ASQ - Ch 8 - Management Skills & Abilities (P 132 - 198) ||
with 100% Error-free Answers.
role of management correct answers to plan, carry out, monitor, and initiate action to maintain
the appropriate focus and results, and ensure the viability of the organization
Total Quality Management (TQM) correct answers look across the organization to see how you
are doing; be more knowledgeable and committed to mission
POSDC - Principles of Management correct answers P stands for Planning, O for Organizing, S
for Staffing, D for Directing and C for Coordinating.
Planning is the setting of goals and objectives and the methods for achieving them.
Organizing involves structuring the organization and the work to be done, obtaining and
allocating resources in order to carry out the plans.
Staffing includes acquiring and placing the right people for the right job as well as further
developing their competencies.
Directing is guiding members of the organization (see Chapter 1) to achieve the mission, plans,
and objectives of the organizational work unit.
Controlling involves monitoring activities and results to ensure that desired outcomes are
obtained.
Baldrige Performance Excellence Program (BPEP) correct answers *Visionary Leadership
*Creating a sustainable organization *Communication and organizational performance *Strategy
development and deployment *Customer-driven engagement and excellence *Performance
measurement, analysis, review, and improvement *Management of information, knowledge, and
IT *Building a competent, effective, supportive, and valued workforce *Organizational and
personal learning
*Designing, managing, and improving work processes with a systems perspective and emphasis
on creating value *Achieving measurable and effective process, product, customer-focused,
workforce-focused, leadership- and governance-focused, financial- and market-focused
performance outcomes
*Managing for innovation * Social responsibility
Baldrige considers companies with 500 staff or less a small company
Management Theories and Styles correct answers Many management styles are based on theories
developed 70 to 100 years ago. Most management theories take 30 yrs before they take hold.
,a) Scientific Management (Taylor)
b) Classical Organizational Theory
c) Human Relations Theory (Hawthorne studies concluded that the informal work group had
influence on worker productivity. Maslow's hierarchy of needs is still applicable. This style
considers the informal work group, and emphasizes employee welfare, motivation and
communications)
d) Behavioral Theories:
Behavior Management (created by Mayo based on Hawthorne Effect) - Experiments showed an
increase in worker productivity produced by the psychological stimulus of being singled out,
involved and made to feel important.
Hawthorne effect - "employees will respond positively to any novel change in work environment
- e.g., illumination, relocation etc. Employees are more productive when they know they are
being studied."
e) Systematic Thinking (Clarifies duties/ responsibilities with systematic techniques and
processes. Company has strict control of the worker's lives, when they were in the workplace).
Looking at organization as a "whole". An example is Peter Senge's systems theory. Recent
emphasis on Total Quality falls into this category.
f) Complexity Theory
g) Seven Habits
h) Administrative - created by Fayol: (good management skills can be learned. This would imply
that a good manager can be successful in one industry, and by use his management skills, could
switch to another industry with equal success) structured and formalized management method.
Fayol laid down the 14 principles of management: division of work, discipline, authority and
responsibility, subordination of individual interest to general interest, remuneration,
centralization, order, equity, initiative, spirit de corps, stability of tenu
scientific management (Taylor) correct answers Said money motivated workers - differential
piece system of paying workers (fair pay linked to amount produced). One best way to perform
each task to increase productivity [can result in repetitive work, boredom].
Principles of Scientific Management:
1. Time and motion study - study the way jobs are performed and find new ways of doing them.
2. Teach, train and develop the workman with improved methods of doing work. Codify the new
methods into rules.
,3. Interest of employer and employees should be fully harmonized so as to secure mutually
understanding relations between them.
4. Establish fair levels of performance and pay a premium for higher performance.
Trained engineers' breakdown the task and find the "one best way" for managing the shop. It
calls for use of scientific elements to determine specific work elements. The proper selection and
training of workers, using the "right" methods. Workers doubled or tripled their output and
increased their wages by 60%. Concepts of organization and management, the breaking down of
tasks into manageable elements, with specialized staff help. Management does the thinking,
workers do the muscle work.
Also known as "Taylor management" or "American management model"
Classical Organizational Theory correct answers bureaucracy is the ideal org structure
Human Relations Theory correct answers Hawthorne effect: focus on workers and involve them
Behavioral Theories correct answers Maslow's hierarchy of needs
Herzberg's two-factor theory (satisfiers and dissatisfiers)
McGregor's Theory X versus Theory Y (negative vs positive view of human nature)
Learning Theories correct answers a) Kolb's experiential learning model (reflection cycle) -
concrete experience (doing stage) then reflective observation (thinking stage) then abstract
conceptualization (concluding stage) then active experimentation (adapting stage)
b) Gardner's multiple types of intelligence
Behavior Management correct answers Skinner's behavior modification and conditioning (+
reinforcement)
Situational Leadership correct answers Chapter 2 Hersey and Blanchard
(high task-high relationship thru low task - low relationship)
Directive - telling and directing what to do
Selling - coaching the employee, yet still directing their actions
Participating - employee is skilled in his work, but still needs guidance
Delegating - employee is now skilled and able to do the work
Systems Thinking correct answers Senge's five disciplines, 5th is systems thinking - shifts focus
to being larger part of world. Instead of focusing of individual issues, systems thinking reflects
the observational process of an entire system. Managers have to understand that every action and
, consequence is correlated with another. Many times managers focus on individual actions, and
forget about seeing the big picture. When correlation is understood, it enables us to see
interrelationships and patterns of change in particular situations. Managers will be able to
determine cause and effect.
Complexity Theory correct answers interaction between parts of system as well as system and
environment
Managerial Grid correct answers Blake and Mouton, two-axis grid. X axis = amount of focus, Y
axis = measure of concern. The model identified five leadership styles by their relative positions
on the grid:
Impoverished (concern for production = 1; concern for people = 1)
Produce or Perish (9, 1)
Middle of the Road (5, 5) - mediocracy
Country Club (1, 9) - The Manager sees to the team's needs first and foremost over everything
else. The assumption by the leader is that happiness within the team will naturally lead to
improved productivity; however, there is no guarantee that productivity will not falter.
Team (9, 9) Best - The leader shows a commitment to staff empowerment as well as toward
increasing productivity. By encouraging the workers to operate as a team, the belief is they will
be motivated to accomplish more.
Seven Habits of Highly Successful People correct answers Covey (proactive, keep end in mind,
prioritize, win-win, understand, synergy, renewal)
DISC Method (Dominance, Influence, Steadiness, Conscientiousness) - Marston correct answers
Personality testing system based on how people respond to their environment. Individuals can
probably fit or see themselves in major categories or patterns with some overlaps. It is used for
determining basic personality and behavior in a variety of situations including sales, teams,
listening, leading, diversity, work expectations, communication skills, conflict management and
more situation. A common use is to fit the personality or behavioral types to the demands of the
position. It has a high and low level.
Dominance areas are: developer, results-oriented, inspirational, and creative patterns.
Influence areas: promoter, persuader, counselor, and appraiser patterns
Steadiness areas: specialist, achiever, agent and Investigator patterns
Conscientious area: objective thinker, perfectionist & practitioner patterns.
Myers-Briggs Type Indicator (MBTI) Personality Test correct answers management style
personality tool. Based on Carl Jung's work. Primarily concerned with valuable differences in
people that result from where they like to focus their attention, way they prefer information, way
they make decisions and kind of lifestyle they adopt. Each combination types has its own set of
