Mgmt-310 Chapter 2

Front 1

When will employees be indifferent to managerial directives?

Back 1

Employees will be indifferent to managerial directives
if they:
1. are understood
2. are consistent with the purpose of the organization
3. are compatible with the people’s personal interests
4. can actually be carried out by those people

Front 2

An approach to dealing with conflict in which one party deals with the conflict by satisfying its desires and objectives at the expense of the other party’s desires and objectives:

Back 2

domination

Front 3

A set of interrelated elements or parts that function as a whole:

Back 3

system

Front 4

How did Follett believe conflict could be handled? (Hint: 3 ways)

Back 4

1) Domination
2) Compromise
3) Integration

Front 5

A group member whose work pace is significantly faster than the normal pace in his or her group:

Back 5

rate buster

Front 6

The “father of scientific management”:

Back 6

Frederick Taylor

Front 7

Who conducted the Hawthorne studies?

Back 7

Elton Mayo

Front 8

How were decisions made before scientific management?

Back 8

Decisions were made haphazardly using “seat-of-the-pants” method without any study or thought.

Front 9

What are the organizational forms of a bureaucracy?

Back 9

Monarchies and patriarchies

Front 10

The Gantt chart would most likely be a tool in _____ management.

Back 10

Operations

Front 11

An approach to dealing with conflict in which both parties deal with the conflict by giving up some of what they want in order to reach agreement on a plan to reduce or settle the conflict:

Back 11

compromise

Front 12

What are Frederick Taylor’s 4 principles of management?

Back 12

1) Develop a science for each element of a man’s work, which replaces the old rule-of-thumb method.
2) Scientifically select and then train, teach, and develop the workman.
3) Cooperate with the men to insure all work is done in accordance with the principles of the science.
4) There is almost equal division of the work and the responsibility between management and workmen.

Front 13

Who is best known for the use of motion studies to simplify work?

Back 13

Frank and Lillian Gilbreth

Front 14

While many people assume that managers have the authority to do whatever they want, _____ believed that workers ultimately grant managers their authority.

Back 14

Chester Barnard

Front 15

What aspects of work does human relations management focus on?

Back 15

The psychological and social aspects

Front 16

What are the 3 origins of operations management?

Back 16

1) Guns
2) Geometry
3) Fire

Front 17

The inevitable and steady deterioration of a system:

Back 17

entropy

Front 18

Systems that can sustain themselves without interacting with their environments:

Back 18

closed systems

Front 19

Demonstrated that workers’ feelings and attitudes affected their work, that financial incentives weren’t the most important motivator for workers, and that group norms play a critical role in behavior at work:

Back 19

The Hawthorne Studies

Front 20

Which management theorist would have said, "The need for coordination never goes away?"

Back 20

Mary Parker Follett

Front 21

When did management become a field of study?

Back 21

125 years ago

Front 22

The exercise of control on the basis of knowledge, expertise, or experience:

Back 22

bureaucracy

Front 23

Thoroughly studying and testing different work methods to identify the best, most efficient way to complete a job:

Back 23

scientific management

Front 24

Timing how long it takes good workers to complete each part of their jobs:

Back 24

time study

Front 25

Management with no standardization of procedures or follow-up on improvements:

Back 25

“Seat-of-the Pants” Management

Front 26

The _____ approach to management encourages managers to complicate their thinking by looking for connections between the different parts of the organization.

Back 26

Systems

Front 27

Who is known as the “mother of scientific management"?

Back 27

Mary Parker Follett

Front 28

What is Max Weber best known for?

Back 28

Developing ideas on bureaucratic management.

Front 29

_____ management uses a quantitative or mathematical approach to find ways to increase productivity, improve quality, and manage or reduce costly inventories.

Back 29

Operations management

Front 30

Did Chester Barnard believe that humans naturally cooperate?

Back 30

No

Front 31

What 7 elements characterize a bureaucracy?

Back 31

1) Qualification-based hiring
2) Merit-based promotion
3) Chain of commands
4) Division of labor
5) Impartial application of rules and procedures
6) Recorded in writing
7) Managers separate from owners

Front 32

An approach to dealing with conflict in which both parties deal with the conflict by indicating their preferences and then working together to find an alternative that meets the needs of both:

Back 32

integrative conflict resolution

Front 33

When two or more subsystems working together can produce more than they can working apart:

Back 33

synergy

Front 34

What were Frank and Lillian Gilbreth best known for?

Back 34

Their use of motion studies to simplify work.

Front 35

What functions did Henry Fayol believe that successful managers should perform?

Back 35

1) Planning
2) Organizing
3) Coordinating
4) Commanding
5) Controlling

Front 36

What are the 2 types of complex environments?

Back 36

1) GENERAL – consists of the economy and the technological, sociocultural, and political/legal trends that indirectly affect all organizations.

2) SPECIFIC – includes customers, competitors, suppliers, industry regulation, and advocacy groups.

Front 37

When workers deliberately slow their pace or restrict their work outputs:

Back 37

soldiering

Front 38

Systems that can sustain themselves only by interacting with their environments, on which they depend for their survival:

Back 38

open systems

Front 39

Holds that there are no universal management theories and that the most effective management theory or idea depends on the kinds of problems or situations that managers or organizations are facing at a particular time and place:

Back 39

contingency management

Front 40

A system of consciously coordinated activities or forces created by two or more people:

Back 40

organization

Front 41

Who is best known for developing ideas on bureaucratic management?

Back 41

Max Weber

Front 42

Smaller systems that operate within the context of a larger system:

Back 42

subsystem

Front 43

A graphical chart that shows which tasks must be completed at which times in order to complete a project or task:

Back 43

Gantt chart

Front 44

Breaking each task or job into its separate motions and then eliminating those that are unnecessary or repetitive:

Back 44

motion study

Front 45

According to Max Weber, what is used to help a bureaucracy achieve organizational goals in the most efficient way?

Back 45

Merit-based promotion

Front 46

Occurs when there is automatic acceptance of managerial authority:

Back 46

Zone of indifference

Front 47

How did the Industrial Revolution change the nature of work?

Back 47

Low-paid, unskilled workers using machines replace high-paid, skilled artisans.

Front 48

Skills that are most important for team leaders and lower level managers:

Back 48

Technical skills

Front 49

What are the 3 advantages of group/team decision making?

Back 49

1) Multiple perspectives
2) More alternate solutions
3) Commitment to decisions

Front 50

What type of teams have the highest team autonomy?

Back 50

Self-designing teams

Front 51

When should teams be used?

Back 51

Use teams when...
-There is a clear purpose.
-Team requires people working together.
-Team-based rewards are possible.
-Resources exist.
-Teams have authority.

Front 52

A group composed of two or more people who work together to achieve a shared goal:

Back 52

traditional work group

Front 53

Behavior in which team members withhold their efforts and fail to perform their share of the work:

Back 53

social loafing

Front 54

The first stage of team development, in which team members meet each other, form initial impressions, and begin to establish team norms:

Back 54

forming

Front 55

What 4 things can be done to enhance team effectiveness?

Back 55

1) Setting team goals
2) Team training
3) Selecting team members
4) Team compensation

Front 56

A team that manages and controls all of the major tasks of producing a product or service:

Back 56

self-managing team

Front 57

The second stage of team development, characterized by conflict and disagreement, in which team members disagree over what the team should do and how it should do it:

Back 57

storming

Front 58

What are the 4 disadvantages of group/team decision making?

Back 58

1) Groupthink
2) Slowness - inefficient meetings
3) Minority domination
4) Lack of accountability

Front 59

What type of teams have the lowest team autonomy?

Back 59

Traditional work groups

Front 60

What are the first 4 stages of team development?

Back 60

1) Forming
2) Storming
3) Norming
4) Performing

Front 61

Focusing on ____, ____, and ____ can help companies select the right team members.

Back 61

Individualism-collectivism, team diversity, team level

Front 62

What are the disadvantages of teams?

Back 62

1) Social loafing
2) Initially high employee turnover

Front 63

The fourth and final stage of team development, in which performance improves because the team has matured into an effective, fully functioning team:

Back 63

performing

Front 64

A team composed of employees from different functional areas of the organization:

Back 64

cross-functional team

Front 65

Cognitive conflict that focuses on problems and issues:

Back 65

C-type conflict

Front 66

How can social loafing be prevented?

Back 66

-Make tasks important and interesting.
-Establish clear group goals.
-Make individuals accountable.

Front 67

What are the 5 most important characteristics of work teams?

Back 67

1) Team norms
2) Team cohesiveness
3) Team size
4) Team conflict
5) Team development

Front 68

A reversal of the storming phase, in which the team’s comfort level decreases, team cohesion weakens, and angry emotions and conflict may flare:

Back 68

de-storming

Front 69

The variances or differences in ability, experience, personality, or any other factor on a team:

Back 69

team diversity

Front 70

A team composed of geographically and/or organizationally dispersed coworkers who use telecommunication and information technologies to accomplish an organizational task:

Back 70

virtual team

Front 71

A team that has the characteristics of self-managing teams but also controls team design, work tasks, and team membership:

Back 71

self-designing team

Front 72

Conflict that is associated with improvements in team performance:

Back 72

C-type conflict

Front 73

The third stage of team development, in which team members begin to settle into their roles, group cohesion grows, and positive team norms develop:

Back 73

norming

Front 74

Social loafing occurs when:

Back 74

-Task is viewed as unimportant.
-People think contributions are unidentifiable or don't matter.
-People think teammates will loaf.

Front 75

A small number of people with complementary skills who hold themselves mutually accountable for pursuing a common purpose, achieving performance goals, and improving interdependent work processes:

Back 75

work team

Front 76

Affective conflict that focuses on emotional and personal disagreements:

Back 76

A-type conflict

Front 77

A team created to complete specific, onetime projects or tasks within a limited time:

Back 77

project team

Front 78

The degree to which a person believes that people should be self-sufficient and that loyalty to one’s self is more important than loyalty to a team or company:

Back 78

individualism-collectivism

Front 79

A team that provides advice or makes suggestions to management concerning specific issues:

Back 79

employee involvement team

Front 80

A reversal of the forming stage, in which team members position themselves to control pieces of the team, avoid each other, and isolate themselves from team leaders:

Back 80

de-forming

Front 81

Informally agreed-on standards that regulate team behavior:

Back 81

team norms

Front 82

The extent to which team members are attracted to a team and motivated to remain in it:

Back 82

cohesiveness

Front 83

A group that has the authority to make decisions and solve problems related to the major tasks of producing a product or service:

Back 83

semi-autonomous work group

Front 84

A reversal of the norming stage, in which team performance begins to decline as the size, scope, goal, or members of the team change:

Back 84

de-norming

Front 85

The responsibilities of a _____ are limited to the execution of tasks.

Back 85

traditional work group

Front 86

Studies indicate that _____ are one of the most powerful positive influences on work behavior.

Back 86

team norms

Front 87

In the early morning of 21 November 1970, a raiding force of 56 men began one of the most daring American operations of the Vietnam War, a nighttime raid 23 miles west of Hanoi on the Son Tay prisoner of war (POW) camp. A highly disciplined team rehearsed the rescue 170 times under the most realistic possible conditions, including night live-fire exercises in a complete Son Tay mockup. This team would be classified as a(n)________ team.

Back 87

Project

Front 88

In the early morning of 21 November 1970, a raiding force of 56 men began one of the most daring American operations of the Vietnam War, a nighttime raid 23 miles west of Hanoi on the Son Tay prisoner of war (POW) camp. A highly disciplined team rehearsed the rescue 170 times under the most realistic possible conditions, including night live-fire exercises in a complete Son Tay mockup. This highly disciplined team with the goal of freeing POWs most likely had high _____.

Back 88

cohesiveness

Front 89

_____ is much more likely to occur in large teams.

Back 89

Social loafing

Front 90

In the early morning of 21 November 1970, a raiding force of 56 men began one of the most daring American operations of the Vietnam War, a nighttime raid 23 miles west of Hanoi on the Son Tay prisoner of war (POW) camp. During the ________ stage of team development, the team of raiders would have rehearsed the rescue process.

Back 90

norming

Front 91

In the early morning of 21 November 1970, a raiding force of 56 men began one of the most daring American operations of the Vietnam War, a nighttime raid 23 miles west of Hanoi on the Son Tay prisoner of war (POW) camp. During the ________ stage of team development the raiders would have made their attack on the POW camp.

Back 91

performing

Front 92

A decision-making method in which members of a panel of experts respond to questions and to each other until reaching agreement on an issue:

Back 92

Delphi technique

Front 93

A decision-making method in which group members use computers to build on each others’ ideas and generate many alternative solutions:

Back 93

electronic brainstorming

Front 94

A decision-making method in which group members are added to a group discussion one at a time. The existing group members listen to each new member’s thoughts, ideas, and recommendations; then the group shares the ideas and suggestions that it had already considered, discusses the new and old ideas, and makes a decision:

Back 94

stepladder technique

Front 95

A decision-making method in which an individual or a subgroup is assigned the role of a critic:

Back 95

devil’s advocacy

Front 96

A decision-making method that begins and ends by having group members quietly write down and evaluate ideas to be shared with the group:

Back 96

nominal group technique

Front 97

A decision-making method in which decision makers state the assumptions of a proposed solution (a thesis) and generate a solution that is the opposite (antithesis) of that solution:

Back 97

dialectical inquiry

Front 98

This technique improves group decision making by decreasing a-type conflict:

Back 98

nominal group technique