MGMT 443 Exam 1 Questions with Latest
Update
Frederick Taylor's Scientific Management and Problems that affected productivity -
Answer--Trust between management and employees
-Soldiering (avoiding work)
-Foremen lack operational knowledge
-Use of rule-of-thumb decisions
Principles of scientific management - Answer--Emphasizes scientifically determined
jobs and management practices as a way to improve efficiency and labor productivity.
-Taylor proposed that workers "could be retooled like machines, their physical and
mental gears recalibrated for better productivity."
Henri Fayol's administration principles - Answer--Division of labor
-Unity of command
-Unity of direction
-Line of authority
-Centralization
-Equity
-Initiative
-Stability of tenure
-Esprit de corps
unity of command - Answer-"you only have one boss"
unity of direction - Answer-"similar activities in an organization should be grouped
together under one manager"
line of authority - Answer-gives management the right to give orders because of the
authority they have
Initiative - Answer-employees should be allowed to generate ideas
esprit the corps - Answer-The feeling of camaraderie among members of a group or an
organization
stability of tenure - Answer-keeping employees because of the knowledge they have
Hawthorne Effect - Answer-the alteration of behavior by the subjects of a study due to
their awareness of being observed
, Hawthorne experiment and conclusions - Answer-People worked just as hard under all
lighting conditions because they knew they were being watched. It attributed better
performance to being treated better by managers
Theory X - Answer--People are lazy
-need to control performance.
-use rewards & punishments.
Theory Y - Answer--work is fun
-when empowered, employees will take responsibility & work hard.
liason - Answer-a person is located in one department but has the responsibility for
communicating and acheiving coordination and collaboration in another department
Recent trends that affect organ. design: (4) - Answer--Globalization
-Speed of technological development
-Organizing for speed and flexibility
-Ethics and sustainability
centralization - Answer-decision authority is located near the top of the organizational
hierarchy.
formalization - Answer-amount of written documentation in the organization. Includes
procedures, job descriptions, regulations, and policy manuals.
specialization - Answer-degree to which organizational tasks are divided into separate
jobs.
hierarchy
of authority (span of control) - Answer-describes who reports to whom and the span of
control for each manager. (The hierarchy is depicted by the vertical lines on an
organization chart)
vertical complexity - Answer-the number of layers of management
horizontal complexity - Answer-the number of distinct departments in an organization
culture - Answer-is the underlying set of key values, beliefs, understandings, and norms
shared by employees.
size - Answer-can be measured for the organization as a whole or for specific
components, such as a plant or division.
goals and strategy - Answer-organization's goals and strategy define the purpose and
competitive techniques that set it apart from other organizations. Goals are often written
down as an enduring statement of company intent. A strategy is the plan of action that
Update
Frederick Taylor's Scientific Management and Problems that affected productivity -
Answer--Trust between management and employees
-Soldiering (avoiding work)
-Foremen lack operational knowledge
-Use of rule-of-thumb decisions
Principles of scientific management - Answer--Emphasizes scientifically determined
jobs and management practices as a way to improve efficiency and labor productivity.
-Taylor proposed that workers "could be retooled like machines, their physical and
mental gears recalibrated for better productivity."
Henri Fayol's administration principles - Answer--Division of labor
-Unity of command
-Unity of direction
-Line of authority
-Centralization
-Equity
-Initiative
-Stability of tenure
-Esprit de corps
unity of command - Answer-"you only have one boss"
unity of direction - Answer-"similar activities in an organization should be grouped
together under one manager"
line of authority - Answer-gives management the right to give orders because of the
authority they have
Initiative - Answer-employees should be allowed to generate ideas
esprit the corps - Answer-The feeling of camaraderie among members of a group or an
organization
stability of tenure - Answer-keeping employees because of the knowledge they have
Hawthorne Effect - Answer-the alteration of behavior by the subjects of a study due to
their awareness of being observed
, Hawthorne experiment and conclusions - Answer-People worked just as hard under all
lighting conditions because they knew they were being watched. It attributed better
performance to being treated better by managers
Theory X - Answer--People are lazy
-need to control performance.
-use rewards & punishments.
Theory Y - Answer--work is fun
-when empowered, employees will take responsibility & work hard.
liason - Answer-a person is located in one department but has the responsibility for
communicating and acheiving coordination and collaboration in another department
Recent trends that affect organ. design: (4) - Answer--Globalization
-Speed of technological development
-Organizing for speed and flexibility
-Ethics and sustainability
centralization - Answer-decision authority is located near the top of the organizational
hierarchy.
formalization - Answer-amount of written documentation in the organization. Includes
procedures, job descriptions, regulations, and policy manuals.
specialization - Answer-degree to which organizational tasks are divided into separate
jobs.
hierarchy
of authority (span of control) - Answer-describes who reports to whom and the span of
control for each manager. (The hierarchy is depicted by the vertical lines on an
organization chart)
vertical complexity - Answer-the number of layers of management
horizontal complexity - Answer-the number of distinct departments in an organization
culture - Answer-is the underlying set of key values, beliefs, understandings, and norms
shared by employees.
size - Answer-can be measured for the organization as a whole or for specific
components, such as a plant or division.
goals and strategy - Answer-organization's goals and strategy define the purpose and
competitive techniques that set it apart from other organizations. Goals are often written
down as an enduring statement of company intent. A strategy is the plan of action that
