The Origins of Management - Scientific Management - Bureaucratic and Admin Management - Human Relations Management - Operations, Info, Systems, and Contingency Management

motion study

breaking each task or job into its separate motions and then eliminating those that are unnecessary or repetitive

Scientific Management

thoroughly studying and testing different work methods to identify the best, most efficient way to complete a job

time study

timing how long it takes good workers to complete each part of their jobs

Henri Fayol believed that each employee should report to and receive orders from just one boss. This is known as:

unity of command

synergy

when two or more subsystems working together can produce more than they can working apart

soldiering

when workers deliberately slow their pace or restrict their work output

subsystems

smaller systems that operate within the context of a larger system

closed systems

systems that can sustain themselves without interacting with their environments

bureaucracy

the exercise of control on the basis of knowledge, expertise, or experience

Frederick W. Taylor is speaking to a friend about scientific management. Which of the following statements might Frederick say?

"Are you dividing work and responsibility equally between managers and employees? Managers need to provide friendly help to the workers they employ."

This individual invented a large clock that could record time to 1/2000th of a second in order to aid in his motion studies.

Frank Gilbreth

This individual worked tirelessly to find the "one best way" of completing work tasks.

Fredrick W. Taylor

_______ is a set of interrelated elements or parts that function as a whole.

System

domination

an approach to dealing with conflict in which one party satisfies its desires and objectives at the expense of the other party's desires and objectives

Mary Parker Follett proposed:

the theories of constructive conflict and coordination.

Which of the following management theorists developed eight "fundamental necessities" of business administration?

Charles Clinton Spaulding Charles Clinton Spaulding was a significant contributor to the administrative principles approach. Spaulding outlined eight "fundamental necessities," many of which were later addressed by Fayol. Frederick W. Taylor and Chester Barnard were also part of the administrative perspective of management.

_______ is best known for his ideas about cooperation and the acceptance of authority.

Chester Barnard

You realize that customers who wear suits when they come into the store usually want to buy retro jeans, while customers who are wearing jeans tend to buy suits and evening attire. As a result, you instruct your employees to direct suit-wearers to jeans and to direct jeans wearers to evening wear.ƒ

Contingency

Employees do a better job of selling when they are happy at work. You make sure that you check in with employees frequently, addressing any of their concerns as soon as they arise.

Human Relations Management

Who among the following was the first individual to follow the management practice of wage incentives and production control?

Nebuchadnezzar

Mary Parker Follett: COORDINATION Elton Mayo:Teams Chester Barnard: Cooperation

Next, you look at the problems in the department. Liam's idea that a strong leader could pull the group together is very similar to Chester Barnard's concept of COOPERATION in organizations. Finally, you consider how to start solving the problems in the organization. What would Elton Mayo recommend you do in this situation? Check all that apply. Try to understand why Andry and Marjorie feel that one piece of writing per day is an acceptable work output. Be a role model in establishing new productivity norms, but recognize that your actions may not have much of an impact on them. Pay attention to everyone on the team. Spend time with them, ask them for their opinions, and allow them to participate in making critical decisions.

You measure sales over time and realize that the months of July, August, and September are particularly slow. As a result, you ask two of your sales clerks if they would be willing to work part-time during those months.

Operations Management

According to Max Weber, which of the following characterizes one of the elements of bureaucratic organizations?

Rules and procedures apply to all members of an organization.

You design a new sweater folding pad that cuts sweater folding time in half and train all your employees how to use it. This gives them more time to help customers, which leads to better sales.

Scientific Management

Congratulations! It's your first day as a new manager and you're excited. You've always dreamed of working in a nonprofit organization, and now you are the development manager for a rainforest preservation agency similar to the Rainforest Action Network. You have a team of four employees. Liam, the financial analyst, is from Ireland, and he knows everything there is to know about protecting and growing donations. Destiny, the events planner, is from Charleston, South Carolina, and she is a genius at handling all the details of a fundraiser. Andry is from Madagascar, and he writes all of the content for your fundraising letters and website. Finally, Marjorie is from Berkeley, California, and she prepares profiles of potential donors and makes suggestions about what types of fundraising events might appeal to them. Although all of your employees are very good at what they do, the group has had some problems in the past. Andry and Marjorie have decided that they will write no more than one discrete piece of work per day, even if they are capable of writing more. If Andry writes more than one part of a website, Marjorie torments him by sending him a stream of instant messages questioning his mental abilities. Destiny and Marjorie tend to disagree about what kinds of events will appeal to donors, and they have had some heated arguments in the past. Marjorie usually wins these fights, which is making Destiny very resentful. Liam has told you that the group needs a strong leader who will make sure that the organization's goals are met. After reading about the history of management in your textbook, you find yourself particularly fascinated by the human relations approach to management. The theories seem so modern, but could they really be used in today's world? You decide to put them to the test.

Teams: Elton Mayo Coordination:Mary Parker Follet Cooperation: Chester Barnard Next, you look at the problems in the department. Destiny and Marjorie seem to be using the domination approach to conflict resolution that Mary Parker Follett warned against. Finally, you consider how to start solving the problems in the organization. What would Mary Parker Follett recommend you do in this situation? Check all that apply. Remember that you must have power with, not over, your team. So when you ask Andry and Marjorie to write more, be sure to give them facts and information they need to understand the reason for your request. Get Destiny and Marjorie into one room. Have them present their visions of what a fundraising event should be, and then brainstorm with them to find ways to achieve both of their goals.

integrative conflict resolution

an approach to dealing with conflict in which both parties indicate their preferences and then work together to find an alternative that meets the needs of both

Which of the following statements is true about the Hawthorne Studies?

Workers' productivity increased because they were receiving managerial attention and responded favorably to being part of a cohesive group.

_______ contributed to the history of management thought and practice by using the four functions of management—planning, organizing, leading, and controlling.

Xenophon

gnatt chart

a graphical chart that shows which tasks must be completed at which times in order to complete a project or task

rate buster

a group member whose work pace is significantly faster than the normal pace in his or her group

system

a set of interrelated elements or parts that function as a whole

organization

a system of consciously coordinated activities or forces created by two or more people

The aim of bureaucracy is to:

achieve an organization's goals in the most efficient way possible.

compromise

an approach to dealing with conflict in which both parties give up some of what they want in order to reach an agreement on a plan to reduce or settle the conflict

Max Weber believed that tasks and responsibilities should be .

clearly divided and defined

Modern management theorists recognize that multiple management approaches are available and that not every approach can be used for every situation. At the same time, they realize there are commonalities in situations and that companies in similar situations will benefit from similar management practices. For example, in his book Theory of Leader Effectiveness, psychologist Fred Fiedler proposed that leaders use different styles in different situations to be effective. When situations were highly positive or highly negative, a task-oriented approach was best. On the other hand, when situations were somewhere in the middle, a relationship-oriented approach was best. Fiedler's theory and others like it are called _______theories, and they imply that the most effective management technique changes with the situation.

contingency

The _______ to management holds that there are no universal management theories.

contingency

A customer survey shows that the men who come into the store would prefer to be left alone while they shop, but the women who come into the store want to be asked if they need assistance. You tell your employees to leave men alone and ask women if they want help.

contingency approach

In the context of Henri Fayol's principles of management, the term _____ refers to developing a strong sense of morale and unity among workers that encourages coordination of efforts.

esprit de corps

contingency approach

holds that there are no universal management theories and that the most effective management theory or idea depends on the kinds of problems or situations that managers are facing at a particular time and place

You make sure that when you hire new people, you remember that workers grant managers their authority, not the other way around. You also look for workers who are skilled in cooperation, so they will work more effectively with others to make the organization successful.

human relations management

The Industrial Revolution brought about several changes to jobs and organizations. One such change is that work was no longer performed in ______, but now was performed ______.

in home or small shops; under one roof

Frank and Lillian Gilbreth are best known for their use of _______ to simplify work.

motion studies

You carefully analyze the sales figures of each employee and compare the employee's salary with the amount of merchandise sold. You find that Rachel and Rebecca sell 80% of your merchandise, but Rafael is being paid almost twice the amount they receive. You decide to fire Rafael.

operations management

_______ involves managing the daily production of goods and services.

operations management

Watching your employees, you notice that Rebecca is the best. Every time customers come into the store, Rebecca smiles and greets them. You train all your employees to smile at people when they come into the store.

scientific management

The practice of a worker deliberately slowing their pace to restrict work output is called _______.

soldiering

occurs when workers deliberately slow their pace to restrict their work output.

soldiering

open systems

systems that can sustain themselves only by interacting with their environments, on which they depend for their survival

In November 1936, Professors Charles L. Jamison of the University of Michigan and William N. Mitchell of the University of Chicago sent letters to teachers of management courses inviting them to a meeting at the Quadrangle Club, University of Chicago, to discuss the formation of an organization of educators to advance the philosophy of management. The professors attending the meeting on December 28, 1936, agreed that the new organization should be called the Academy of Management. Future annual meetings were to be used for exploring the organization's purpose and presenting and discussing scholarly papers. . . . Since its beginning in 1936, the Academy has evolved from an organization of 10 members to an organization of more than 17,500 members from more than 105 nations. Imagine you are a member of the Academy of Management (AOM) and on the steering committee to choose a location for the organization's annual meeting. When making the recommendation, you will explain which management theory was used to make that choice. One steering committee member insists that the AOM choose the location by using state-of-the-art information management to compile data about member locations and members' history of attending past annual meetings. This reflects which approach to management? ______ Another person noticed the steering committee lacked anyone with a marketing background. He suggested adding an AOM member with marketing experience, possibly creating a committee that is more productive than one in which each member works alone. In other words, the marketing expert may create:

Information management; synergy

Mary Parker Follett: Communication Elton Mayo: Impact of management attention Chester Barnard: Acceptance of authority

Next, you look at the problems in the department. Marjorie's practice of tormenting Andry with instant messages is very similar to the practice of BINGINGobserved by Elton Mayo when he was conducting the Hawthorne Studies at the Western Electric Company. Finally, you consider how to start solving the problems in the organization. What would Chester Barnard recommend you do in this situation? Check all that apply. Be sure that your orders are understood and that your employees have the ability to carry them out. Match your directions with the overall strategy of the organization; at the same time, help people achieve their personal goals. Place an emphasis on cooperation in the organization. Set high goals and make sure that everyone recognizes his or her part in achieving them.

The Sumerians were the earliest group of people to perform a management function, written record keeping. This is an example of:

controlling