MGMT CH2 THE EVOUTION OF MANAGEMENT THOUGHT
Theory managers believe that workers are lazy, dislike work, will try to do as little as possible, have little ambition, and wish to avoid responsibility
X
Frederick W. Taylor, who is best known for defining the techniques of scientific management, started his career as a manager.
manufacturing
The management science theory is a contemporary extension of management.
scientific
comprises one are of management science, that when effectively implemented, provides information from both the internal and external environments, which is helpful in decision making.
Management information systems
An open system draws from and interacts with its external environment in order to survive, whereas a(n) system is self-contained and does not draw from or interact with the external environment.
closed
Frederick W. Taylor believed that, if the amount of time and effort each worker expends to produce a unit of output can be reduced by increasing task specialization and division of , the production process will become more efficient
labor
According to Taylor, management is the systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency.
scientific
As different workers specialize in different tasks over time, a division of labor occurs known as job
specialization
Carefully timing and recording the actions taken to perform a particular task is known as:
time-and-motion
T or F: One way to determine the relative success of an organization is to consider how effective its managers are at obtaining scarce and valuable resources.
true
Weber's fifth principle of bureaucracy states, "Managers must create a(n) system of rules, standard operating procedures, and norms so that they can effectively control behavior within an organization."
well-defined
While today this term is viewed as the equivalent of hierarchical or an impediment to change, was originally defined by Weber as a formal system of organization and administration designed to ensure efficiency and effectiveness.
bureaucracy
According to contingency theory, the characteristics of the organizational environment affect:
-how managers lead and motivate their employees -the type of control system chosen -how managers design the organizational hierarchy
Which of the following describes what workers experienced as a result of selective implementation of scientific management?
-increased workloads for the same pay -monotonous and repetitive work -fewer jobs and more layoffs
Weber believed that if organizations implemented all five of the principles of bureaucracy, the organization would:
-make it easier for managers to organize and control the work of subordinates -further promote the interests of the organization -encourage organizational members to act ethically -reduce stress throughout the organization -improve managers' feelings of security
Groups and teams can cooperate with management to raise performance or thwart any attempts to do so. Therefore, as the Hawthorne studies suggested, it is important to understand that the feelings, thoughts, and behaviors of which two groups can affect performance?
-management -work-group members
T or F: Fayol believed that it was not important for organizations to encourage long-term employment
false
T or F: Standard operating procedures are generalized guidelines about how to perform a certain aspect of a task.
false
The Gilbreths' also studied the effects of worker by focusing on lighting, heating, the color of walls which paved the way for new advances in management theory.
fatigue
Weber's principle of bureaucracy is especially useful in organizations dealing with sensitive issues with possible major repercussions because it allows managers to be able to hold subordinates accountable for their actions.
fourth
Advancements in TQM have been made possible by advances in .
sophisticate computer software
The benefits of scientific management include which of the following management practices?
-achieving the right mix of worker-task specialization -linking people and tasks by the speed of the production line
Reward systems should:
-be feasible for the organization to implement -be fair to the employees
Which three of the following were Gilbreths' main goals?
-break up tasks into the individual components necessary to accomplish them -reorganize each component action so that the action as a whole can be performed more efficiently -find better ways to perform each component action
Which of the following are mathematical techniques often utilized in quantitative management?
-chaos theory -modeling -queuing theory -nonlinear programming -linear programming
Which of the following are principles developed by Taylor to increase efficiency in the workplace?
-codify the new methods of performing tasks into written rules and standard operating procedures -study the way workers perform their tasks and experiment with ways to improve how tasks are performed -establish an acceptable level of performance for a task and develop a pay system that rewards performance -select workers who possess skills and abilities match the nees of the task and train them on the rules
Organic structures are generally more expensive to operate because they require more:
-effort -money -managerial time
Taylor proposed using different ways to improve each worker's ability to perform a particular task. These methods include:
-experimenting with type or size of tools workers used -reducing the number of motions workers made to complete tasks -changing the layout of the work area
Burns and Stalker identified two types of structures through which managers can organize and control an organizations activities. They are:
-mechanistic -organic
Which of the following are considered branches of management science theory?
-operations management -quantitative management -management information systems -total quality management
The first issue that management theorists wanted to know about was why the new machine shops and factory systems were more and produced greater quantities of goods and services than older, crafts-style production operations.
-productive -efficient *productivity and efficiency are related
Which of the following are resources available in the organizational environment?
-raw materials -skilled people -customers who buy goods and services
Rank the following theories of management from earliest to latest:
-scientific management -administrative management -behavioral management theory -management science theory -organizational environment theory
Behavioral management is the study of how managers should personally behave:
-to encourage employees to perform at high levels -to motivate employees to be committed to organizational goals
behavioral approach to management was very radical for its time.
Follett's
Frank and Lilian refined Taylor's analysis of work movements and made many contributions to the study of time and motion.
Gilbreth
The finding that a manager's behavior or leadership approach can affect workers' level of performance known as the effect.
Hawthorne
Mary Parker Follett's concern that the prominent management theorist at the time, Frederick , was ignoring the human side of management led her to write about the way management should behave toward workers.
Taylor
is a set of positive assumptions about workers that lead to the conclusion that a manager's task is to create an environment that encourages commitment to organizational goals and provides opportunities for workers to be imaginative and to exercise initiative and self-direction.
Theory Y
Which brand of management science focuses on analyzing an organization's input, conversion, and output activities to increase product quality?
Total quality management
Adam Smith discovered that factories in which workers specialized in were more productive than those in which workers specialized in all of the task functions.
a few tasks
During which stage does an organization transform inputs into outputs of finished goods and services
conversion
A system of small workshops run by skilled workers who produced hand-manufactured products was called .
crafts production
The system of task and authority relationships that controls how employees use resources to achieve organizational goals is referred to as:
organizational structure
T or F: Individuals who performed below the group norm were typically called ratebusters.
False
Which type of structure reacts more quickly to a changing environment?
organic
A provides the overall guideline as to what is expected, whereas the rule specifies exactly how it is to be done.
rule
The goal of the relay assembly test experiments was to raise:
productivity
T or F: A rule is the formal written instructions that specify actions to be taken, whereas the standard operating procedure specifies exactly how the action is to be done.
true
proposed that knowledge and expertise, not managers' formal authority deriving from their position in the hierarchy, should decide who will lead at any particular moment.
Follett
T or F: Fayol's 14 principles of management were well respected until the late 20th century, but recent theory and research has been based on more efficient, modern principles.
False
T or F: In an organic structure, supervisors make all important decisions, and employees are supervised closely and follow well-designed rules and standard operating procedures. In contrast, in a mechanistic structure, authority is decentralized and managers are encouraged to take responsibility to act quickly to pursue scarce resources.
False
T or F: One of the major implications of the Hawthorne studies was that the behavior of managers and workers in the work setting is less important than the technical aspects of the task in explaining the level of performance.
False
T or F: Slow and inefficient decision making, inability to change, and a lack of flexibility are the inevitable consequences of bureaucratic structures.
False
is the planning, organizing, leading, and controlling of human and other resources to achieve organizational goals and effectively.
Management
is the planning, organizing, leading, and controlling of human and other resources to achieve organizational goals efficiently and effectively.
Management
The idea that whoever had the knowledge, whether it be the manager or the workers, should also have the authority in that situation is characteristic of which management theorists?
Mary Parker Follett
Who identified two sets of assumptions, Theories X and Y, about how work attitudes and behaviors not only dominate the way managers think but also affect how they behave in organizations?
McGregor
The principles of bureaucracy, a formal system of organization that was designed to ensure efficiency and effectiveness was developed by .
Weber
Two of the most influential early views regarding the creation of efficient systems of organizational administration were developed by:
Weber and Fayol
fourth principle of bureaucracy states, "Authority can be exercised effectively in an organization when positions are arranged hierarchically so employees know whom to report to, and who reports to them."
Weber's
Theory suggests that managers should closely supervise employees to maintain control over the worker's behaviors and minimize the worker's control over the pact of work.
X
Theory suggests that managers should create strict work rules and implement a well-defined system of rewards and punishments while Theory suggests that managers should decentralize authority to employees sand make sure that employees have the resources necessary to achieve organizational goals.
X, Y
Theory suggests that workers, given the chance, will do what is good for the organization; they are not inherently lazy.
Y
The study of how to create an organizational structure and control system that leads to high efficiency and effectiveness is called:
administrative management
The Hawthorne effect suggests that managers' behavior toward their employees:
affects the level of worker's performance
According to the text, is defined as the power to hold people accountable for their actions and to make decisions concerning the use of organizational resources. This gives managers the right to direct and control their subordinates' behavior to achieve organizational goals.
authority
The power to hold people accountable for their actions and to make decisions concerning the use of organizational resources is called:
authority
Weber's third principle of bureaucracy helps clarify for managers and workers what is expected of them and what to expect from each other by clearly specifying the tasks and level of formal associated with various positions in the organization.
authority
Fayol's principle of states that managers have the right to give orders and power to exhort subordinates to obey
authority and responsibility
The first principle of Weber's theory states, "a manager's formal authority derives from the position he or she holds in the organization."
bureaucracy
Weber's second principle of states, "In an organization, people should occupy positions because of their performance, not because of their social standing or personal contacts."
bureaucracy
While this type of a structure is meant to increase efficiency, a(n) can result in slow and inefficient decision-making, inability to change, and a lack of flexibility when poorly managed.
bureaucracy
Which of Fayol's principles considers where authority should reside?
centralization
In Mayo's and Roethlisberger's bank wiring room experiments, they determined that both ratebusters and affect the performance of the work group as a whole.
chiselers
A system that is self-contained and, thus, not affected by changes occurring in its external environment is known as a system
closed
theory is the idea that the organizational structures and control systems managers choose depend on the characteristics of the external environment in which the organization operates. The crucial message is that there is no one best way to organize.
contingency
A lack of unity of results in an ineffective organization where activities are unfocused and individuals and groups work at cross-purposes.
direction
The Gilbreth's goal was to maximize the with which each individual task was performed so that gains across tasks would result in enormous savings of time and effort.
efficiency
The tendency of a closed system to lose its ability to control itself and thus to dissolve and disintegrate is referred to as:
entropy
The Fayol principle of management that stated all organizational members are entitled to justice and respect is:
equity
According to Fayol, can result when managers encourage personal, verbal contact between managers and workers and also when managers encourage communication to solve problems and implement solutions
espirit de corps
Follett took a view of power and authority, in contrast with Fayol who saw the formal line of authority and vertical chain of command as being most essential to effective management.
horizontal
The relations movement advocate that supervisors be behaviorally trained to manage subordinates in ways that elicit their cooperation and increase their productivity.
human
The approach is a management approach that advocates the idea that a manager's attitude toward employees can affect productivity; the self-fulfilling prophecy is an example
human relations
The system of behavioral rules and norms that emerge in a group is known as:
informational organization
Which of Fayol's principles suggests that employees need the ability to act on their own without direction from a superior?
initiative
During the first stage, referred to as the stage, an organization acquires resources.
input
The three stages in an open system are
input, conversion, and output
Fayol suggested that workers be given more in order to counteract the boredom that many workers feel that can arise from too much specialization
job duties or responsibility
Workers resisted scientific management by withholding job knowledge from their managers to protect their and pay.
jobs
refers to the chain of command extending from the top to the bottom of an organization
line of authority
theory is a contemporary approach to management that focuses on the use of rigorous quantitative techniques to help managers make maximum use of organizational resources to produce goods and services
management science
Under the assumptions of Theory Y, it is the role of the to create a work setting that encourages commitment to organizational goals and provides opportunities for workers to be imaginative and to exercise initiative and self-direction.
manager
Fredrick W. Taylor, who is best known for defining the techniques of scientific management, was a manager.
manufacturing
A relatively closed organizational structure in which authority is centralized, tasks and rules are clearly specified, and employees are closely supervised is a(n) structure
mechanistic
One way managers increased worker performance was through the such as the assembly line. This helped overcome loss in productivity when they were unable to inspire workers to accept the new scientific management techniques for performing tasks.
mechanization of tasks
In bureaucratic systems, are defined as unwritten informal codes of conduct that prescribe how people should act in particular situations and that are considered important by most members of the group or organization
norms
The elements of discipline include:
obedience, energy, application and respect for authority
Fayol's principle of unity of command recommends that subordinates report to only supervisor; other reporting arrangements would confuse workers.
one
Systems theorists believe that when departments work together, synergy is created that allows them to achieve more together, than separately. This is of special interest to researchers studying the systems view because they are interested in how the various parts of a system work together to increase efficiency and effectiveness
open
management gives managers a set of techniques so they can analyze an organization's production system and increase efficiency.
operations
A more open organizational structure in which authority is decentralized to middle and first-line managers and tasks and roles are left ambiguous to encourage employees to cooperate and respond quickly to the unexpected is an structure
organic
According to Fayol, the interests of the must take precedence over the interests of the .
organization; individual
Fayol suggested companies use charts as a method of providing order and structure in an organization
organizational
The set of forces and conditions that operate beyond an organization's boundaries, but affect a manager's ability to acquire and utilize resources is referred to as the environment
organizational
The study of the factors that have an impact on how individuals and groups respond to and act in organizations is known as:
organizational behavior
In the open-systems view, the production of goods and services is a process through which organizations interact with their environment. During the last stage, referred to as the stage, an organization releases finished goods and services to the external environment.
output
Employees who violated group performance norms and performed above the norm were referred to as:
ratebusters
The degree of change in the external environment is important because it may impact an organizations ability to obtain the necessary required to produce its products or services
resources
According to Weber's principles of bureaucracy, an organization can hold all of its employees strictly accountable for their actions when they know their exact .
responsibilities
Formal written instructions that specify actions to be taken under different circumstances achieve specific goals are known as:
rules
As jobs are divided into smaller and smaller pieces, workers become expert in very small parts of an overall job. This division of tasks is referred to as job and is intended to increase efficiency and lead to higher organizational performance.
specialization
The gain in performance that results when individuals and departments coordinate their actions is known as
synergy
Standard operating procedures (SOPs), rules, and norms are important in a bureaucratic system because:
they guide performance by specifying the best ways to accomplish tasks
