new and best practices when she completes their performance feedback appraisal.

The father of industrial psychology is

Hugo Munsterberg

Boeing's strategy to become the largest airplane maker in the world included acquiring competitors such as McDonnell Douglas. The development of this strategy falls under the ______ function of management.

Planning

Hollie manages a skating rink where most of the employees are high school students. Hollie believes the employees are careless, apathetic, and spend too much time loafing. Hollie is a Theory X manager.

True

Together, focusing on individual employee productivity and managing the overall firm comprise the ________ viewpoint.

classical

If a company is using a ________, then more efficient workers earn higher wages.

differential rate system

Boeing and Airbus both had to make difficult decisions to address ethical missteps. Airbus' decision to dismiss over 100 employees due to ethics and compliance reasons is tied to which managerial role?

disturbance handler

Abraham Maslow's listing of physiological, safety, love, esteem, and self-actualization needs, and his belief that some of these needs must be satisfied before others, was proposed as the

hierarchy of human needs.

Based on the systems viewpoint, the original 737 old frame, cockpit layout, and hydraulics that were used in the production of the MAX are

inputs.

The Pearsons decided to beautify their home by investing in a professional interior design. In the process, they dealt with employees from various departments of the design company, including a sales representative, a designer, the individuals who oversaw and did the work, and the office and billing personnel. From the systems perspective, the people required to provide the interior design services are considered

inputs.

Managers in a cosmetics factory have been having problems with employees starting cliques. To develop more of a team culture, the CEO suggested utilizing Mary Parker Follett's idea that companies should

operate as a community, with employees working in harmony.

Which managerial theory was supported by Boeing's decision to overhaul the 737 instead of creating a new plane?

operations management

Boeing's continued manufacturing and delivery of the MAX in the weeks and months after the Lion Air crash portrays

poor evidence-based management.

To effectively run her company, Machi applies the ________, a management style the views her firm as an interdependent collection of departments, and as a single institution that interacts with suppliers, distributors, competitors, and customers.

system viewpoint

Selecting your management approach based on the situation and the people involved is applying

the contingency viewpoint.

Airbus' decision to compete head-to-head with Boeing by developing the A330 and A340 was made by ______ managers. ______ managers then executed these plans by producing the aircraft on the factory floor. These production managers were supervised by ______ managers.

top; First-line; middle

Which of the following is one way that Airbus can manage for technological advances?

using technology to make the production of aircraft more efficient and cost-effective