Classical Management Approaches Quiz
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Questions and Answers

The decision-making process includes identifying the problem that needs to be addressed.

True (A)

Cost-benefit analysis is not a factor to consider in the decision-making process.

False (B)

Behavioral decisions are made using complete information.

False (B)

The planning process involves defining objectives and evaluating the plan after implementation.

<p>True (A)</p> Signup and view all the answers

Escalating commitment error occurs when individuals abandon a commitment despite unfavorable results.

<p>False (B)</p> Signup and view all the answers

Flexibility and action orientation are benefits of planning.

<p>True (A)</p> Signup and view all the answers

Intuitive decision-making relies solely on analytical thinking.

<p>False (B)</p> Signup and view all the answers

Timeliness refers to the speed of implementation in evaluating alternatives.

<p>True (A)</p> Signup and view all the answers

Useful information fits five criteria: Timely, High quality, Complete, Relevant, and Understandable.

<p>True (A)</p> Signup and view all the answers

A crisis does not require immediate action when it arises.

<p>False (B)</p> Signup and view all the answers

Programmed decisions are made for unexpected and unfamiliar problems.

<p>False (B)</p> Signup and view all the answers

Problem seekers are individuals who always look for answers and try to find problems to solve.

<p>True (A)</p> Signup and view all the answers

In a certain environment, complete information about alternatives and consequences is available.

<p>True (A)</p> Signup and view all the answers

Non-programmed decisions typically involve clear-cut information that can be quickly acted upon.

<p>False (B)</p> Signup and view all the answers

A general manager at a McDonald's franchise primarily relies on conceptual skills.

<p>True (A)</p> Signup and view all the answers

Problem avoiders actively make decisions and attempt to solve problems.

<p>False (B)</p> Signup and view all the answers

Job sharing involves dividing one job among multiple individuals.

<p>True (A)</p> Signup and view all the answers

Telecommuting refers to employees working only in physical office spaces.

<p>False (B)</p> Signup and view all the answers

Matrix structures combine functional and divisional approaches to enhance collaboration.

<p>True (A)</p> Signup and view all the answers

Functional structures promote extensive communication among teams.

<p>False (B)</p> Signup and view all the answers

The government stopping the taxation of 1.13 will cause businesses to lose money.

<p>False (B)</p> Signup and view all the answers

Dysfunctional conflict is helpful to performance and goal attainment.

<p>False (B)</p> Signup and view all the answers

Substantive conflict refers to disagreement about specific tangible issues.

<p>True (A)</p> Signup and view all the answers

A win/lose outcome means both parties are satisfied with the result.

<p>False (B)</p> Signup and view all the answers

One cause of conflict can be unclear expectations.

<p>True (A)</p> Signup and view all the answers

A monopoly exists when there are many competitors in the market.

<p>False (B)</p> Signup and view all the answers

Emotional conflict arises solely from disagreements over tangible issues.

<p>False (B)</p> Signup and view all the answers

Porter's 5 forces framework includes factors such as industry competition and bargaining power of customers.

<p>True (A)</p> Signup and view all the answers

A growth strategy involves reducing the scale of operations.

<p>False (B)</p> Signup and view all the answers

Hypercompetition refers to a market with few competitors.

<p>False (B)</p> Signup and view all the answers

A stability strategy aims for radical changes in operations.

<p>False (B)</p> Signup and view all the answers

Divestiture involves selling parts of an organization to refocus on core business.

<p>True (A)</p> Signup and view all the answers

Incremental change refers to substantial sweeping changes within an organization.

<p>False (B)</p> Signup and view all the answers

Bottom-up change comes from top senior management of an organization.

<p>False (B)</p> Signup and view all the answers

An attractive industry can be marked by high competition and influential suppliers.

<p>False (B)</p> Signup and view all the answers

E-business strategies focus on using the internet to gain competitive advantage.

<p>True (A)</p> Signup and view all the answers

Providing one on one first aid training for 25 people is the most efficient method of training.

<p>False (B)</p> Signup and view all the answers

Impersonal communication methods include face to face meetings and telephone calls.

<p>False (B)</p> Signup and view all the answers

Intrinsic rewards arise from external factors.

<p>False (B)</p> Signup and view all the answers

Positive reinforcement increases the frequency of a behavior through the removal of an unpleasant consequence.

<p>False (B)</p> Signup and view all the answers

Operant conditioning applies the law of effect by manipulating consequences.

<p>True (A)</p> Signup and view all the answers

Negative reinforcement decreases the frequency of a behavior by adding an unpleasant consequence.

<p>False (B)</p> Signup and view all the answers

Punishment is a strategy that increases the frequency of a behavior.

<p>False (B)</p> Signup and view all the answers

Extinction decreases the frequency of a behavior by maintaining a pleasant consequence.

<p>False (B)</p> Signup and view all the answers

Flashcards

Useful Information

Information that meets five criteria: timely, high-quality, complete, relevant, and understandable.

Problem Solving

A process used to resolve issues by developing alternative solutions and choosing the best course of action.

Crisis

A situation that necessitates immediate action due to a sudden and potentially disruptive event.

Programmed Decisions

Decisions based on familiar problems with readily available information, often using past solutions as a guide.

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Non-Programmed Decisions

Decisions made in response to unexpected problems requiring creative solutions. Information may be limited, and unique solutions are often needed.

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Conceptual Skills

The ability to understand and work effectively with people, leading and motivating others to achieve shared goals.

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Problem Seekers

Individuals who are always searching for opportunities to solve issues and improve situations.

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Problem Avoiders

Individuals who avoid engaging with potential problems or opportunities, often ignoring signs and signals.

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Systematic Decision Making

A logical and structured approach to problem-solving, breaking down complex situations into smaller steps for consideration.

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Intuitive Decision Making

A flexible and spontaneous process driven by intuition and instincts.

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Multi-dimensional Thinking

The ability to comprehend and analyze multiple aspects of a problem or situation simultaneously.

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Decision Making

A process of selecting the best course of action among available options to address a problem or achieve a desired outcome.

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Classical Decision Making

A systematic approach to decision-making, using comprehensive and accurate information to identify the optimal solution.

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Satisficing Decision Making

A decision-making approach where the chosen alternative provides a satisfactory solution, but may not be the absolute best.

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Escalating Commitment Error

A cognitive bias where individuals are likely to continue investing in a chosen course of action, even if it proves ineffective.

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Framing Error

An error in decision-making caused by a misinterpretation of the information available, leading to biased evaluation.

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Strategic Management Process

The process of creating and implementing strategies to achieve long-term goals.

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Strategic Analysis

Analyzing the industry, competitors, and internal strengths and weaknesses of an organization.

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Strategy Formulation

Developing specific strategies to achieve organizational goals, including growth, stability, or renewal.

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Strategy Implementation

Putting strategies into action and managing the resources and people to make it happen.

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Monopoly

A market where there is only one competitor, like Bell Canada when internet access was first established.

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Oligopoly

A market with a few dominant competitors, like gas companies and airlines.

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Hypercompetition

A market with many direct competitors, like fast food restaurants and clothing stores.

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Direct Competition

Organizations offering similar or substitute products/services.

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Indirect Competition

Organizations offering different but related products/services that can fulfill the same need.

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Porter's 5 Forces

A framework analyzing industry competition by assessing five key forces: rivalry, new entrants, substitutes, supplier power, and customer power.

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Functional Structure

A work structure that groups employees based on their skills and the tasks they perform.

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Divisional Structure

A work structure that groups employees based on specific products, processes, geographic locations, or customer types.

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Matrix Structure

A work structure that combines elements of functional and divisional structures, allowing for greater flexibility and collaboration.

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Telecommuting

Working from home using internet technology, allowing for greater flexibility and potentially reduced commuting.

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Job Sharing

A work arrangement where two or more individuals share the responsibilities of a single job.

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Substantive conflict

Disagreements about specific, tangible issues like goals, resources, or rewards.

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Emotional conflict

Conflict arising from negative emotions like distrust, fear, or anger.

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Functional conflict

Conflict that is beneficial, motivates teamwork and helps people work together.

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Dysfunctional conflict

Conflict that is harmful to performance and goal achievement, often causing disruption.

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Co-operative conflict management

A collaborative approach to resolving conflict where both parties prioritize satisfying the needs of the other.

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Communication Channels

The use of different methods of communication, like face-to-face meetings, emails, and memos, to ensure everyone is informed and connected.

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Intrinsic Motivation

Providing rewards that satisfy intrinsic needs, like accomplishment and self-esteem, rather than external rewards like money.

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Positive Reinforcement

Using something pleasant to increase a desired behavior. For example, praising an employee for good work.

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Negative Reinforcement

Removing something unpleasant to increase a behavior. For example, drying your hands after washing them to avoid discomfort.

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Extrinsic Motivation

A type of reward that comes from outside sources, like promotions, raises, or bonuses.

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Punishment

Decreasing bad behavior by giving an unpleasant consequence. For example, re-assigning a task to an employee who misbehaved.

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Extinction

Decreasing behavior by removing a pleasant consequence. For example, if employees who are on time to work get a free coffee, the behavior of being on time may decrease if the free coffee is no longer offered.

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Reinforcement Theory

The theory that states that consequences influence future behaviors. For example, if a behavior results in a positive reward, it is more likely to be repeated.

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Study Notes

Classical Management Approaches

  • Classical management assumes individuals are rational in their thinking and actions.
  • Three major approaches comprise the classical approach: scientific management, administrative principles, and bureaucratic organization.

Scientific Management

  • Developed by Frederick Taylor (considered the father of scientific management).
  • Observed that individuals often performed tasks in their own ways instead of following uniform rules, leading to a loss of efficiency and underperformance.
  • Aims for maximum prosperity for both employers and employees.
  • Goals include improving productivity, developing a science for every job, selecting workers with proper abilities, and training workers with proper incentives to follow the science of the job.
  • Time study is an analysis of the motions and tasks needed in a job, identifying the most efficient methods of performance and measuring the time to completion.

Administrative Principles

  • Developed by Henri Fayol.
  • A French coal mining engineer.
  • Proposed 14 principles believed to be teachable management principles aimed at improving quality of management.
  • A belief that management is a teachable skill.
  • Key principles include: the scalar chain (clear communication from top to bottom), unity of command (each individual receives orders from only one boss), and unity of direction (one person in charge of all activities with the same performance objective).

Bureaucratic Organization

  • Developed by Max Weber (a German sociologist/economist).
  • Believed organizations did not reach their full potential due to perceived problems with who was in charge and the perceived importance of social status over actual capabilities.
  • Defining characteristics of a bureaucracy: clear division of labor, clear hierarchy of authority, formal rules and procedures (objective decision making), and careers based on merit.

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Description

Test your understanding of classical management theories, including scientific management and administrative principles. This quiz covers key concepts introduced by notable figures like Frederick Taylor and explores their impact on organizational effectiveness. Evaluate your knowledge of efficiency, productivity, and management strategies.

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