MHA 702 Study Hints for exam 7 QUESTIONS & SOLUTIONS(RATED A)
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Course
MHA 702
Institution
MHA 702
Authoritarian - ANSWER focus is on work, minimizes the importance of people, motivating force for productivity is fear, autocratic managers are unquestionably "in charge", and employees have 2 options- do as they are told or leave.
Legalistic - ANSWER Began in the 1930s w/ passage of wage/hour l...
MHA 702 Study Hints for exam
7 QUESTIONS &
SOLUTIONS(RATED A)
Authoritarian - ANSWER focus is on work, minimizes the importance of people, motivating force for
productivity is fear, autocratic managers are unquestionably "in charge", and employees have 2 options-
do as they are told or leave.
Legalistic - ANSWER Began in the 1930s w/ passage of wage/hour laws and the enactment of labor laws.
Expanded the civil rights act of '64. Managers interact with employees out of strict regard for employee
rights.
Humanistic - ANSWER contented, well treated employees who are dealt with fairly. Employees equitably
are generally better producers and more loyal than those who are not treated so.
Two significant influences (Humanistic) - ANSWER legislation and the human relations movement in
management.
Where are most managers now? - ANSWER scientific management and human relations. In most
circumstances, people-centered management is more effective in inspiring productivity than is
production-centered management.
Are authoritarian management and managers who use an authoritative style the same - remember
Goleman's article? - ANSWER No, Authoritarian: "Do as you are told", dictates, my way or the highway
Authoritative: "Follow me', guide, sets the goals for you to follow
Origins of the school of scientific management: why did it come about and what happened to it? -
ANSWER Early 1900s.
, Focus is on the process(work) and production (output), while largely ignoring people(employee)it
strengthened the concept of Production-centered management. Introduction of ergonomics
Theory X - ANSWER "Your job is to get as much work as you can out of me. My job is to do as little work
as possible."
Employees are indifferent, passive, and even resistant to organizational needs. Supervisors must
constantly control workers
Underlying assumptions (Theory X) - ANSWER - People are inclined to work as little as possible
- Most people lack ambition, dislike responsibility and prefer to be told what to do
- People are resistant to change
- The average person is gullible, easily duped, and not particular bright
Theory Y - ANSWER People are not passive or resistant to organizational needs. Motivation, capacity,
potential and readiness to work toward organizational goals are innately present. Managers are
responsible for helping people to recognize and develop these characteristics
Underlying Assumptions (Theory Y) - ANSWER Employees can best achieve their own goals by directing
their personal efforts toward organizational objectives.
Differences between going to court and arbitration - rules, obtaining evidence, procedures costs and
outcomes. - ANSWER Arbitration uses rules of evidence and procedures that are less formal than those
followed in trial courts. Arbitrators may not exceed the limits of their authority in their award (no
punitive damages). Arbitrators are not bound by legal precedent. Arbitration saves time, is flexible and
usually less costly than trial. Arbitration can usually be conducted in a private setting so others will not
be aware of its proceedings
binding arbitration - ANSWER similar to a court proceeding in that an arbitrator has the power to impose
a decision.
non-binding arbitration - ANSWER an arbitrator has the power to recommend but not impose a decision.
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