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Chapter2-ManagementYesterdayandTodayTrue/FalseAccordingtoAdamSmithdivisionoflaborwasanimportantconcept.TrueeasyIntheIndustrialRevolutionmachinepowerbegansubstitutingforhumanpower.Trueeasy“PrinciplesofScientificManagementwaswrittenbyFrederickTaylor.TruemoderateFrankGilbrethsbest-knowncontributiontoscientificmanagementconcernedselectingthebestworker.FalsemoderateFrederickTaylorismostassociatedwiththeprinciplesofscientificmanagement.TrueeasyOnecouldsaythatFayolwasinterestedinstudyingmacromanagementissueswhereasTaylorwasinterestedinstudyingmicromanagementissues.TruemoderateBureaucracyasdescribedbyWeberemphasizesrationalityandinterpersonalrelationships.FalsemoderateDecisionsondeterminingacompanysoptimuminventorylevelshavebeensignificantlyinfluencedbyeconomicorderquantitymodeling.TruemoderateBarnardFolletMusterbergandOwenarealltheoristsareassociatedwiththeearlyorganizationalbehaviorapproach.TruemoderateMultipleChoiceAdamSmithsTheWealthofNationsputforththattheprimaryeconomicadvantagebysocietieswouldbegainedfromwhichofthefollowingconceptsmanagementplanningandcontrolon-thc-johtrainingunionrepresentationfairemploymentlegislationdivisionoflabordifficultWhichofthefollowingisnotoneofhefourmanagementapproachesthatgrewoutofhefirsthalfofthiscenturyscientificmanagementgeneraladministrativeorganizationalbehaviorsystemsapproacheasyquantitativeAccordingtothetextprobablythebest-knownexampleofTaylorsscientificmanagementwastheexperiment.horseshoepigironmoderatebluecollarfishtankWhichofthefollowingisNOToneofTaylorsfourprinciplesofmanagementDevelopascienceforeachelementofanindividuaPsworkwhichwillreplacetheoldrule-of-thumbmethod.Scientificallyselectandthentrainteachanddeveloptheworker.Heartilycooperatewiththeworkerssoastoensurethatallworkisdoneinaccordancewiththeprinciplesdeveloped.ProvidemanagerswilllessworkthanotheremployeessothemanagerscanplanaccordinglydifficultGeneraladministrativetheoryfocusesontheentireorganizationeasymanagersandadministrators.themeasurementoforganizationaldesignrelationships.primarilytheaccountingfunction.administrativeissuesaffectingnon-managerialemployees.ThefourteenprinciplesofmanagementareassociatedwithwhomWeberDruckerTaylorGilbrethFayolmoderateWhichofthefollowingapproachestomanagementhasalsobeenlabeledoperationsresearchormanagementscienceThequalitativeapproachThequantitativeapproacheasyTheexperimentalapproachThetheoreticalapproachWhichofthefollowingwouldnotbeassociatedwiththequantitativeapproachtomanagementa.informationmodelsb.critical-pathschedulingsystematicmotivationofindividualsmoderatelinearprogrammingstatisticsWithoutquestionthemostimportantcontributiontothedevelopingfieldoforganizationalbehaviorcameoutofthe.TaylorStudies.PorterStudies.ParkerStudies.HawthorneStudiesmoderateWhatscientistismostcloselyassociatedwiththeHawthorneStudiesAdamsMayoeasyLawlerBarnarde.FollettOneoutcomeoftheHawthornestudiescouldbedescribedbywhichofthefollowingstatementsSocialnormsarethekeydeterminantsofindividualworkbehaviormoderateMoneyismoreimportantthanthegrouponindividualproductivity.Behaviorandemployeesentimentsareinverselyrelated.Securityisrelativelyunimportant.Whilegroupsareanimportantdeterminantofworkerproductivitytheindividualhim/herselfismostimportant.ScenariosandQuestionsHISTORICALBACKGROUNDOFMANAGEMENTALookBackScenarioCindySchultztiredfromworkingwithcustomersalldaydecidedtotakeafifteen-minutenaptohelpclearherheadbeforethe4:15managersmeeting.Hercompanyhadrecentlybegunare-engineeringprocessaswellasotherchangesrequiringcopiousmanagementinput.Assheleanedbackinherchairshewonderedifmanagementsciencehadalwaysbeenthiswayandhowitallbegan.AsshenappedshedreamedthatalongwithMr.PeebodiasherguideshewastravelingintheManagementWayBackMachinethattookherbackthroughmanagementhistory.OneoftheearliestsitesCindyvisitedwasAdamSmithshomeauthorofTheWealthofNationswhichsuggestedthatorganizationsandsocietywouldgainfroma.timemanagement.divisionoflabormoderategroupwork.qualitymanagement.timeandmotionstudies.Cindyvisitedabookstorewheretherewasabooksigningoccurring.ShelookeddownandsawthatthetitleofthebookwasPrinciplesofScientificManagementandconcludedhaltheauthormustbea.AdamSmith.FrankGilbrelh.HenryGantt.FrederickTayloreasyHenriFayol.CindyadmiredtheworksofTaylorandGilbrelhtwoadvocatesofscientificmanagementmoderateorganizationalbehavior.humanresourcemanagement.motivation.leadership.Cindyspentsometimevisitingwitharesearchershepreviouslyknewlittleaboutbutwhoalsocontributedtomanagementsciencebybeingamongthefirsttousemotionpicturefilmstostudyhand-and-bodymotionsandbydevisingaclassificationschemeknownasatherblig.a.HenryGanttb.MaxWeberc.ChesterBarnardFrankGilbrethmoderateLillianMaryParkerFolletEssayQuestionsSCIENTIFICMANAGEMENTInashortessaydiscussFrederickTaylorsworkinscientificmanagement.NextlistTaylorsfourprinciplesofmanagement.AnswerFrederickTaylordidmostofhisworkattheMidvaleandBethlehemSteelCompaniesinPennsylvania.AsamechanicalengineerwithaQuakerandPuritanbackgroundhewascontinuallyappalledbyworkersinefficiencies.Employeesusedvastlydifferenttechniquestodothesamejob.Theywereinclinedto”lakeiteasyonthejobandTaylorbelievedthatworkeroutputwasonlyaboutone-thirdofwhatwaspossible.Virtuallynoworkstandardsexisted.Workerswereplacedinjobswithlittleornoconcernformatchingtheirabilitiesandaptitudeswiththetaskstheywererequiredodo.Managersandworkerswereincontinualconflict.Taylorsetouttocorrecthesituationbyapplyingthescientificmethodtoshopfloorjobs.Hespentmorethantwodecadespassionatelypursuingthe“onebestway“foreachjobtobedone.TaylorsFourPrinciplesofManagementDevelopascienceforeachelementofanindividualsworkwhichwillreplacetheoldrule-of-thumbmethod.Scientificallyselectandthentrainteachanddeveloptheworker.Heartilycooperatewiththeworkerssoastoensurethatalworkisdoneinaccordancewiththeprinciplesofthesciencethathasbeendeveloped.Divideworkandresponsibilityalmostequallybetweenmanagementandworkers.Managementtakesoverallworkforwhichitisbetterfittedthantheworkers.difficultInashortessaydiscusstheworkinscientificmanagementbyFrankandLillianGilhrcth.AnswerFrankGilhrcthisprobablybestknownforhisexperimentsinbricklaying.Bycarefullyanalyzingthebricklayersjobhereducedthenumberofmotionsinlayingexteriorbrickfrom18toabout5andonlayinginteriorbrickthemotionswerereducedfrom18to
2.UsingtheGilbrethstechniquesthebricklayercouldbemoreproductiveandlessfatiguedattheendoftheday.TheGilbrethswereamongthefirstresearcherstousemotionpicturestostudyhand-and-bodymotionsandheamountoftimespentdoingeachmotion.Wastedmotionsmissedbythenakedeyecouldbeidentifiedandeliminated.TheGilbrethsalsodevisedaclassificationschemeolabel17basichandmotionswhichtheycalledtherbligs.ThisschemeallowedtheGilbrethsamoreprecisewayofanalyzingaworkersexacthandmovements.moderateGENERALADMINISTRATIVETHEORISTSInashortessaydiscusstheworkofHenriFayolasitrelatestothegeneraladministrativeapproachtomanagement.NextlistanddiscusssevenofFayolsfourteenprinciplesofmanagement.AnswerFayoldescribedthepracticeofmanagementassomethingdistinctfromaccountingfinanceproductiondistributionandothertypicalbusinessfunctions.Hearguedthatmanagementwasanactivitycommontoallhumanendeavorsinbusinessgovernmentandeveninthehome.Hethenproceededtostate14principlesofmanagement—fundamentalrulesofmanagementthatcouldbetaughtinschoolsandappliedinallorganizationalsituations.FayolsFourteenPrinciplesofManagvnicmDivisionofwork.-specializationincreasesoutputbymakingemployeesmoreefficient.Authority-managersmustbeableogiveorders.Authoritygivesthemthisright.Alongwithauthorityhowevergoesresponsibility.Discipline-employeesmustobeyandrespectheruleshatgoverntheorganization.Unityofcommand-everyemployeeshouldreceiveordersfromonlyonesuperior.Unityofdirection-theorganizationshouldhaveasingleplanofactiontoguidemanagersandworkersf.Subordinationofindividualintereststohegeneralinterest-theinterestsofanyoneemployeeorgroupofemployeesshouldnottakeprecedenceovertheinterestsoftheorganizationasawhole.Remuneration-workersmustbepaidafairwageforheirservices.Centralization-histermreferstohedegreetowhichsubordinatesareinvolvedindecisionmakingi.Scalarchain-thelineofauthorityfromopmanagementothelowestranksinthescalarchain.Order-peopleandmaterialsshouldbeintherightplaceattherightlime.Equity-managersshouldbekindandfairtotheirsubordinates.Stabilityoftenureofpersonnel-managementshouldprovideorderlypersonalplanningandensurethatreplacementsareavailabletofillvacancies.Initiative-employeeswhoareallowedtooriginateandcarryoutplanswillexerthighlevelsofeffortn.Espritdecorps-promotingteamspiritwillbuildharmonyandunitywithintheorganization.difficultInashortessaydiscussMaxWeberscontributiontothegeneraladministrativeapproachtomanagement.AnswerMaxWeberwasaGermansociologistwhostudiedorganizationalactivity.Writingintheearly1900shedevelopedatheoryofauthoritystructuresandrelations.Weberdescribesanidealtypeoforganizationhecalledabureaucracy—aformororganizationcharacterizedbydivisionoflaboraclearlydefinedhierarchydetailedrulesandregulationsandimpersonalrelationships.Weberrecognizedthatthis“idealbureaucracy^^didntexistinreality.Insteadheintendeditasabasisfbrtheorizingaboutworkandhowworkcouldbedoneinlargegroups.Histheorybecamethemodelstructuraldesignfbrmanyortodayslargeorganizations.easyTOWARDUNDERSTANDINGORGANIZATIONALBEHAVIORInashortessaydescribetheHawthorneStudies.NextdiscusstheroleofEltonMayointhesestudiesandsomeofthefindingsofhisresearch.AnswerWithoutquestionthemostimportantcontributiontothedevelopingOBfieldcameoutoftheHawthorneStudiesaseriesofstudiesconductedattheWesternElectricCompanyWorksinCiceroIllinois.ThesestudieswereinitiallydesignedbyWesternElectricindustrialengineersasascientificmanagementexperiment.Theywantedtoexaminetheeffectofvariousilluminationlevelsonworkerproductivity.Basedontheirresearchitwasconcludedthatilluminationintensitywasnotdirectlyrelatedtogroupproductivity.In1927theWesternElectricengineersaskedHarvardprofessorEltonMayoandhisassociatestojointhestudyasconsultants.ThroughadditionalresearchEltonMayoconcludedthatbehavioraffectedindividualbehaviorthatgroupstandardsestablishindividualworkeroutputandthatmoneyislessafactorindeterminingoutputthanarcgroupstandardsgroupsentimentsandsecurity.Theseconclusionsledtoanewemphasisonthehumanbehaviorfactorinthefunctioningoforganizationsandtheattainmentoftheirgoals.difficultCURRENTTRENDSANDISSUESInashortessaydefineentrepreneurshipanddiscussthethreeimporthemesthatstickoutinthisdefinitionofentrepreneurship.AnswerEntrepreneurshipistheprocesswherebyanindividualoragroupofindividualsusesorganizedeffortsandmeanstopursueopportunitiestocreatevalueandgrowbyfulfillingwantsandneedsthroughinnovationanduniquenessnomatterwharesourcesarecurrentlycontrolled.1involvesthediscoveryofopportunitiesandtheresourcestoexploithem.Threeimportantthemesstickoutinthisdefinitionofentrepreneurship.Firstisthepursuitofopportunities.Entrepreneurshipisaboutpursuingenvironmentaltrendsandchangeshatnooneelsehasseenorpaidattentionto.Thesecondimportantthemeinentrepreneurshipisinnovation.Entrepreneurshipinvolveschangingrevolutionizingtransformingandintroducingnewapproaches—lhaisnewproductsorservicesofnewwaysofdoingbusiness.Thefinalimportanthemeinentrepreneurshipisgrowth.Entrepreneurspursuegrowth.Theyarenotcontenttostaysmallortostaythesameinsize.Entrepreneurswanttheirbusinessestogrowandworkveryhardtopursuegrowthastheycontinuallylookfortrendsandcontinuetoinnovatenewproductsandnewapproaches.moderateInashortessaydefinee-businessande-commerce.Nextdiscussthethreecategoriesofe-businessinvolvement.AnswerE-businesselectronicbusinessisacomprehensivetermdescribingthewayanorganizationdoesitsworkbyusingelectronicInternet-basedlinkageswithitskeyconstituenciesemployeesmanagerscustomerssuppliersandpartnersinordertoefficientlyandeffectivelyachieveitsgoals.Itsmorethane-commercealthoughc-businesscanincludec-commcrcc.E-commcrccelectroniccommerceisanyformofbusinessexchangeortransactioninwhichthepartiesinteractelectronically.Thefirstcategoryofc-busincssinvolvementanc-busincssenhancedorganizationatraditionalorganizationthatsetsupc-busincsscapabilitiesusuallye-coininercewhilemaintainingitstraditionalstructure.ManyFortune500typeorganizationsareevolvingintoe-businessesusingthisapproach.TheyusetheInternettoenhancenottoreplacetheirtraditionalwaysofdoingbusiness.Anothercategoryofe-businessinvolvementisane-businessenabledorganization.Inthistypeofe-businessanorganizationusestheInternettoperformitstraditionalbusinessfunctionsbelterbutnottosellanything.InotherwordsheInternetenablesorganizationalmemberstodotheirworkmoreefficientlyandeffectively.Therearenumerousorganizationsusingelectroniclinkagestocommunicatewithemployeescustomersorsuppliersandtosupporthemwithinformation.Thelastcategoryofe-businessinvolvementiswhenanorganizationbecomesatotale-business.TheirwholeexistenceismadepossiblebyandrevolvesaroundtheInternet.moderateInashortessaydiscussheneedforinnovationandilexibilityasitrelatestothesurvivaloftodaysorganizations.AnswerInnovationhasbeencalledthemostpreciouscapabilitythatanyorganizationintodayseconomymusthaveandnurture.Withoutaconstantflowofnewideasanorganizationisdoomedtoobsolescenceofevenworsefailure.Inasurveyaboutwhatmakesanorganizationvaluableinnovationshowedupatthetopofthelist.Thereisabsolutelynodoubtthatinnovationiscrucial.Anotherdemandfacingtodaysorganizationsandmanagersistheneedforflexibility.Inacontextwherecustomersneedsmaychangeovernightwherenewcompetitorsconicandgoatbreathtakingspeedandwhereemployeesandtheirskillsarcshiftedasneededfromprojecttoprojectonecanseehowflexibilitymightbevaluable.easyInashortessaydiscusstheconceptoftotalqualitymanagementandthesixcharacteristicsthatdescribethisimportantconcept.AnswerAqualityrevolutionsweptthroughboththebusinessandpublicsectorsduringthe1980sand1990s.ThegenerictermusedtodescribethisrevolutionwastotalqualitymanagementorTQMforshort.ItwasinspiredbyasmallgroupofqualityexpertsthemostfamousbeingW.EdwardsDemingandJosephM.Juran.TQMisaphilosophyofmanagementdrivenbycontinualimprovementandrespondingtocustomerneedsandexpectations.Theobjectiveistocreateanorganizationcommittedtocontinuousimprovementinworkprocesses.TQMisadeparturefromearliermanagementtheoriesthatwerebasedonthebeliefthatlowcostsweretheonlyroadoincreasedproductivity.TheSixCharacterislicsofTotalQualityManagemenlIntenseFocusonthecustomer-hecustomerincludesnotonlyoutsiderswhobuytheorganizationsproductsorservicesbutalsointernalcustomerssuchasshippingoraccountspayablepersonnelwhointeractwithandserveothersintheorganization.Concernforcontinualimprovement-TQMisacommitmenttoneverbeingsatisfied.Verygoodisnotgoodenough.Qualitycanalwaysbeimproved.Process-focused-TQMfocusesonworkprocessesasthequalityofgoodsandservicesiscontinuallyimproved.Improvementinthequalityofeverythingtheorganizationdoes-TQMusesaverybroaddefinitionofquality.Itrelatesnotonlytothefinalproductbutalsotohowtheorganizationhandlesdeliverieshowrapidlyitrespondstocomplaintsandhowpolitelythephonesareanswered.Accuratemeasurement-TQMusesstatisticaltechniquestomeasureeverycriticalvariableintheorganizationsoperations.Thesearecomparedagainststandardsorbenchmarkstoidentifyproblemstracethemtotheirrootsandeliminatetheircauses.Empowermentofemployees-TQMinvolvesthepeopleonthelineintheimprovementprocess.TeamsarewidelyusedinTQMprogramsasempowermentvehiclesforfindingandsolvingproblems.difficultInashortessaydescribethelearningorganizationanddiscusstheconceptofknowledgemanagement.AnswerTodaysmanagersconfrontanenvironmentwherechangetakesplaceatanunprecedentedrate.Constantinnovationsininformationandcomputertechnologiescombinedwiththeglobalizationofmarketshavecreatedachaoticworld.Asaresultmanyofthepastmanagementguidelinesandprinciplesnolongerapply.Successfulorganizationsofthetwenty-firstcenturymustbeabletolearnandrespondquicklyandwillbeledbymanagerswhocaneffectivelychallengeconventionalwisdommanagetheorganizationsknowledgebaseandmakeneededchanges.Inotherwordstheseorganizationswillneedtobelearningorganizations.Alearningorganizationisonethathasdevelopedthecapacitytocontinuouslylearnadaptandchange.Partofamanagersresponsibilityinfosteringanenvironmentconducingtolearningistocreatelearningcapabilitiesthroughouttheorganization—fromlowestleveltohighestlevelandinallareas.Knowledgemanagementinvolvescultivatingalearningculturewhereorganizationalmemberssystematicallygatherknowledgeandshareitwithothersintheorganizationsoastoachievebetterperformance.moderate。