Lectures 5 & 6 GMS200 PDF

Management Learning - Study Guide & MCQs I. Classical School of Thought Scientific Management (Frederick Taylor & the Gilbreths): Focuses on improving efficiency and productivity through scientific methods. Key concepts include: ○ Developing rules of motion, standardized work implements, and proper...

Management Learning - Study Guide & MCQs I. Classical School of Thought Scientific Management (Frederick Taylor & the Gilbreths): Focuses on improving efficiency and productivity through scientific methods. Key concepts include: ○ Developing rules of motion, standardized work implements, and proper working conditions.1 ○ Selecting, training, and incentivizing workers appropriately.12 ○ Supporting workers by planning their work and removing obstacles.2 ○ Motion study to eliminate wasted movements.2 Administrative Principles (Henri Fayol & Mary Parker Follett): Focuses on the overall organization and management principles. Key concepts include: ○ Fayol's five functions of management: Planning, Organizing, Commanding, Coordinating, and Controlling.2 ○ Fayol's key principles: Scalar chain, unity of command, unity of direction.2 ○ Follett's emphasis on groups and human cooperation as well as forward-looking management insights.3 Bureaucratic Organization (Max Weber): An ideal, intentionally rational, and efficient organizational structure based on logic, order, and authority.3 Key characteristics include: ○ Clear division of labor, hierarchy of authority, formal rules and procedures, impersonality, and merit-based careers.3 ○ Potential disadvantages: Excessive paperwork, slow handling of problems, rigidity, resistance to change, and employee apathy.4 II. Behavioral or Human Resource Approach Hawthorne Studies: A series of studies that highlighted the importance of psychological and social factors in worker productivity. Key findings include: ○ Economic incentives and physical conditions alone do not fully explain worker output.4 ○ "Psychological factors," such as employee attitudes, interpersonal relations, and group processes, significantly influence results.45 Maslow's Hierarchy of Needs: A theory that categorizes human needs into a pyramid with basic needs at the bottom and higher-level needs at the top. Key concepts include: ○ Need levels: Physiological, safety, social, esteem, and self-actualization.5 ○ Deficit principle: Satisfied needs are not motivators.6 ○ Progression principle: A need becomes a motivator only after the preceding lower-level need is met.6 ○ Both principles cease to operate at the self-actualization level.6 McGregor's Theory X and Theory Y: Contrasting views about worker motivation. Key assumptions: ○ Theory X: Workers dislike work, lack ambition, are irresponsible, resist change, and prefer to be led.6 ○ Theory Y: Workers are willing to work, capable of self-control and responsibility, imaginative, creative, and capable of self-direction.6 ○ Implications: Managers create self-fulfilling prophecies based on their assumptions.67 Argyris's Theory of Adult Personality: Argues that traditional management practices inhibit worker maturation. Recommendations include: ○ Increasing task responsibility and variety.7 ○ Using participative decision-making to accommodate the mature adult personality.7 III. Quantitative Analysis in Management Management Science/Operations Research: Applies mathematical techniques to solve management problems.8 ○ Techniques include forecasting, inventory modeling, linear programming, queuing theory, network models, and simulations.8 Contemporary Applications: ○ Staff specialists assist managers in applying techniques.8 ○ Software and hardware advancements have broadened applications.8 ○ Quantitative analysis should be supported by good judgment and consideration of human factors.8 IV. Systems View vs. Contingency Thinking Systems Thinking: Views organizations as interconnected systems with subsystems, emphasizing the flow of inputs and outputs.89 ○ Open systems: Interact with their environment.9 Contingency Thinking: Adapts management approaches to suit specific situations.9 ○ Recognizes that there is no "one best way" to manage, as the appropriate method depends on the context.9 V. Management Themes of the 21st Century Quality and Performance Excellence: Striving for high-quality products, services, and processes.9 ○ Eight attributes of performance excellence include bias for action, customer focus, autonomy and entrepreneurship, productivity through people, hands-on and value-driven approach, focus on core competencies, simple structure, and simultaneous loose-tight properties.910 Global Awareness: Understanding and navigating the complexities of the global business environment.10 Learning Organizations: Continuously adapting and improving through knowledge creation and sharing.10 ○ Core ingredients: Mental models, personal mastery, systems thinking, shared vision, and team learning.10 Key Managerial Skills for the 21st Century:10 ○ Global strategist ○ Master of technology ○ Inspiring leader ○ Model of ethical behavior Multiple Choice Questions 1. Which management theory emphasizes the use of scientific methods to improve efficiency and productivity? a) Administrative Principles b) Bureaucratic Organization c) Scientific Management d) Human Relations Approach 1. What's the best theory for making work better? a) Scientific Management! It's all about being super organized and efficient. 2. Frederick Taylor, a pioneer of scientific management, advocated for: a) Focusing solely on worker motivation b) Creating a relaxed and informal work environment c) Developing standardized work procedures and selecting workers with appropriate abilities d) Encouraging worker autonomy and self-direction 2. There's this guy named Frederick, and he's all about making work super easy. How does he do it? c) He makes sure everyone knows exactly what to do, and picks the best people for each job. 3. Which of the following is NOT one of Fayol's five functions of management? a) Planning b) Organizing c) Commanding d) Delegating e) Controlling 3. Henri's in charge, and he's got five big jobs. Which one ISN'T on his list? d) Giving his work to other people. 4. Mary Parker Follett, a contributor to administrative principles, emphasized: a) Strict adherence to hierarchical structures b) The importance of groups and human cooperation in the workplace c) The use of quantitative analysis in decision-making d) The need for tight control and supervision 4. Mary thinks teamwork is important. What does she believe in? b) She thinks everyone working together is the best! 5. Max Weber's concept of bureaucratic organization is characterized by: a) Flexibility and adaptability b) A clear hierarchy of authority and formal rules and procedures c) Emphasis on individual creativity and innovation d) Decentralized decision-making 5. Max likes things to be orderly. What kind of workplace does he like? b) He likes everyone to know who's the boss and follow the rules. 6. One potential disadvantage of bureaucratic organizations is: a) Resistance to change and rigidity in the face of shifting needs b) Increased employee motivation and job satisfaction c) Improved communication and collaboration d) Faster decision-making processes 6. Sometimes, Max's way of doing things can be a problem. What might that problem be? a) It can be hard to change things when they need to be changed. 7. The Hawthorne studies, a key part of the human resource approach, revealed that: a) Physical working conditions were the primary factor influencing productivity b) Psychological and social factors significantly impact worker output c) Economic incentives were the only effective motivator for workers d) Worker performance was solely determined by individual skills and abilities 7. Some researchers did some experiments and learned something surprising. What was it? b) How people feel at work REALLY matters! 8. According to Maslow's hierarchy of needs, which need is at the base of the pyramid? a) Physiological needs b) Safety needs c) Social needs d) Esteem needs e) Self-actualization needs 8. There's this pyramid of needs. What's at the very bottom? a) Food and water! The important stuff! 9. Maslow's deficit principle states that: a) All human needs are equally motivating b) A satisfied need is not a motivator of behavior c) Higher-level needs are more important than lower-level needs d) Needs are constantly changing and evolving 9. One of Maslow's ideas is called the 'deficit principle'. What does it say? b) When you already have what you need, you're not really looking for it anymore. 10. McGregor's Theory X assumes that workers: a) Dislike work and lack ambition b) Are self-motivated and creative c) Seek responsibility and challenges d) Prefer to work independently 10. There are two theories about workers, X and Y. What does theory X say? a) It says some people don't like working and don't want to do more. 11. McGregor's Theory Y suggests that: a) Workers need constant supervision b) Punishment is the best motivator c) Workers are capable of self-direction and accepting responsibility d) Most people are lazy and avoid work 11. What does Theory Y say? c) It says people can be responsible and do things on their own. 12. Chris Argyris, in his theory of adult personality, argues that: a) Classical management principles align well with the mature adult personality b) Management practices should accommodate the mature personality by increasing task responsibility and variety c) Strict control and supervision are essential for worker productivity d) Workers are inherently passive and need external motivation 12. Chris has an idea about grown-ups at work. What is it? b) He thinks grown-ups work better when they have more to do and more control over their work. 13. Management science (operations research) focuses on: a) Improving interpersonal relationships in the workplace b) Understanding employee motivations and behaviors c) Applying mathematical techniques to solve management problems d) Developing effective marketing strategies 13. What's 'management science' all about? c) It's about using math to figure out the best way to do things! 14. Which of the following is NOT a technique used in management science? a) Mathematical forecasting b) Inventory modeling c) Linear programming d) Conflict resolution e) Network models 14. Which of these ISN'T a tool used in management science? d) Helping people stop fighting. 15. Systems thinking views organizations as: a) A collection of individual departments working independently b) Interconnected systems with inputs, processes, and outputs c) Static entities with unchanging structures d) Hierarchies based solely on authority and power 15. Imagine a company like a big machine. What idea does this describe? b) It describes seeing a company as lots of parts that work together. 16. Contingency thinking emphasizes that: a) There is no “one best way” to manage, and the appropriate approach depends on the situation b) Management principles are universal and applicable in all contexts c) Organizational structures should be standardized for maximum efficiency d) Worker motivation is the sole driver of organizational success 16. Some people believe there's no single best way to manage. What's this idea called? a) It's called contingency thinking - figuring out the best way depending on what's happening. 17. Which of the following is NOT an attribute of performance excellence, according to Peters and Waterman? a) A bias toward action b) Closeness to the customer c) Bureaucratic organizational structure d) Autonomy and entrepreneurship 17. Peters and Waterman have eight ideas for making a company great. Which ISN'T one of them? c) Making the company like a big, slow machine. 18. Global awareness is increasingly important for contemporary businesses because: a) It allows companies to ignore cultural differences b) It helps companies understand and navigate the complexities of the international business environment c) It reduces the need for innovation and adaptability d) It makes managing a diverse workforce unnecessary 18. Why do businesses today need to know about the world? b) Because the world is a complicated place, and they need to understand how to do business everywhere! 19. Learning organizations are characterized by: a) Continuous learning and adaptation through knowledge creation and sharing b) Resistance to change and maintaining the status quo c) Top-down decision-making and limited employee involvement d) A focus on individual performance rather than team collaboration 19. What makes a 'learning organization' special? a) It's always learning new things and getting better! 20. Which of the following is NOT a key managerial skill for the 21st century? a) Global strategist b) Master of technology c) Inspiring leader d) Autocratic leadership style 20. What's NOT an important skill for a boss in the 21st century? d) Being bossy and telling everyone what to do. 21. The bureaucratic organizational structure is criticized for: a) Encouraging employee initiative and creativity b) Slow decision-making and excessive paperwork c) Adaptability and responsiveness to change d) Promoting employee empowerment and self-management 21. What's a problem with having a company that's like a big, slow machine? b) It takes too long to make decisions, and there's too much paperwork! 22. Which theory advocates for the use of motion study to eliminate wasted movements and improve efficiency? a) Maslow's hierarchy of needs b) Scientific management (the Gilbreths) c) Theory X and Theory Y d) Contingency thinking 22. Someone wants to make work easier by studying how people move. What theory are they using? b) Scientific Management! They're trying to make things as efficient as possible! 23. Which of the following emphasizes the importance of understanding employee attitudes and group dynamics in the workplace? a) Administrative principles b) Hawthorne studies c) Bureaucratic organization d) Management science 23. Some researchers found out that how employees feel and get along really matters. What study showed this? b) The Hawthorne Studies! They showed that happy employees are productive employees! 24. What concept suggests that managers create self-fulfilling prophecies based on their assumptions about workers? a) Systems thinking b) Contingency thinking c) McGregor's Theory X and Theory Y d) Argyris's theory of adult personality 24. If a boss thinks their employees are lazy, the employees might actually become lazier! What idea explains this? c) Theory X and Theory Y! It's all about how a boss's beliefs can affect how employees behave. 25. Which approach acknowledges that there is no one-size-fits-all management solution and emphasizes adapting strategies to specific situations? a) Scientific management b) Bureaucratic organization c) Contingency thinking d) Systems thinking 25. What idea says that there's no magic recipe for managing a company? c) Contingency thinking! It's all about being flexible and adapting to different situations. 26. What type of organization prioritizes continuous learning and improvement through knowledge sharing and adaptation? a) Bureaucratic organization b) Classical organization c) Learning organization d) Hierarchical organization 26. What do you call a company that is always learning and getting better? c) A learning organization! It's like a big brain that's always growing! 27. Which of the following is a characteristic of an open system? a) Isolated from the external environment b) Interacts with and is influenced by its surroundings c) Self-sufficient and independent of external factors d) Closed to feedback and information from outside 27. Imagine a company as a living thing. What kind of system is it if it needs things from the outside world to survive? b) It's an open system, just like a plant needs sunlight and water! 28. According to Maslow, which need becomes a motivator once the need for safety and security is satisfied? a) Social needs b) Esteem needs c) Self-actualization needs d) Physiological needs 28. If you feel safe and secure, what will you start wanting according to Maslow's pyramid? a) You'll want friends and to feel like you belong! 29. What management approach highlights the importance of aligning management practices with the mature adult personality? a) Theory X and Theory Y b) Argyris's theory of adult personality c) Maslow's hierarchy of needs d) Hawthorne studies 29. What idea says that grown-ups work best when they have more responsibility and freedom? b) Argyris's theory of adult personality! It's all about treating employees like the responsible adults they are! 30. Which of the following is NOT a core ingredient of a learning organization? a) Mental models b) Personal mastery c) Systems thinking d) Centralized decision-making 30. Learning organizations have special ingredients. Which one ISN'T part of the recipe? d) One big boss making all the decisions. That doesn't help anyone learn! 31. Which approach suggests that management practices should focus on increasing task responsibility and using participative decision-making? a) Argyris's theory of adult personality b) Scientific management c) Bureaucratic organization d) Theory X 31. What idea says that giving employees more responsibility and letting them participate in decisions is a good thing? a) Argyris's theory of adult personality! It's all about empowering employees and making them feel valued! 32. Which principle of scientific management involves carefully selecting workers with the right abilities for the job? a) Motion study b) Worker selection and training c) Standardization of work d) Scientific task design 32. Scientific management is all about making work efficient. What part of it involves picking the right people for each job? b) Worker Selection and Training! It's like choosing the right tool for the job! 33. What principle of administrative management suggests that each employee should report to only one manager? a) Scalar chain b) Unity of command c) Unity of direction d) Division of work 33. Imagine a company as an army. What rule says that each soldier should only have one commander? b) Unity of command! It helps avoid confusion and makes sure everyone knows who's in charge! 34. What theory argues that traditional management practices hinder the growth and development of workers? a) Theory X b) Argyris's theory of adult personality c) Maslow's hierarchy of needs d) Scientific management 34. What idea suggests that treating employees like children can actually make them less mature and productive? b) Argyris's theory of adult personality! It's all about respecting employees' capabilities and giving them the opportunity to grow! 35. What concept advocates for the use of mathematical techniques like forecasting, inventory modeling, and linear programming to address management challenges? a) Behavioral approach b) Management science (operations research) c) Human relations movement d) Contingency theory 35. What idea says that we can use math and fancy calculations to solve problems in business? b) Management science! It's all about bringing the power of numbers to the world of management! Planning Processes and Techniques: Study Guide and Multiple Choice Questions Study Guide Planning: The process of setting objectives and determining how to best accomplish them.1  Objectives: Identify the specific results or desired outcomes that one intends to achieve.1 Plan: A statement of action steps to be taken in order to accomplish the objectives.1 Steps in the planning process:12 ○ Define your objectives. ○ Determine where you stand vis-à-vis objectives. ○ Develop premises regarding future conditions. ○ Analyze and choose among action alternatives. ○ Implement the plan and evaluate results. Benefits of planning:2 ○ Improves focus and flexibility ○ Improves action orientation ○ Improves coordination ○ Improves time management ○ Improves control Types of Plans:234 ○ Based on Time Horizon: Short-range plans: 1 year or less2 Intermediate-range plans: 1 to 2 years2 Long-range plans: 3 or more years2 Higher management levels focus on longer time horizons.2 ○ Based on Scope: Strategic plans: set broad, comprehensive, and longer-term action directions for the entire organization.3 Operational plans: define what needs to be done in specific areas to implement strategic plans. Examples include production, financial, facilities, marketing, and human resource plans.3 ○ Based on Frequency of Use: Standing plans: policies and procedures designed for repeated use.3 Policy: broad guidelines for making decisions and taking action in specific circumstances.3 Rules or Procedures: plans that describe exactly what actions are to be taken in specific situations.4 Single-use plans: used only once to meet the needs and objectives of a well-defined situation in a timely manner.4 Budgets: single-use plans that commit resources to activities, projects, or programs. They can be fixed, flexible, or zero-based.4 Projects: one-time activities that have clear beginning and end points. Project management and project schedules are important aspects.4  Planning Techniques and Tools:5678 ○ Forecasting: Making assumptions about what will happen in the future. Can be qualitative (expert opinions) or quantitative (mathematical and statistical analysis). All forecasting relies on human judgment, and planning involves dealing with the implications of a forecast.5 ○ Contingency Planning: Identifying alternative courses of action to meet changing circumstances. Contingency plans anticipate changing conditions and contain trigger points for implementation.56 ○ Scenario Planning: A long-term version of contingency planning. It involves identifying alternative future scenarios and developing plans for each scenario, increasing organizational flexibility and preparation for future shocks.6 ○ Benchmarking: Using external comparisons to evaluate current performance and identify actions for the future. Involves adopting the best practices of other organizations that achieve superior performance.6 ○ Use of Staff Planners: Coordinating the planning function for the organization or a major component. Potential communication gaps between staff planners and line management need to be addressed.7 ○ Participation and Involvement: Including those affected by the plans or those who will help implement them in the planning process. This promotes creativity, increases available information, and fosters understanding, acceptance, and commitment to the final plan.78 Multiple Choice Questions 1. What is the first step in the planning process? a) Develop premises regarding future conditions. b) Define your objectives. c) Determine where you stand vis-à-vis objectives. d) Analyze and choose among action alternatives. Answer (Kid-Friendly): (b) You gotta know what you wanna do first! Answer: (b) Define your objectives.1 2. What is the time horizon for a short-range plan? a) 1 year or less b) 1 to 2 years c) 3 or more years d) 5 to 10 years Answer (Kid-Friendly): (a) Think about stuff you wanna do soon, like this week or this year! Answer: (a) 1 year or less2 3. Which type of plan outlines actions for the entire organization over a longer term? a) Operational plan b) Strategic plan c) Production plan d) Financial plan Answer (Kid-Friendly): (b) It's like the big, big plan for the whole company! Answer: (b) Strategic plan3 4. Which of the following is an example of a standing plan? a) Budget b) Policy c) Project schedule d) Sales forecast Answer (Kid-Friendly): (b) It's like the rules we follow every day! Answer: (b) Policy3 5. What type of plan is used only once for a specific situation? a) Standing plan b) Single-use plan c) Strategic plan d) Operational plan Answer (Kid-Friendly): (b) It's like a plan for a birthday party! Answer: (b) Single-use plan4 6. What type of budget allocates resources to specific projects or programs? a) Project budget b) Fixed budget c) Flexible budget d) Zero-based budget Answer (Kid-Friendly): (a) It's like having a piggy bank for just one thing! Answer: (a) Project budget (implied in source4, which mentions budgets as a type of single-use plan used for activities, projects, or programs) 7. What planning technique involves making assumptions about the future? a) Forecasting b) Contingency planning c) Scenario planning d) Benchmarking Answer (Kid-Friendly): (a) It's like guessing what will happen tomorrow! Answer: (a) Forecasting5 8. What is the purpose of contingency planning? a) Setting long-term goals b) Predicting future trends c) Identifying alternative actions for changing situations d) Comparing performance to other organizations Answer (Kid-Friendly): (c) It's like having a backup plan just in case! Answer: (c) Identifying alternative actions for changing situations5 9. What planning technique involves creating multiple plans for different future possibilities? a) Contingency planning b) Scenario planning c) Benchmarking d) Forecasting Answer (Kid-Friendly): (b) It's like having different plans for if it's sunny or rainy tomorrow! Answer: (b) Scenario planning6 10. What planning technique focuses on learning from the success of other organizations? a) Forecasting b) Contingency planning c) Scenario planning d) Benchmarking Answer (Kid-Friendly): (d) It's like seeing what your friends do well and trying it too! Answer: (d) Benchmarking6 11. What is a potential drawback of using staff planners? a) Lack of expertise b) Limited resources c) Communication gaps with line management d) Resistance to change Answer (Kid-Friendly): (c) It's like when the planners and the doers don't talk to each other! Answer: (c) Communication gaps with line management7 12. What is a benefit of participatory planning? a) Reduced planning time b) Increased information and understanding c) Simplified decision-making d) Centralized control Answer (Kid-Friendly): (b) It's like everyone getting to share their ideas! Answer: (b) Increased information and understanding7 13. A company decides to create a plan for dealing with a potential economic recession. This is an example of... a) Forecasting b) Contingency planning c) Benchmarking d) Scenario planning Answer (Kid-Friendly): (b) It's like having a plan for if things get tough! Answer: (b) Contingency planning5 14. A software company sets a goal to increase its market share by 10% in the next year. This is an example of a(n)... a) Objective b) Plan c) Strategy d) Policy Answer (Kid-Friendly): (a) It's like what they want to achieve! Answer: (a) Objective1 15. A manufacturing company creates a detailed schedule for the production of a new product line. This is an example of a(n)... a) Policy b) Procedure c) Operational plan d) Strategic plan Answer (Kid-Friendly): (c) It's like the plan for actually making the stuff! Answer: (c) Operational plan3 16. A company decides to analyze its competitors' pricing strategies to improve its own pricing model. This is an example of... a) Forecasting b) Contingency planning c) Benchmarking d) Scenario planning Answer (Kid-Friendly): (c) It's like checking out what other kids are doing and learning from them! Answer: (c) Benchmarking6 17. A team leader develops a detailed document outlining the steps involved in completing a specific task. This is an example of a... a) Policy b) Procedure c) Budget d) Project schedule Answer (Kid-Friendly): (b) It's like a step-by-step guide! Answer: (b) Procedure4 18. A manager creates a plan that anticipates potential supply chain disruptions. This is an example of... a) Forecasting b) Benchmarking c) Contingency planning d) Scenario planning Answer (Kid-Friendly): (c) It's like having a plan for if the deliveries are late! Answer: (c) Contingency planning5 19. A company develops three different business plans based on different economic growth projections. This is an example of... a) Contingency planning b) Scenario planning c) Forecasting d) Benchmarking Answer (Kid-Friendly): (b) It's like having different plans for if the economy is good, okay, or bad! Answer: (b) Scenario planning6 20. Which of the following is NOT a benefit of planning? a) Improved focus b) Guaranteed success c) Improved coordination d) Improved control Answer (Kid-Friendly): (b) Planning helps, but it doesn't mean everything will always go perfectly! Answer: (b) Guaranteed success. Planning increases the likelihood of success but does not guarantee it.2 21. A sales manager sets a target for their team to increase sales by 20% in the next quarter. This is an example of a(n)... a) Objective b) Strategy c) Policy d) Procedure Answer (Kid-Friendly): (a) It's like what they want to sell! Answer: (a) Objective1 22. A marketing team brainstorms potential responses to a competitor's new product launch. This is an example of... a) Forecasting b) Contingency planning c) Benchmarking d) Scenario planning Answer (Kid-Friendly): (b) It's like thinking about what to do if the other kids come up with something cool! Answer: (b) Contingency planning 23. A company uses historical sales data and statistical models to predict future sales trends. This is an example of... a) Qualitative forecasting b) Quantitative forecasting c) Scenario planning d) Benchmarking Answer (Kid-Friendly): (b) It's like using math to guess what people will buy! Answer: (b) Quantitative forecasting5 24. What is the purpose of a budget? a) To allocate resources to activities, projects, or programs b) To define the organization's long-term goals c) To establish guidelines for decision-making d) To track actual performance against planned performance Answer (Kid-Friendly): (a) It's like deciding how to spend your allowance! Answer: (a) To allocate resources to activities, projects, or programs4 25. What is a key characteristic of a project? a) It is ongoing and repetitive b) It has a clear beginning and end point c) It is defined by a specific budget d) It is managed by a single individual Answer (Kid-Friendly): (b) It's like building a Lego set - you start and then you finish! Answer: (b) It has a clear beginning and end point4 26. Which of the following is NOT a type of operational plan? a) Production plan b) Financial plan c) Scenario plan d) Marketing plan Answer (Kid-Friendly): (c) Scenario plans are for bigger "what ifs" and not everyday stuff! Answer: (c) Scenario plan3 27. A restaurant chain analyzes the customer service practices of a highly successful competitor. This is an example of... a) Benchmarking b) Contingency planning c) Forecasting d) Scenario planning Answer (Kid-Friendly): (a) It's like seeing how another restaurant makes its customers happy and trying to do the same! Answer: (a) Benchmarking6 28. Which type of planning involves input from those who will be affected by the plan? a) Participatory planning b) Top-down planning c) Centralized planning d) Autocratic planning Answer (Kid-Friendly): (a) It's like everyone getting a say in what happens! Answer: (a) Participatory planning7 29. What is the purpose of a policy? a) To describe specific actions to be taken in a given situation b) To provide broad guidelines for decision-making c) To allocate financial resources d) To track the progress of a project Answer (Kid-Friendly): (b) It's like the general rules of the game! Answer: (b) To provide broad guidelines for decision-making3 30. Which of the following is NOT a benefit of involving employees in the planning process? a) Increased creativity b) Greater understanding and acceptance of the plan c) Reduced need for managerial oversight d) Improved commitment to the plan Answer (Kid-Friendly): (c) Even if everyone helps plan, grown-ups still need to be in charge! Answer: (c) Reduced need for managerial oversight. While employee involvement can improve planning, it doesn't eliminate the need for managerial oversight.78 Chapter 2 Study Guide: Management Learning Past to Present 2.1 Classical Management Approaches123 Focus: Efficiency and productivity Key Contributors: ○ Frederick Taylor: Scientific Management - Finding the best way to do a job and training workers to do it that way. ○ Henri Fayol: Administrative Principles - Focused on the functions of managers and how to manage an organization as a whole. ○ Max Weber: Bureaucracy - Creating clear rules, hierarchy, and division of labor for efficiency. Remember: These approaches were developed during the Industrial Revolution when factories were becoming common. They focused on treating work like a science to make it more efficient. 2.2 Behavioural Management Approaches123 Focus: Understanding human needs and behavior at work Key Contributors: ○ Elton Mayo: Hawthorne Studies - Found that workers' feelings and social factors can impact productivity. ○ Abraham Maslow: Hierarchy of Needs - People are motivated by a hierarchy of needs, starting with basic needs like food and safety and going up to higher needs like self-actualization. ○ Douglas McGregor: Theory X and Theory Y - Two different views of workers, Theory X assumes workers dislike work and need to be controlled, Theory Y assumes workers are motivated and responsible. Remember: These approaches emphasized the importance of treating workers as individuals with needs and feelings. 2.3 Modern Management Foundations1234 Focus: Building on previous ideas and adapting to changing times Key Concepts: ○ Quantitative Analysis: Using math and data to make better decisions. ○ Organizations as Systems: Seeing an organization as a system with interconnected parts that impact each other. ○ Contingency Thinking: There's no "one size fits all" in management, the best approach depends on the situation. ○ Quality Management: Continuously improving products and processes to meet customer needs. ○ Evidence-Based Management: Making decisions based on solid research and data. Remember: Modern management borrows from classical and behavioral approaches and uses new tools and techniques to stay effective. Sample MCQ Questions: 1. Which management approach focused on finding "one best way" to do a job? ○ (Kid Answer): The one where they timed people with a stopwatch! ○ (Normal Answer): Scientific Management 2. What did the Hawthorne Studies show was important for worker productivity? ○ (Kid Answer): People being happy at work! ○ (Normal Answer): Social factors and worker feelings 3. What does Theory Y assume about workers? ○ (Kid Answer): They like to do a good job! ○ (Normal Answer): They are motivated and responsible 4. Which modern approach uses math and data to solve problems? ○ (Kid Answer): The one with the calculators! ○ (Normal Answer): Quantitative Analysis 5. What does contingency thinking say about management approaches? ○ (Kid Answer): It depends! ○ (Normal Answer): The best approach depends on the situation 6. Who is known for developing the Hierarchy of Needs? ○ (a) Frederick Taylor ○ (b) Max Weber ○ (c) Abraham Maslow ○ (d) Henri Fayol 7. Which of these is NOT a classical management approach? ○ (a) Scientific Management ○ (b) Administrative Principles ○ (c) Theory X and Theory Y ○ (d) Bureaucracy 8. Which modern approach focuses on continuously improving products and processes? ○ (a) Systems Thinking ○ (b) Quality Management ○ (c) Contingency Thinking ○ (d) Evidence-Based Management 9. Which of these is a characteristic of bureaucracy? ○ (a) Clear rules and hierarchy ○ (b) Focus on worker feelings ○ (c) Flexibility and adaptability ○ (d) Informal communication 10. What is a potential disadvantage of bureaucracy? ○ (Kid Answer): Too many rules! ○ (Normal Answer): Can be rigid and slow to adapt to change 11. What is a key principle of scientific management? ○ (a) Empowering employees ○ (b) Standardizing work processes ○ (c) Focusing on employee satisfaction ○ (d) Encouraging creativity 12. Who is associated with the administrative principles approach? ○ (a) Elton Mayo ○ (b) Henri Fayol ○ (c) Douglas McGregor ○ (d) Frederick Taylor 13. What is a key takeaway from the Hawthorne studies? ○ (a) Money is the primary motivator for workers. ○ (b) Work specialization leads to increased productivity. ○ (c) Social factors influence worker behavior and performance. ○ (d) Bureaucracy is the most efficient organizational structure. 14. What is the highest level of need in Maslow's hierarchy? ○ (a) Safety needs ○ (b) Social needs ○ (c) Esteem needs ○ (d) Self-actualization needs 15. Which management approach emphasizes the use of data and statistical methods? ○ (a) Behavioral management ○ (b) Quantitative management ○ (c) Classical management ○ (d) Contingency management 16. What is a key principle of contingency thinking? ○ (a) There is one best way to manage all organizations. ○ (b) Management approaches should be tailored to specific situations. ○ (c) Employee satisfaction is the most important factor in organizational success. ○ (d) Bureaucracy is essential for effective management. 17. Which management approach is based on the idea that organizations are interconnected systems? ○ (a) Systems thinking ○ (b) Scientific management ○ (c) Administrative principles ○ (d) Contingency thinking 18. What is a key principle of evidence-based management? ○ (a) Relying on intuition and experience ○ (b) Following traditional management practices ○ (c) Making decisions based on research and data ○ (d) Focusing on short-term profits 19. Who is known for his work on quality management? ○ (a) Frederick Taylor ○ (b) Henri Fayol ○ (c) W. Edwards Deming ○ (d) Abraham Maslow 20. Which management approach emphasizes empowering employees and fostering collaboration? ○ (a) Classical management ○ (b) Behavioral management ○ (c) Quantitative management ○ (d) Contingency management 21. What is the main focus of classical management approaches? * (Kid Answer): Making things work really well, like a machine! * (Normal Answer): Efficiency and productivity 22. Why were behavioral management approaches developed? ○ (Kid Answer): Because they realized people matter too! ○ (Normal Answer): To address the human element in the workplace and understand worker motivation and behavior 23. What is a key difference between Theory X and Theory Y managers? * (Kid Answer): One thinks people are lazy, the other thinks they're awesome! * (Normal Answer): Theory X managers assume workers are lazy and need to be controlled, while Theory Y managers believe workers are self-motivated and responsible 24. How do modern management approaches build on earlier ideas? * (Kid Answer): They take the best parts and make them better! * (Normal Answer): They integrate concepts from classical and behavioral approaches and incorporate new tools and techniques 25. Why is evidence-based management important? ○ (Kid Answer): So we don't just guess what works! ○ (Normal Answer): To ensure that management decisions are based on solid research and data rather than assumptions 26. The Hawthorne studies showed that_____ can affect worker productivity. ○ (a) Pay raises ○ (b) Break times ○ (c) Working conditions and social factors) ○ (d) Longer work hours 27. A manager who uses the principles of scientific management would focus on_____. * (a) Employee happiness * (b) Teamwork * (c) Creativity * **(d) Efficiency and standardization**) 28. Which management theory emphasizes the importance of aligning individual needs with organizational goals? * (a) Bureaucracy * **(b) Theory Y**) * (c) Scientific Management * (d) Theory X 29. A manager who uses contingency thinking believes that _____. * (a) All employees are motivated by the same things. * **(b) There is no single best way to manage.**) * (c) Strict rules are necessary for success. * (d) Employees should be closely supervised. 30. _____ involves using mathematical and statistical techniques to improve decision-making. * (a) Systems thinking * (b) Behavioral management * **(c) Quantitative management**) * (d) Contingency thinking Answer Key: 1. Scientific Management 2. Social factors and worker feelings 3. They are motivated and responsible 4. Quantitative Analysis 5. The best approach depends on the situation 6. (c) 7. (c) 8. (b) 9. (a) 10. Can be rigid and slow to adapt to change 11. (b) 12. (b) 13. (c) 14. (d) 15. (b) 16. (b) 17. (a) 18. (c) 19. (c) 20. (b) 21. Efficiency and productivity 22. To address the human element in the workplace and understand worker motivation and behavior 23. Theory X managers assume workers are lazy and need to be controlled, while Theory Y managers believe workers are self-motivated and responsible 24. They integrate concepts from classical and behavioral approaches and incorporate new tools and techniques 25. To ensure that management decisions are based on solid research and data rather than assumptions 26. (c) 27. (d) 28. (b) 29. (b) 30. © Classical Management Insights: Hawthorne Studies: Social and psychological factors influence work behavior; good human relations improve performance. Maslow’s Hierarchy: People have different needs, and achieving self-fulfillment is key to motivation at work. McGregor’s Theory X & Y: Theory Y views people as responsible and capable of self-direction, unlike Theory X. Argyris: Adults dislike strict management and rigid structures; they prefer more freedom and responsibility. Taylor’s Scientific Management: Focus on selecting, training, and supporting workers to improve job performance. Fayol’s Management Functions: Managers should focus on planning, organizing, leading, and controlling. Weber’s Bureaucracy: Describes an efficient organization with a clear hierarchy, formal rules, and defined roles. Behavioral Management Insights: Human Focus: Recognizes the importance of people in organizational performance. Follett's View: Organizations are communities where people work together for a common goal. Open Systems: Organizations interact with external environments and have subsystems that work together. Contingency Thinking: No single best way to manage; approaches should adapt to different situations. Quality Management: Continuous improvement and focus on product and service quality, following standards like ISO. Evidence-Based Management: Uses scientific research to identify best management practices. Modern Management Foundations: Analytics: Uses data and advanced techniques to solve complex management problems. Analytics: Using data analysis to solve problems and make informed decisions. Bureaucracy: A structured organization based on logic, rules, and clear authority. Contingency Thinking: Adjusting management practices to fit different situations. Continuous Improvement: Always looking for ways to enhance work quality and performance. Deficit Principle: A need doesn't motivate unless it’s unmet. Evidence-Based Management: Making decisions based on proven facts and research. Hawthorne Effect: People perform better when they receive special attention. ISO Certification: Meeting strict international quality standards. Learning Style: The preferred way someone learns and processes new information. Motion Study: Analyzing and improving tasks by simplifying physical motions. Need: A lack that drives a person to fulfill it, either physical or psychological. Open System: An organization that interacts with its environment and converts inputs to outputs. Organizational Behaviour: The study of how people and groups act within organizations. Progression Principle: Needs are activated step by step, with each level being met before the next is pursued. Scientific Management: Aligning worker training, incentives, and support to match job requirements. Self-Fulfilling Prophecy: Expectations that cause people to behave in ways that make the expectations come true. Subsystem: A smaller part of a larger system working toward a common goal. System: A set of parts working together for a purpose. Theory X: The belief that people dislike work, lack ambition, and need to be led. Theory Y: The belief that people like responsibility and can be self-directed and creative. Total Quality Management: An organization-wide effort to improve products and services continuously while meeting customer needs. Theory Y & Self-Fulfilling Prophecy: Theory Y assumes people are responsible and self-directed. Managers who believe this encourage workers to act this way, creating a positive, respectful environment where everyone benefits. 17. Deficit and Progression Principle (Maslow's Hierarchy): Needs motivate behavior only when they are not yet satisfied (deficit principle). People move up Maslow’s hierarchy, fulfilling one need after another. For example, once social needs are met, people seek esteem. 18. Contingency Thinking: Adapts management style to fit the situation. Example: Give workers seeking social satisfaction more customer interaction, while giving those who seek esteem more supervisory roles. 19. External Environment's Role: Organizations need resources from the external environment to operate. If customer feedback is bad, adjustments must be made to keep support and resources. 20. Bureaucracy and Flexibility: Bureaucracies use a strict hierarchy, formal rules, and promotions based on performance. While efficient, they can limit employee decision-making. Managers like Enrique should remain organized but also allow workers to meet higher needs, treating them as mature adults in line with Theory Y. Multiple-Choice Questions 1. The assumption that people are complex with widely varying needs is most associated with the ______ management approaches. a. classical b. neoclassical c. behavioural d. modern 2. The father of scientific management is ______. a. Weber b. Taylor c. Mintzberg d. Katz 3. When the registrar of a university deals with students by an identification number rather than a name, which characteristic of bureaucracy is being displayed and what is its intended benefit? a. division of labour, competency b. merit-based careers, productivity c. rules and procedures, efficiency d. impersonality, fairness. 4. If an organization was performing poorly and Henri Fayol was called in as a consultant, what would he most likely suggest to improve things? a. Teach managers to better plan and control. b. Teach workers more efficient job methods. c. Promote to management only the most competent workers. d. Find ways to increase corporate social responsibility. 5. One example of how scientific management principles are applied in organizations today would be: a. conducting studies to increase efficiencies in job performance. b. finding alternatives to a bureaucratic structure. c. training managers to better understand worker attitudes. d. focusing managers on teamwork rather than individual jobs. 6. The Hawthorne studies raised awareness of how ______ can be important influences on productivity. a. structures b. human factors c. physical work conditions d. pay and rewards 7. Advice to study a job, carefully train workers to do that job, and link financial incentives to job performance would most likely come from ______. a. scientific management b. contingency management c. Henri Fayol d. Abraham Maslow 8. The highest level in Maslow’s hierarchy includes ______ needs. a. safety b. esteem c. self-actualization d. physiological 9. Which management theorist would most agree with the statement “If you treat people as grown-ups they will perform that way”? a. Argyris b. Deming c. Weber d. Fuller 10. When people perform in a situation as they are expected to, this is sometimes called the ______ Effect. a. Hawthorne b. systems c. contingency d. open-systems 11. Resource acquisition and customer satisfaction are important when an organization is viewed as a(n) ______. a. bureaucracy b. closed system c. open system d. pyramid 12. The loan-processing department would be considered a ______ of your local bank or credit union. a. subsystem b. closed system c. resource input d. cost centre 13. When a manager notices that Sheryl has strong social needs and assigns her a job in customer relations and gives Farhad lots of praise because of his strong ego needs, the manager is displaying ______. a. systems thinking b. Theory X c. motion study d. contingency thinking 14. Which is the correct match? a. Follet–analytics b. McGregor–motion study c. Deming–quality management d. Maslow–Theory X and Y 15. When managers try to avoid hearsay and make decisions based on solid facts and information, this is known as ______. a. continuous improvement b. evidence-based management c. TQM d. Theory X managem 1. c 2. b 3. d 4. a 5. a 6. b 7. a 8. c 9. a 10. a 11. c 12. a 13. d 14. c 15. B mportance of Planning and Planning Steps: Planning: The process of setting goals and determining how to achieve them. Plan: A set of actions for achieving goals. Five Steps in Planning: 1. Define your objectives. 2. Assess where you are in relation to your goals. 3. Predict future conditions. 4. Choose alternative ways to achieve objectives. 5. Implement the plan and evaluate results. Benefits of Planning: Improves focus, flexibility, action orientation, coordination, control, and time management. Strategic Plans: Set long-term directions. Operational Plans: Implement strategic plans. Policies: Set behavioral guidelines (e.g., sexual harassment policy). Procedures and Rules: Specify actions in situations (e.g., steps for reporting harassment). Budgets: Allocate resources for projects or activities. Types of Plans: Short-Term Plans: Cover a year or less (e.g., quarterly sales targets). Long-Term Plans: Extend three years or more (e.g., business expansion strategy). Strategic Plans: Define critical, long-range goals (e.g., entering a new market). Operational Plans: Focus on specific actions to execute strategic plans (e.g., daily operations). Policies: Provide general guidelines for behavior (e.g., a code of conduct). Procedures/Rules: Define specific steps for actions (e.g., how to handle customer complaints). Budgets: Allocate financial resources to specific projects (e.g., marketing budget for a product launch). Planning Tools and Techniques:  Forecasting: Predicts future events but is not a substitute for planning. Contingency Planning: Prepares alternative actions if circumstances change. Scenario Planning: Examines different future scenarios and their impacts. Goal Risks: Unrealistic goals may encourage unethical behavior. Hierarchy of Objectives: Aligns goals from top to bottom in an organization. Goal Alignment: Participation helps clarify goals for individuals and teams. Benchmarking: Compares practices with the best internal or external standards. Staff Planners: Experts assist in planning, but lack of involvement from implementers may cause problems. Benchmarking: Comparing with internal and external standards to improve. Best Practices: Activities that lead to superior performance. Budget: A plan allocating resources to projects or activities. Complacency Trap: Being stuck in routine without proactively planning. Contingency Planning: Identifying alternative actions if things go wrong. Forecasting: Predicting future events. Functional Plans: Plans for different operations to support overall strategy. Hierarchy of Objectives: Aligning lower-level goals with higher-level goals. Learning Goals: Targets for gaining new knowledge and skills. Long-Term Plans: Plans looking three or more years into the future. Objectives/Goals: Specific outcomes to achieve. Operational Plan: Short-term actions to implement strategic plans. Outcome Goals: Targets for actual performance results. Participatory Planning: Involving those affected or implementing the plans. Plan: Statement of how to accomplish objectives. Planning: Setting objectives and determining how to achieve them. Policy: Broad guidelines for decision-making and actions. Procedure: Specific rules for actions in given situations. Scenario Planning: Preparing for different future scenarios. Short-Term Plans: Plans covering a year or less. Strategic Plan: Long-term directions for the organization. Stretch Goals: Challenging performance targets that require extra effort. Tactical Plan: Plan for implementing parts of a strategic plan. Vision: A statement defining the organization's future purpose and goals. Zero-Based Budget: Allocating resources from scratch, as if no previous budget existed. Multiple-Choice Questions 1. Planning is the process of ______ and ______. a. developing premises about the future, evaluating them b. measuring results, taking corrective action c. measuring past performance, targeting future performance d. setting objectives, deciding how to accomplish them 2. The benefits of planning include ______. a. improved focus b. lower labour costs c. more accurate forecasts d. higher profits 3. In order to help implement its corporate strategy, a business firm would likely develop a ______ plan for the marketing department. a. functional b. single-use c. production d. zero-based 4. ______ planning identifies alternative courses of action that can be taken if and when certain situations arise. a. Zero-based b. Participative c. Strategic d. Contingency 5. The first step in the control process is to ______. a. measure actual performance b. establish objectives and standards c. compare results with objectives d. take corrective action 6. A sexual harassment policy is an example of ______ plans used by organizations. a. long-term b. single-use c. standing-use d. operational.7. When a manager is asked to justify a new budget proposal on the basis of projected activities rather than past practices, this is an example of ______ budgeting. a. zero-based b. variable c. fixed d. contingency 8. One of the benefits of participatory planning is ______. a. reduced time for planning b. less need for forecasting c. greater attention to contingencies d. more commitment to implementation 9. The ideal situation in a hierarchy of objectives is that lower-level plans become the ______ for accomplishing higher-level plans. a. means b. ends c. scenarios d. benchmarks 10. When managers use the benchmarking approach to planning, they ______. a. use flexible budgets b. identify best practices used by others c. are seeking the most accurate forecasts that are available d. focus more on the short term than the long term 11. One of the problems in relying too much on staff planners is ______. a. a communication gap between planners and implementers b. lack of expertise in the planning process c. short-term rather than long-term focus d. neglect of budgets as links between resources and activities 12. The planning process isn’t complete until ______. a. future conditions have been identified b. stretch goals have been set c. plans are implemented and results evaluated d. budgets commit resources to plans 13. When a team leader is trying to follow an approach known as management by objectives, who should set a team member’s performance objectives? a. The team member b. The team leader c. The team leader and team member d. The team member, the team leader, and a lawyer 14. A good performance objective is written in such a way that it ______. a. has no precise timetable b. is general and not too specific c. is almost impossible to accomplish d. can be easily measured 15. Which type of plan is used to guide resource allocations for longterm advancement of the organization’s mission or purpose? a. Tactical b. Operational c. Strategic d. Functional 1. d 2. a 3. a 4. d 5. b 6. c 7. a 8. d 9. a 10. b 11. a 12. c 13. c 14. d 15. C Key Concepts Simplified: 16. Five Steps in the Planning Process: 17. Define your objectives. 18. Assess where you stand in relation to your objectives. 19. Predict future conditions. 20. Identify and choose action alternatives. 21. Implement plans and evaluate results. 22. Benchmarking: Using external standards to evaluate and improve. Example: A bookstore owner visits successful bookstores, compares operations, and makes plans for improvement. 18. Planning Improves Focus: Clear objectives keep organizations and individuals on track. Periodic assessments help evaluate progress and refocus efforts toward goals. 19. Involving People in Planning Improves Implementation: When implementers are part of the planning process, they better understand the plans and are more committed to making them work. 20. Goal Alignment and Participation: Objectives should be clear, measurable, and time-bound. Employees should participate in setting objectives, not just be told what they are. Managers and employees should work together, set goals, review progress, and provide support, recycling the process at least twice a year. Chapter 8 Study Guide: Planning Processes and Techniques 8.1 Why and How Managers Plan Planning: Deciding what you want to achieve and how you're going to do it. It's like creating a roadmap for success.1 Importance of Planning: ○ Helps you focus on what's important.1 ○ Improves action orientation - Encourages taking steps towards goals.1 ○ Better coordination - Everyone working towards the same objectives.1 ○ Improved time management - Planning helps you use your time effectively.1 Steps in the Planning Process: 1. Define objectives: Decide what you want to accomplish.1 2. Assess your current situation: Where are you now compared to your goals?1 3. Make predictions about the future: What might happen that could affect your plans?1 4. Choose actions to reach your objectives: Decide the steps you need to take.1 5. Put your plans into action and see how they're working: Monitor progress and make adjustments as needed.1 8.2 Types of Plans Used by Managers Strategic Plans: Big-picture plans for the entire organization, focusing on long-term goals. They are like a compass guiding the organization's direction.1 Tactical Plans: Shorter-term plans that break down strategic goals into smaller, actionable steps. They are like the detailed instructions for building a specific part of a big project.1 Operational Plans: Day-to-day plans for specific tasks and activities. They are like the to-do list for each team or department.1 Functional Plans: Plans for different areas of the organization, like marketing, finance, or human resources. They are like individual blueprints for each department's work.1 8.3 Planning Tools and Techniques Forecasting: Making predictions about the future based on past trends and data. It's like looking at a weather forecast to prepare for what's coming.1 Contingency Planning: Having backup plans in case things don't go as expected. It's like packing an umbrella even if the forecast says sunny.1 Scenario Planning: Creating plans for different possible future situations. It's like having different outfits ready for different weather conditions.1 Benchmarking: Comparing your performance to other organizations to find ways to improve. It's like seeing how your sports team compares to others to identify areas for improvement.1  Participatory Planning: Involving the people who will be carrying out the plans in the planning process. This helps get everyone on board and makes the plans more likely to be successful.1 8.4 Implementing Plans to Achieve Results SMART Goals: Goals that are Specific, Measurable, Attainable, Relevant, and Time-bound. This makes them clear and easy to track.1 Goal Alignment: Making sure everyone's goals are aligned with the overall goals of the organization. It's like having all the players on a sports team working together to score points.1 Goal Setting: Establishing clear targets to work towards. This helps motivate people and gives them a sense of direction.1 Performance Management: Tracking progress towards goals and providing feedback. It's like a coach giving feedback to players to help them improve.1 Sample MCQ Questions: 1. What is the first step in the planning process? ○ (Kid Answer): Figuring out what you want! ○ (Normal Answer): Defining your objectives 2. Which type of plan is like a roadmap for the entire organization? ○ (Kid Answer): The big plan for everyone! ○ (Normal Answer): Strategic Plan 3. What is contingency planning? ○ (Kid Answer): Having a plan B just in case! ○ (Normal Answer): Creating backup plans in case things go wrong 4. What does SMART stand for in SMART goals? ○ (Kid Answer): It means your goals are super cool! ○ (Normal Answer): Specific, Measurable, Achievable, Relevant, Time-Bound 5. Why is participatory planning important? ○ (Kid Answer): So everyone gets to help make the plan! ○ (Normal Answer): Involving people in the planning process increases their commitment to the plan.1 6. Which of the following is NOT a benefit of planning? ○ (a) Increased procrastination) ○ (b) Improved focus ○ (c) Enhanced coordination ○ (d) Better time management1 7. A plan that focuses on the day-to-day operations of a specific department is called a(n) _____ plan. ○ (a) Strategic ○ (b) Tactical ○ (c) Operational) ○ (d) Functional1 8. _____ involves comparing an organization's performance to that of other high-performing organizations. ○ (a) Forecasting ○ (b) Benchmarking) ○ (c) Contingency planning ○ (d) Scenario planning1 9. Which of the following is a characteristic of a SMART goal? ○ (a) Vague and general ○ (b) Unrealistic and unattainable ○ (c) Specific and measurable) ○ (d) Open-ended and without a deadline1 10. When individual goals are aligned with organizational goals, it is referred to as _____. ○ (a) Goal displacement ○ (b) Goal alignment) ○ (c) Goal conflict ○ (d) Goal ambiguity1 11. Why do managers make plans? * (a) To impress their superiors * (b) To avoid making decisions * **(c) To achieve organizational goals**) * (d) To create unnecessary paperwork 12. A strategic plan outlines an organization’s _____. * (a) Daily tasks * (b) Short-term objectives * **(c) Long-term goals and direction**) * (d) Employee schedules 13. Tactical plans are designed to _____. * **(a) Implement strategic plans**) * (b) Set overall organizational goals * (c) Manage day-to-day operations * (d) Develop contingency plans 14. _____ is a planning technique that involves developing multiple plans for different possible future scenarios. * (a) Benchmarking * (b) Contingency planning * **(c) Scenario planning**) * (d) Forecasting 15. Which of the following is a potential disadvantage of planning? * (a) Improved decision-making * (b) Increased efficiency * **(c) Rigidity in the face of change**) * (d) Enhanced coordination 16. A well-written plan should be _____. * **(a) Actionable and flexible**) * (b) Vague and open-ended * (c) Static and unchanging * (d) Complex and difficult to understand 17. _____ is the process of setting performance targets and determining how to achieve them. * (a) Organizing * (b) Leading * **(c) Planning**) * (d) Controlling 18. Which type of plan guides resource allocation for long-term advancement of the organization's mission? * (a) Tactical * (b) Operational * **(c) Strategic**) * (d) Functional 19. How might planning through benchmarking be used by the owner of a local restaurant? * (Kid Answer): They could check out other awesome restaurants to see what they’re doing! * (Normal Answer): They could compare their restaurant's performance to other successful restaurants in the area to identify best practices and areas for improvement. 20. Why does participatory planning help with implementation? * (Kid Answer): Because everyone feels like part of the team! * (Normal Answer): When people are involved in the planning process, they are more likely to be committed to the plan and work hard to make it successful. 21. A manager is using a planning tool that shows a timeline for completing different tasks in a project. This tool is most likely a _____. * (a) Balance sheet * **(b) Gantt chart**) * (c) SWOT analysis * (d) Decision tree 22. The process of ensuring that projects are completed on time, within budget, and to specifications is called _____. * (a) Strategic management * **(b) Project management**) * (c) Operations management * (d) Risk management 23. Which of the following is NOT a step in the planning process? * (a) Defining objectives * (b) Developing premises about future conditions * (c) Identifying and choosing among action alternatives * **(d) Delegating tasks to subordinates**) 24. A company is developing alternative plans for different economic conditions. This is an example of _____. * (a) Forecasting * (b) Benchmarking * **(c) Scenario planning**) * (d) Contingency planning 25. Effective planning requires managers to _____. * (a) Avoid taking risks * (b) Focus on the short term * **(c) Be adaptable and responsive to change**) * (d) Maintain strict adherence to the original plan Answer Key: 1. Defining your objectives 2. Strategic Plan 3. Creating backup plans in case things go wrong 4. Specific, Measurable, Achievable, Relevant, Time-Bound 5. Involving people in the planning process increases their commitment to the plan. 6. (a) 7. (c) 8. (b) 9. (c) 10. (b) 11. (c) 12. (c) 13. (a) 14. (c) 15. (c) 16. (a) 17. (c) 18. (c) 19. They could compare their restaurant's performance to other successful restaurants in the area to identify best practices and areas for improvement. 20. When people are involved in the planning process, they are more likely to be committed to the plan and work hard to make it successful. 21. (b) 22. (b) 23. (d) 24. (c) 25. (c) Blockchain's Impact: Blockchain, the technology behind digital currencies like Bitcoin, will transform businesses and society, much like the internet did for information. It allows for a secure, decentralized system where assets (money, property, art) can be transacted without intermediaries. Current System Issues: We rely on banks and big institutions to establish trust, which creates inefficiencies (e.g., slow transactions, high fees) and excludes many people from the economy. Blockchain can solve these problems by enabling direct, peer-to-peer transactions securely and efficiently. How Blockchain Works: Blockchain is a global, distributed ledger where digital assets are securely stored and transacted. Miners validate transactions by solving complex problems, creating a chain of blocks that are virtually impossible to hack. Blockchain Applications: Financial Services: Blockchain can streamline payments and settlements, eliminating the need for complex intermediaries. Land Ownership: Putting land titles on a blockchain can protect people’s property rights, especially in developing countries. Sharing Economy: Decentralized platforms could replace companies like Airbnb, empowering individuals to control their own services. Remittances: Blockchain can drastically reduce the cost and time of sending money across borders.  Data Ownership: Blockchain can give individuals control over their personal data, allowing them to monetize it and protect their privacy. Intellectual Property: Artists and content creators can use blockchain to get fair compensation for their work through smart contracts. Blockchain's Potential for Prosperity: Blockchain can democratize wealth creation and help address social inequality by engaging more people in the global economy and ensuring fair compensation for their contributions. Conclusion: Blockchain offers a new way to rewrite economic systems and solve major global challenges, giving society a chance to build a more inclusive and fair future. Import Challenges in Ghana: Ghana struggles to compete with international markets due to cheap imports like tomatoes, rice, and poultry from the EU and other countries. These imports are undercutting local farmers, leading to job losses, poverty, and frustration among Ghanaian farmers. Impact on Local Farmers: Many tomato and rice farmers can't sell their produce, resulting in economic hardships. Some farmers have even resorted to suicide due to financial pressures from bank loans. Poultry production has drastically dropped from 90% in the 1990s to just 5% today due to competition with EU imports. Migration and Its Consequences: With limited opportunities in farming, many young men are migrating to cities like Accra or Kumasi, and some even attempt dangerous journeys to Europe in search of better livelihoods. Migrants like Salifu face the risks of crossing the Sahara Desert and Mediterranean Sea, hoping to work in Europe’s tomato fields under tough conditions. Ghana’s Struggling Tomato Industry: The tomato factory in Pwalugu has shut down, leaving local farmers without a market for their crops. Many farmers have shifted to growing tomatoes for personal use or abandoned the crop altogether. Will Apology, a Ghanaian entrepreneur, is working to revive the local tomato industry by investing in large-scale production to create jobs and reduce reliance on imports. Trade Policy and Development: Policies that support imports over local production are seen as a major problem, stifling local industries. Many believe that reducing imports and protecting local industries could prevent economic migration and boost prosperity. There is hope that with fair trade policies and support for local industries, people in regions like Ghana won’t feel forced to migrate and could earn a decent living at home. Migration as a Last Resort: Many young men, unable to find work at home, turn to risky migration routes. Families like Salifu's hope that by working abroad, they can send remittances home to support education and basic needs. Despite the harsh conditions in Europe’s tomato fields, migrants continue to send money home, supporting families and helping to provide for basic needs like school fees. The Importance of Local Industry:  Revitalizing the local tomato industry in Ghana could provide jobs, keep families together, and reduce the need for dangerous migration journeys. Entrepreneurs like Will Apology are committed to making Ghanaian tomato farming profitable again, while advocating for policies that protect local industries from the damaging effects of cheap imports. The article discusses how technology can help nations preserve their traditional cuisines in a globalized world. Key points: Food Sovereignty: The right to culturally appropriate food and controlling local food systems. Impact of Trade: Trade and migration influence local cuisines but also pose challenges like food dumping, which harms local farmers. Technology's Role: Blockchain and crypto-labelling can enhance traceability and authenticity, ensuring access to traditional, authentic foods while promoting sustainable farming practices. Global Influence: Globalization introduces foreign foods, impacting traditional diets and agricultural practices. Challenges: Local farmers struggle with food imports, and traditional recipes are at risk of being forgotten. Solutions through Technology: Blockchain ensures the traceability of food origins, protecting authenticity. Crypto-labelling helps consumers identify genuine, traditional products, and digital archives can preserve culinary heritage. Globalization's Impact: Foreign foods influence local cuisines, risking the loss of traditional recipes. Food Sovereignty: Importance of cultural food rights and controlling local food systems. Challenges: Local farmers struggle due to food imports and global food trade. Technology Solutions: Blockchain and crypto-labelling ensure food traceability and authenticity, protecting traditional foods. Digital Archives: Technology can help preserve culinary heritage and promote sustainable practices in agriculture. Globalization's Impact: Traditional cuisines face challenges from global food imports and changing consumer preferences. Food Sovereignty: Nations struggle to maintain control over their food systems and traditional agricultural practices. Tech Solutions: Blockchain: Helps trace food origins, ensuring authenticity. Crypto-labelling: Allows consumers to identify genuine, traditional products. Digital Archives: Preserve culinary heritage and provide access to traditional recipes. Trade Effects: Global trade policies often harm local farmers by flooding markets with cheaper imported products.