MGMT 3000 Guhde Exam 1

contributions of scientific management (3)

1. demonstrated the importance of compensation for performance 2. initiated the careful study of tasks and jobs 3. demonstrated the importance of personnel election and training

characteristics of scientific management (4)

1. developed a standard method for performing each job 2. selected workers with appropriate abilities for each job 3. trained workers in standard methods 4. provided wage incentives to workers for increased output

criticisms of scientific management (3)

1. didn't appreciate the social context of work and higher needs of workers 2. didn't acknowledge variance among individuals 3. tended to regard workers as uninformed and ignored their ideas and suggestions

max weber

1. division of labor, with clear definitions of authority/responsibility 2. positions organized in a hierarchy of authority 3. managers are subject to rules and procedures that will ensure reliable, predictable behavior 4. management is separate from the ownership of the org 5. administrative acts and decisions recorded in writing 6. personnel selected and promoted based on technical qualifications

today's effective managers... (4)

1. do more with less 2. engage employees hearts, minds, and energy 3. see change as natural 4. inspire vision and cultural values that allow people to create a collaborative and productive workplace

3 vertical management types

1. first-level or supervisory managers 2. middle managers 3. top managers

5 horizontal management types

1. general managers 2. functional managers 3. project managers 4. line managers 5. staff managers

time management is using techniques that enable you to do what? (4)

1. get more done in less time with better results 2. be more relaxed 3. have more time to enjoy your work and life 4. become more effective and efficient

other strategies based on behavioral sciences (4)

1. matrix organizations 2. self-managed teams 3. corporate culture 4. management by wandering around

subsets of management science (3)

1. operations research/mathematics model building 2. operations management 3. information technology (IT)

the factory system used what 3 things to mass-produce products

1. powered machinery 2. division of labor 3. unskilled workers

before the factory system... (2)

1. products were made one at a time by individual workers 2. work was generally performed at a small workshop or at home

4 subfields of the classical perspective

1. scientific management 2. bureaucratic organizations 3. administrative principles 4. management science

what do managers do? (5)

1. set objectives 2. organize 3. motivate and communicate 4. measure 5. develop people

rapid environmental shifts -> impact management (5)

1. technology (social media, mobile apps, AI, etc) 2. move to knowledge/information-based economy 3. global market forces 4. growing threat of cybercrime 5. shifting expectations by employees and customers

manager activities is a life on speed dial (3)

1. work at an unrelenting pace 2. interrupted constantly 3. ad hoc meetings

how many principles did henri fayol list? which are still used today?

14 1. unity of command 2. division of work 3. unity of direction 4. scalar chain

how many fundamental necessities did charles clinton spaulding outline? which were mentioned in class?

8 1. authority and responsibility 2. division of labor 3. adequate manpower 4. cooperation and work

managers spend less than ____ minutes on most activities

9

systems thinking

ability to see the distinct elements of a situation as well as the complexities; opposite of work specialization

management science

applies mathematics, statistics, and other quantitative techniques to management decision making and problem solving; aka quantitative perspective

high performance

attainment of org goals by using resources in an efficient and effective manner

theory y

average human doesn't inherently dislike work, doesn't need to be threatened, seeks responsibility, has a high degree of imagination in solutions of org problems, and their intellectual potentialities are only partially utilized

theory x

average human has inherent dislike of work, must be controlled/threatened, prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and wants security above all

if organizational performance indicates how well a manager is doing their job, is it more important for the manager to focus on efficiency or effectiveness?

both are equally important

however, successful new managers...

build teams and networks

contingency view is a mix of...

case view (every situation is unique) and universalist view (there is one best way)

does the application of management skills stay the same or change as managers move up the hierarchy?

change

large, complex organizations required new approaches to...

coordination and control

does every manager at every level need to have all 3 skills?

degree of the skills may vary, but all managers must posses the skills

organizational effectiveness

degree to which the org achieves a stated goal

henry gantt

developed the gantt chart, a bar graph that measures planned and completed work

when did the classical perspective emerge?

during the 19th and 20th centuries during the rise of the factory system

hawthorn studies

elton mayo increased the lighting to see if productivity would increase, and it did. to verify the results, he decreased the lighting, and the productivity was still increased. productivity actually went up because someone was paying attention to them and showing that they cared about what they were doing

was what a key contributor to the human relations movement?

elton mayo's hawthorne studies (1927-1932)

employee engagement

emotional commitment the employee has to the org and its goals; doesn't mean employee happiness or job satisfaction

radical decentralization

employees have authority to make key decisions about their work, eliminating much of the hierarchal reporting; employees flourish when given more responsibility and control over their own work; theory y

unity of command

every person only reports to one person

empowerment

facilitating instead of controlling

as machinery become larger and more expensive...

factories were formed

why and when was management science developed?

for the military during world war II

traditional approach to new competencies: leading

from autocratic to empowering, sometimes bossless

traditional approach to new competencies: managing relationships

from conflict and competition to collaboration, including use of social media

traditional approach to new competencies: overseeing work

from controller to enabler

traditional approach to new competencies: designing

from maintaining stability to mobilizing for change

traditional approach to new competencies: accomplishing tasks

from supervising individuals to leading teams

an organization is a social entity that's...

goal-directed and deliberately structured

who was a major contributor of administrative principles

henri fayol

according to peter drucker management is about what? what is management's task?

human beings; its task is to make people capable of joint performance/make their strengths effective and their weaknesses irrelevant

humanistic perspective vs. scientific management

humanistic perspective values the importance of human behaviors, needs, and attitudes rather than engineering techniques

in a bureaucratic organization, you should manage on what basis?

impersonal, rational basis

scientific management

improve efficiency and labor productivity through scientific methods

when you become a manager, you are no longer a ______ but rather the ______

individual performer; manager of others

maslow's hierarchy of needs

low to high: -survival needs -safety needs -belonging -self-esteem -self-actualization

technical skills are more relevant in ______ level management

lower

conceptual skills are not critical at ______ level management but are extremely critical at ______ level management

lower; top

focus on humanity of production

management focus is on meeting human needs for greater motivation and engagement to increase effectiveness

focus on things of production

management focus is on production efficiency via organization design and workflow systems and control

what subfield of the classical perspective is widely used today?

management science

contingency view

managers devise and apply similar responses to common types of problems; opposite of the universalist view of the classical perspective

who introduced empowerment and the acceptance theory of authority

mary parker follett and chester barnard

who was the german theorist who introduced the concepts of bureaucratic organizations?

max weber

who formed theory x and theory y?

mcgregor

many new managers expect...

more freedom to make changes

although important productivity gains come from this approach, bureaucracy has taken on a ______ tone

negative

subsystems

parts of a system that depend on one another

hawthorne effect

people behave differently when they know they are being watched

acceptance theory of authority

people can choose to follow management orders

who is considered the father of modern business management?

peter drucker

frank & lillian gilbreth

pioneered time and motion studies to promote efficiency

4 functions of a manager

planning, organizing, leading, controlling

other factors that affect management practices/perspectives

political and economic forces

in a bureaucratic organization, managers use _____ instead of _____ to delegate

power instead of personality

frederick winslow taylor

proposed that works could be retooled like machines; management decisions would be based on precise procedures based on study

peter drucker taught that successful leaders should do what?

put people and ethics first rather than focusing entirely on profits and rigid rules and work structures

organizational efficiency

refers to the amount of resources used to achieve an org goal

middle managers

responsible for business units and major departments

line managers

responsible for departments that perform a core function of the organization

functional managers

responsible for departments that perform a single task

staff managers

responsible for departments that support the organization's line departments with specialized advisory or support functions

first-level or supervisory managers

responsible for production of goods and services

general managers

responsible for several departments that perform different functions

project managers

responsible for temporary work projects involving people from different functions and levels

top managers

responsible for the entire organization

bureaucratic organizations depend on...

rules and records

mcdonald's management system is perfectly following what system from producing to selling?

scientific management

system

set of interrelated parts that function as a whole to achieve a common purpose

organization development

set of management techniques that use behavior sciences to improve the organization's health and effectiveness

internet of things (IoT)

smart devices and chips that communicate to other devices; helps with managing the supply chain or sequence of suppliers and purchasers

trivia friday: ______ explores a sale that could value the chain at more than ______

subway; $10 billion

3 management skills

technical, human, conceptual

big data analytics

technologies, skills, and processes for searching and examining massive sets of data to uncover hidden patterns and correlations; descendent of scientific management and recent interaction of quantitative approach

management definition

the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources

administrative principles are focused on...

the entire organization

the factory system was the new way of making products that began during...

the industrial revolution

synergy

the whole is grater than the sum of its parts

what is one of the challenges new managers face?

time management

many new managers make the transformation in a...

trial by fire

studying management history helps you...

understand the impact of social forces on orgs

manager activities are characterized by... (3)

variety, fragmentation, brevity