MGMT Chapter 2 Flashcards

Questions and Answers

The information from the customer survey is a form of feedback.

True

An open system continually interacts with its environment, receiving feedback from the outside.

True

Right Office Equipment's continuous interaction with customers exemplifies an open system.

True

In a fixed-learning system, company employees participate in continuous learning more often than in organizations with an open system.

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The contingency viewpoint emphasizes that a manager's approach should vary according to costs and competition.

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Amy is utilizing the scientific management approach when asking a manager what management method will work best in a situation.

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Gary Hamel suggests core beliefs about an organization can be changed by asking the right questions.

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Quality refers to the total ability of a product or service to meet customer needs.

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Quality is seen as an important way of adding value to products and services.

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The strategy of minimizing errors by testing all items in production is known as synergy.

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Quality assurance focuses on urging employees to strive for 'minimal defects.'

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W. Edwards Deming and Joseph M. Juran were pioneers of the quality management movement.

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Organizations using Total Quality Management (TQM) prioritize continuous improvement and listening to customers.

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A learning organization develops new knowledge, sharing it to modify behavior.

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The five ingredients of a learning organization are acquiring knowledge, training, studying knowledge, pondering, and monitoring employees.

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To develop a learning organization, managers must encourage a commitment to learning.

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The foundational principles that there are few new ideas and that true is better than new belong to ___.

evidence-based management Signup and view all the answers

Sally's reliance on Don for insights reflects her use of _____ management.

evidence-based Signup and view all the answers

The historical perspective includes three viewpoints: ___.

Classical, behavioral, quantitative Signup and view all the answers

Greg utilizes a _______ perspective with inputs, outputs, transformation processes, and feedback.

contemporary Signup and view all the answers

Tammy sees bureaucracy as a _____.

rational, efficient, ideal organization based on principles of logic Signup and view all the answers

The approach that emphasizes managing work efficiently is the ___ viewpoint.

classical Signup and view all the answers

Rene's rational approach reflects the essence of the ____ viewpoint.

classical Signup and view all the answers

Greg's need to understand human actions reflects the ____ viewpoint.

behavioral Signup and view all the answers

The behavioral viewpoint developed through various phases: _____.

early behaviorism, human relations movement, behavioral science Signup and view all the answers

Hugo Munsterberg is known as the _____.

father of industrial psychology Signup and view all the answers

Thomas believes psychologists can contribute to industry by _____.

devising management strategies to influence employees to follow management's interests Signup and view all the answers

One of ______'s proposals is that organizations should operate as 'communities.'

Mary Parker Follett Signup and view all the answers

Mary Parker Follett anticipated concepts like _____.

self-managed teams and worker empowerment Signup and view all the answers

The Hawthorne effect proposes that _____.

giving more attention to employees increases worker productivity, if they think managers care about them Signup and view all the answers

Management is really just an art.

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Supporters of evidence-based management would say there are many really new ideas.

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Evidence-based management helps organizations perform better by accepting the nonsense that passes for sound advice.

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Peter Drucker was a famous 19th-century socialist who opposed capitalism.

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The contemporary perspective of management includes three viewpoints: systems, contingency, and quality management.

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The historical perspective of management includes three viewpoints: classical, behavioral, and quantitative.

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Understanding theoretical perspectives of management helps you understand why some practices are still favored.

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Studying theoretical perspectives of management seldom provides new ideas for new situations.

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Ali, a CEO, believes looking at theoretical perspectives can help develop principles for future strategies.

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Donna believes studying theoretical perspectives does not give clues to outside events that may affect her company.

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The classical viewpoint of management emphasized ways to manage work more efficiently.

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The behavioral viewpoint of management emphasized encouraging employees to work efficiently.

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The systems viewpoint regards organizations as systems of interrelated parts.

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Scientific management focused on improving worker morale.

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Frank and Lillian Gilbreth used 'therbligs' to reduce motions and fatigue.

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The classic viewpoint emphasizes finding ways to manage work more efficiently.

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Susan believes employee effort does not relate to benefits provided by the corporate office.

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Motion studies established methods to enhance productivity based on the best practices of coworkers.

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The differential rate system suggested paying workers less when production increased.

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According to Fayol, the major functions of management include planning and controlling.

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Max Weber believed bureaucracy was irrational and inefficient.

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Bureaucracy now has negative associations like impersonality and red tape.

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The classical viewpoint does not consider global problems and goals.

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Carmakers have improved productivity using scientific methods and job specialization.

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The behavioral viewpoint emphasizes increasing diversity in management.

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Ann studies human behavior to identify job suitability and improve workplace strategies.

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Mary Parker Follett believed organizations should be under heavy management control.

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Don utilizes the Hawthorne effect by allowing less independence to employees.

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The Hawthorne studies highlighted the importance of social factors in workplace productivity.

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The human relations movement suggested that better rules could improve productivity.

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Abraham Maslow claimed that all needs are equal in importance.

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Umar, as a Theory X manager, views his young employees as responsible and ambitious.

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Olde Manufacturing has used the behavioral approach because it is needed for practical use.

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Behavioral science relies on past sales to develop forecasts regarding human behavior.

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Americans used British operations research models to efficiently deploy troops in 1941.

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Quantitative management is solely about sales management theory.

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Management science focuses on using behavioral techniques for problem solving.

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Operations management is focused on managing the production and delivery of products efficiently.

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Scientific management ensures efficient business operations through rational resource management.

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The just-in-time approach under lean management retrieves supplies only as needed.

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A system is an organization's method for determining employee success.

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Outputs are the results produced by the organization.

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The five parts of a system are inputs, outputs, transformational processes, and feedback.

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Study Notes

Management Perspectives

Management encompasses both art and science, utilizing deliberate and systematic approaches to handle challenges.
Evidence-based management emphasizes the importance of facing hard facts about practices rather than relying on flawed conventional wisdom.
The contemporary perspective on management includes systems, contingency, and quality viewpoints.

Historical Management Theories

Historical management perspectives consist of classical, behavioral, and quantitative viewpoints.
Classical management aims to manage work efficiently; it includes scientific and administrative management branches.
Behavioral management emphasizes understanding human behavior and motivating employees.

Key Figures and Contributions

Peter Drucker is known as the creator of modern management and published "The Practice of Management."
Frederick Taylor established scientific management, focusing on improving worker productivity through methodical work studies.
Abraham Maslow proposed a hierarchy of needs, suggesting some needs must be prioritized over others.

Theories of Employee Motivation

Theory X views workers as inherently lazy and irresponsible, while Theory Y presents an optimistic outlook that assumes workers are responsible and seek autonomy.
The Hawthorne effect indicates that increased attention to employees can enhance their productivity.

Behavioral Science Approach

Behavioral science incorporates various disciplines such as psychology and sociology to form management strategies based on scientific research.
The human relations movement arose as a response to scientific management, advocating better human relations rather than just better procedures.

Operational Efficiency and Management Techniques

Operations management focuses on optimizing the production and delivery of goods and services efficiently.
The just-in-time approach within lean management minimizes inventory by obtaining supplies only as needed.

Systems Theory in Management

Systems are composed of interrelated parts working toward a common purpose, encompassing inputs, outputs, transformational processes, and feedback.
Open systems engage continuously with the external environment to gather feedback, contrasting with closed systems that have minimal interaction.

Summary of Feedback Mechanisms

Feedback is crucial for organizations to assess customer satisfaction and improve products or services.
Continuous learning within organizations supports adaptability and development, essential in thriving environments.

Misconceptions in Management Practices

Misunderstanding the importance of human behavior or over-relying on outdated practices can hinder effective management strategies.
Classical management's mechanistic viewpoint can overlook the importance of employee needs and motivation, which are addressed in behavioral theories.

Overall Themes

Effective management integrates various perspectives, historical contexts, and theories to create a holistic approach that adapts to contemporary challenges.
Understanding these principles aids managers in making informed decisions that foster efficiency and enhance employee satisfaction.### Management Concepts and Theories
Open systems focus on feedback from various environmental factors for ongoing learning and mistake correction.
The contingency viewpoint asserts that management approaches must adapt based on individual and environmental circumstances rather than just costs or competition.
A manager utilizing the contingency viewpoint assesses the best method tailored to specific situations rather than a standard management method.

Quality and Management

Core beliefs within organizations can be challenged by asking insightful questions as suggested by Gary Hamel.
Quality represents a product's total ability to meet customer needs and is vital for adding value and differentiating from competitors.
W. Edwards Deming and Joseph M. Juran are pioneers of the quality-management movement, advocating for continuous improvement and customer feedback.

Learning Organizations

A learning organization regularly acquires and shares knowledge among employees, adapting behavior based on new insights.
Key components of a learning organization include creating/acquiring knowledge, transferring knowledge, and modifying behavior.
A commitment to learning and generating impactful ideas is essential for developing a learning organization.

Evidence-Based Management

Evidence-based management relies on foundational principles that advocate for challenging traditional beliefs and valuing proven practices.
Management problems are often approached through discussion with experienced employees, reflecting evidence-based management practices.

Historical Perspectives of Management

The historical perspective on management encompasses classical, behavioral, and quantitative viewpoints.
Classical management emphasizes efficiency in managing work through scientific methods and job specialization.
The behavioral viewpoint is crucial in understanding employee motivation and human interactions within organizations.

Key Figures in Management

Frederick W. Taylor is recognized as the father of scientific management for advocating efficiency and time-motion studies.
Hugo Munsterberg is considered the father of industrial psychology, promoting psychology's role in increasing productivity.

Organizational Behavior and Employee Motivation

Soldiering occurs when employees reduce their effort, often as a reaction to perceived unfairness in company policies.
Effective management practices to combat soldiering include careful worker selection and comprehensive training.
Behavior-driven management styles focus on understanding and motivating employees to achieve organizational goals.

Management Functions and Structure

Core management functions include planning, organizing, leading, and controlling to achieve corporate goals.
Bureaucratic management, as proposed by Max Weber, is seen as a rational and efficient organization operating on logical principles.

Innovative Management Approaches

Mary Parker Follett emphasized community-like operations in organizations, suggesting harmony between managers and subordinates.
Concepts such as self-managed teams and worker empowerment foreshadowed by Follett are increasingly relevant in modern management practices.

Employee Engagement

The Hawthorne effect illustrates that increased employee attention from management can lead to improved productivity, highlighting the importance of nurturing employee relations.

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Test your knowledge of key concepts from Management Chapter 2 with these flashcards. This quiz covers critical definitions and perspectives on management as both an art and a science. Challenge your understanding and reinforce your learning!