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What are the four core principles of scientific management according to Frederick Taylor?
What are the four core principles of scientific management according to Frederick Taylor?
- Develop a 'science' for each job, 2. Hire workers with the right abilities, 3. Train and motivate workers, 4. Support workers by planning and assisting their work.
What characterizes Weber's bureaucratic organization?
What characterizes Weber's bureaucratic organization?
An ideal, intentionally rational and efficient form of organization based on logic, order, and legitimate authority.
Which of the following are possible disadvantages of bureaucracy? (Select all that apply)
Which of the following are possible disadvantages of bureaucracy? (Select all that apply)
What are the five 'rules' or 'duties' of management according to Fayol?
What are the five 'rules' or 'duties' of management according to Fayol?
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The Hawthorne studies found a consistent relationship between economic incentives and worker output.
The Hawthorne studies found a consistent relationship between economic incentives and worker output.
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What did Follett advocate for in organizations?
What did Follett advocate for in organizations?
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Which of the following is NOT one of Spaulding's eight necessities of management?
Which of the following is NOT one of Spaulding's eight necessities of management?
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What outcome did the Hawthorne studies conclude regarding social settings and worker productivity?
What outcome did the Hawthorne studies conclude regarding social settings and worker productivity?
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Explain how the deficit principle in Maslow's Hierarchy of Needs applies to employee motivation.
Explain how the deficit principle in Maslow's Hierarchy of Needs applies to employee motivation.
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Differentiate between lower-order and higher-order needs according to Maslow.
Differentiate between lower-order and higher-order needs according to Maslow.
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Discuss the progression principle in the context of Maslow's Hierarchy of Needs.
Discuss the progression principle in the context of Maslow's Hierarchy of Needs.
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How do the principles of Maslow's hierarchy cease to operate at the self-actualization level?
How do the principles of Maslow's hierarchy cease to operate at the self-actualization level?
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What implications does McGregor's Theory Y have for a manager's approach to employee development?
What implications does McGregor's Theory Y have for a manager's approach to employee development?
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How might McGregor's theory influence the creation of workplace culture?
How might McGregor's theory influence the creation of workplace culture?
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In what way does Argyris' perspective relate to Maslow's Hierarchy of Needs?
In what way does Argyris' perspective relate to Maslow's Hierarchy of Needs?
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What is meant by the term 'self-fulfilling prophecy' in the context of McGregor's theories?
What is meant by the term 'self-fulfilling prophecy' in the context of McGregor's theories?
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How does Maslow's Hierarchy of Needs categorize human needs?
How does Maslow's Hierarchy of Needs categorize human needs?
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What is the significance of self-actualization in Maslow's theory?
What is the significance of self-actualization in Maslow's theory?
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Explain the impact of unmet needs on workplace motivation according to Maslow.
Explain the impact of unmet needs on workplace motivation according to Maslow.
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What is an example of a physiological need in the workplace?
What is an example of a physiological need in the workplace?
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How do social relations relate to Maslow's Hierarchy of Needs?
How do social relations relate to Maslow's Hierarchy of Needs?
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What role do esteem needs play in employee performance?
What role do esteem needs play in employee performance?
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How might self-actualization drive innovation in organizations?
How might self-actualization drive innovation in organizations?
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Why is it crucial for managers to understand Maslow's Hierarchy of Needs?
Why is it crucial for managers to understand Maslow's Hierarchy of Needs?
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How does Maslow's Hierarchy of Needs relate to the concept of self-actualization in the workplace?
How does Maslow's Hierarchy of Needs relate to the concept of self-actualization in the workplace?
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In what way does the self-actualizing need influence employee behavior and workplace dynamics?
In what way does the self-actualizing need influence employee behavior and workplace dynamics?
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How can leaders utilize Maslow's Hierarchy to improve employee engagement and reduce apathy?
How can leaders utilize Maslow's Hierarchy to improve employee engagement and reduce apathy?
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Explain how the unity of command principle from Fayol’s management approaches supports the progression through Maslow's Hierarchy.
Explain how the unity of command principle from Fayol’s management approaches supports the progression through Maslow's Hierarchy.
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What role does cooperation and teamwork, as suggested by Spaulding, play in fulfilling employees' social needs according to Maslow?
What role does cooperation and teamwork, as suggested by Spaulding, play in fulfilling employees' social needs according to Maslow?
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How does inadequate manpower impact employees’ ability to meet their basic needs in Maslow’s hierarchy?
How does inadequate manpower impact employees’ ability to meet their basic needs in Maslow’s hierarchy?
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Describe how the division of labor from Spaulding’s necessities can align with fulfilling individual roles in Maslow's hierarchy.
Describe how the division of labor from Spaulding’s necessities can align with fulfilling individual roles in Maslow's hierarchy.
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Identify a potential consequence of neglecting psychological needs in the workplace as indicated by Maslow’s theory.
Identify a potential consequence of neglecting psychological needs in the workplace as indicated by Maslow’s theory.
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Study Notes
Evolution of Management Theory
- Classical management approaches focus on rational decision-making and aim to enhance efficient production.
- Key figures include Frederick Taylor (scientific management), Henri Fayol (administrative principles), and Max Weber (bureaucratic organization).
Classical Management Approaches
-
Taylor’s Scientific Management:
- Develop a science for each job, including tools and working conditions.
- Hire workers with the right skills for specific jobs.
- Train and motivate employees according to established methods.
- Provide support through proper planning and assistance.
-
Weber’s Bureaucratic Organization:
- Enforces a structured approach emphasizing efficiency and fairness.
- Selection based on competency and performance, promoting an ideal form of organization based on logic and authority.
- Disadvantages include excessive bureaucracy, slow problem resolution, rigidity, resistance to change, and employee disengagement.
-
Fayol’s Administrative Principles:
- Documented effective management experiences, proposing key principles such as:
- Scalar Chain Principle: Clear communication from top to bottom.
- Unity of Command Principle: Each employee reports to one boss.
- Five management duties: Foresight, Organisation, Command, Coordination, and Control.
- Documented effective management experiences, proposing key principles such as:
Behavioural Management Approaches
- Emphasizes the human aspect within organizations, recognizing social needs and the pursuit of personal fulfillment.
- Key contributors include:
- Spaulding: Identified eight managerial necessities, including cooperation, authority, labor division, and conflict resolution.
- Follett: Promoted visionary leadership, warning against hierarchy and emphasizing social responsibility, worker respect, and collective ownership.
The Hawthorne Studies
- Initially investigated the effects of economic incentives and physical working conditions on productivity.
- Found that psychological factors played a significant role in worker output.
- Identified that positive human relations and a supportive social environment enhance productivity.
- Concluded that improved employee attitudes and group dynamics lead to better performance outcomes.
Follett’s Visionary Leadership
- Warned against excessive hierarchy in organizations.
- Advocated for social responsibility and respect for workers.
- Promoted improved cooperation within organizations.
- Suggested employee ownership to foster collective responsibility.
- Influence seen today in concepts like empowerment, flexibility, and transformational leadership.
The Hawthorne Studies
- Emphasized the importance of the human aspect in organizations.
- Initial focus on economic incentives and physical working conditions revealed no consistent effect on worker output.
- Psychological factors significantly impacted outcomes.
- Manipulated physical conditions to gauge impact on worker productivity, minimizing psychological interferences.
- Concluded that enhanced social settings improved job performance and that good human relations lead to higher productivity.
Employee Attitudes and Group Processes
- Different factors satisfied individual workers differently, highlighting variability in needs.
- Workers often limited their output to comply with group norms.
- Social and human concerns emerged as crucial elements of productivity.
- The Hawthorne effect suggested that individuals singled out for attention perform as expected.
Maslow’s Hierarchy of Human Needs
- Categorizes human needs into levels: physiological, safety, social, esteem, and self-actualization.
- The deficit principle states that satisfied needs do not motivate behavior.
- The progression principle asserts that needs are fulfilled in a sequence from lowest to highest.
- Motivation occurs once lower-level needs are satisfied; both principles cease at the self-actualization level.
McGregor’s Theories
- Theory X: Assumes workers dislike work, lack ambition, act irresponsibly, resist change, and prefer following over leading.
- Theory Y: Assumes workers are willing to work, self-directed, accept responsibilities, and are creative.
- Theory X managers foster dependence and reluctance in workers; Theory Y managers encourage initiative and high performance.
- Central to the concepts of empowerment and self-management.
Argyris’s Perspective
- Criticized traditional management practices for inhibiting the development of mature adults.
- Claimed that classical management principles conflict with the needs and potential of mature individuals.
- Psychological success linked to personal goal definition and self-direction.
Using Behavioral Management Theories
- Theories are not rigid sciences; they require adaptation to an organization's specific context.
- Resistance to change and employee apathy are barriers to successful implementation of behavioral management practices.
Fayol’s Administrative Principles
- Documented experiences of effective management, introducing key principles for effective administration.
- Scalar Chain Principle: Advocates for a clear communication line throughout the organization.
- Unity of Command Principle: Each employee should receive directions from a single superior.
- Outlined five management duties: foresight, organization, command, coordination, and control.
Behavioral Management Approaches
- Focus on the human aspects of organizations, acknowledging the importance of social interactions and personal fulfillment.
- Behavioral management theorists view organizations as systems driven by human relations and resource management.
Spaulding’s Eight Necessities of Management
- Advocated for essential elements of effective management including cooperation, authority, responsibility, division of labor, adequate manpower, capital, feasibility analysis, and advertising budget.
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Description
This quiz covers Chapter 2 of management theory, focusing on the evolution of management practices. It explores classical management approaches, insights from behavioral management, and the foundations of modern management thinking. Test your understanding of the key lessons and current issues in management theory.