Bus 305: exam 1 Questions And
Answers 2024
What does it mean to think of an organization as a machine? - Answers:To think of an
organization as a machine is to think that each part plays a role in the company. However,
Fredrick Taylor's mistake was not looking at the whole picture but just the individual parts. An
organization needs to be looked at as a kind of living organism. This means that each character
depends on the whole. To understand the challenges and issues you have to look at the
organization as a whole.
What are the goals of scientific management? - Answers:To effectively and efficiently
accomplish goals and have the least amount of waste.
What are the four principles of scientific management? - Answers:1. Develop a science of each
work task
2. Select & train workers
3. Incent workers to execute to plan
4. Divide responsibility equally between management and workers.
Describe the relationship between managers and employees in scientific management. -
Answers:According to Fredrick Taylor, managers need to enforce standardized methods,
implement the best working conditions, and enforce faster work. Fredrick stresses that
management should isolate their workers for more efficient work, meaning management does not
work with the workman. However, Gilbreth believes that with the implementation of scientific
management, managers should work side by side with the men. They should help, encourage,
and smooth the way for their workers. The management develop rigid rules for every motion of
every man to perfect and standardize the working conditions. They select qualified individuals
who are willing to adopt their methods.
What are the strengths of scientific management? - Answers:According to Fredrick, scientific
management is more effective and efficient. However, Gilbreth emphasizes a stronger working
relationship between management and the working man.
,What are the weaknesses of scientific management? - Answers:The scientific management only
works well for small firms, and the power that the managers have may de motivate the workers,
also does not allow for effective productivity
Provide an example of an effective application of scientific management. - Answers:A good
example of scientific management comes from Gilbreth's analysis of brick laying. He applied the
four principles
Drucker identifies four organizational characteristics that prevent mangers from creating
effective goals. List and describe each of these four obstacles. - Answers:a. The specialized work
of most managers. The number of educated specialists working in business is increasing and that
means the workmanship of the specialists will also increase. Contribution in the workforce is
through specialized knowledge and education. As the specialization of the work increases the
expectation of the work being done will also increase.
b. The hierarchical structure of management. Employees believe that management calculate and
plan everything that they say or do. Management misdirects their workers because they hide the
reasons that they make the decisions they do. All the workers see is the boss says overtime is too
high and promote people who fill out paperwork. They don't get the reason behind the actions.
This leads to poor performance and loss of confidence and respect for management.
c.The differences in vision and work of various levels of management. The text uses the story
about a blind man to describe this obstacle. Each level of management sees the same business or
"elephant" but they all have their own vision. For example, the production foreman sees only the
production problems. Top Management sees the enterprise as a whole, which includes the
stockholders and financial problems. The operating management see things functionally. Every
level see things in a different perspective and doesn't realize that they are talking about the same
thing or they believe they are talking about the same thing but are actually talking about things
that are on opposite spectrums.
d. The compensation structure of the management group. This obstacle is saying that there can
be no simple or rational compensation system. The compensation is an expense to the company
and income to the recipient. But compensation is also looked at as where you fall on the social
status. Compensation is a judgment on the
According to Drucker, control has two meanings. Describe both meanings of control, identify
which Drucker favors, and describe why he favors it. - Answers:Drucker stated that control
, "means the ability to direct oneself and one's work" and that self-control means "stronger
motivation: a desire to do the best rather than do just enough to get by". However, it can also
mean "domination of one person by another". Drucker favors the first meaning of control
because objective are the basis of control in the first sense. If management dominated or
controlled you, you would not be able to complete your task and management would not be able
complete their own objectives as well. The first definition gives the workers the freedom to do
their own work because they have self-control.
Creating goals is only the first step of MBO. How do individuals use these goals? -
Answers:Individuals can use these goals by knowing what the unit objectives are and allows
them to participate actively and responsibly.
What strengths can you identify in MBO? - Answers:Objectives and goals allow workers off all
levels to know what is expected of them, what they expect from themselves, and allows them the
freedom and control over their given task as long as they fulfill the task within the parameters set
forth by management. MBO also allows for open communication between management and
workers. Management by objective wants there to be a sense of community, trust, and control.
What weaknesses can you identify in MBO? - Answers:Management by objective can create a
sense of misdirection between the workers and management. This could include that
management is not sharing their logic behind their actions with the workforce, which leads
workers to assume. There is also misdirection when it comes to compensation and the fine lines
that salary entails.
In what type of environment will MBO produce superior results? - Answers:MBO should be
used by companies that don't require training. Drucker stated that a lot of people are becoming
educated. MBO is about people being able to set objectives and control their own work, this
means that people need to be able to come into the work force with a sense of what the job is and
not need training from the company.
In what type of environment will MBO produce poor results? - Answers:MBO should not be
used in companies where training is required because MBO is about setting your own objectives.
Companies that require training use a standardized set of methods.
What are the strengths of systems thinking? When should we use it? - Answers:Strengths of
systems thinking is that it is extremely effective on the most difficult types of problems to solve:
Answers 2024
What does it mean to think of an organization as a machine? - Answers:To think of an
organization as a machine is to think that each part plays a role in the company. However,
Fredrick Taylor's mistake was not looking at the whole picture but just the individual parts. An
organization needs to be looked at as a kind of living organism. This means that each character
depends on the whole. To understand the challenges and issues you have to look at the
organization as a whole.
What are the goals of scientific management? - Answers:To effectively and efficiently
accomplish goals and have the least amount of waste.
What are the four principles of scientific management? - Answers:1. Develop a science of each
work task
2. Select & train workers
3. Incent workers to execute to plan
4. Divide responsibility equally between management and workers.
Describe the relationship between managers and employees in scientific management. -
Answers:According to Fredrick Taylor, managers need to enforce standardized methods,
implement the best working conditions, and enforce faster work. Fredrick stresses that
management should isolate their workers for more efficient work, meaning management does not
work with the workman. However, Gilbreth believes that with the implementation of scientific
management, managers should work side by side with the men. They should help, encourage,
and smooth the way for their workers. The management develop rigid rules for every motion of
every man to perfect and standardize the working conditions. They select qualified individuals
who are willing to adopt their methods.
What are the strengths of scientific management? - Answers:According to Fredrick, scientific
management is more effective and efficient. However, Gilbreth emphasizes a stronger working
relationship between management and the working man.
,What are the weaknesses of scientific management? - Answers:The scientific management only
works well for small firms, and the power that the managers have may de motivate the workers,
also does not allow for effective productivity
Provide an example of an effective application of scientific management. - Answers:A good
example of scientific management comes from Gilbreth's analysis of brick laying. He applied the
four principles
Drucker identifies four organizational characteristics that prevent mangers from creating
effective goals. List and describe each of these four obstacles. - Answers:a. The specialized work
of most managers. The number of educated specialists working in business is increasing and that
means the workmanship of the specialists will also increase. Contribution in the workforce is
through specialized knowledge and education. As the specialization of the work increases the
expectation of the work being done will also increase.
b. The hierarchical structure of management. Employees believe that management calculate and
plan everything that they say or do. Management misdirects their workers because they hide the
reasons that they make the decisions they do. All the workers see is the boss says overtime is too
high and promote people who fill out paperwork. They don't get the reason behind the actions.
This leads to poor performance and loss of confidence and respect for management.
c.The differences in vision and work of various levels of management. The text uses the story
about a blind man to describe this obstacle. Each level of management sees the same business or
"elephant" but they all have their own vision. For example, the production foreman sees only the
production problems. Top Management sees the enterprise as a whole, which includes the
stockholders and financial problems. The operating management see things functionally. Every
level see things in a different perspective and doesn't realize that they are talking about the same
thing or they believe they are talking about the same thing but are actually talking about things
that are on opposite spectrums.
d. The compensation structure of the management group. This obstacle is saying that there can
be no simple or rational compensation system. The compensation is an expense to the company
and income to the recipient. But compensation is also looked at as where you fall on the social
status. Compensation is a judgment on the
According to Drucker, control has two meanings. Describe both meanings of control, identify
which Drucker favors, and describe why he favors it. - Answers:Drucker stated that control
, "means the ability to direct oneself and one's work" and that self-control means "stronger
motivation: a desire to do the best rather than do just enough to get by". However, it can also
mean "domination of one person by another". Drucker favors the first meaning of control
because objective are the basis of control in the first sense. If management dominated or
controlled you, you would not be able to complete your task and management would not be able
complete their own objectives as well. The first definition gives the workers the freedom to do
their own work because they have self-control.
Creating goals is only the first step of MBO. How do individuals use these goals? -
Answers:Individuals can use these goals by knowing what the unit objectives are and allows
them to participate actively and responsibly.
What strengths can you identify in MBO? - Answers:Objectives and goals allow workers off all
levels to know what is expected of them, what they expect from themselves, and allows them the
freedom and control over their given task as long as they fulfill the task within the parameters set
forth by management. MBO also allows for open communication between management and
workers. Management by objective wants there to be a sense of community, trust, and control.
What weaknesses can you identify in MBO? - Answers:Management by objective can create a
sense of misdirection between the workers and management. This could include that
management is not sharing their logic behind their actions with the workforce, which leads
workers to assume. There is also misdirection when it comes to compensation and the fine lines
that salary entails.
In what type of environment will MBO produce superior results? - Answers:MBO should be
used by companies that don't require training. Drucker stated that a lot of people are becoming
educated. MBO is about people being able to set objectives and control their own work, this
means that people need to be able to come into the work force with a sense of what the job is and
not need training from the company.
In what type of environment will MBO produce poor results? - Answers:MBO should not be
used in companies where training is required because MBO is about setting your own objectives.
Companies that require training use a standardized set of methods.
What are the strengths of systems thinking? When should we use it? - Answers:Strengths of
systems thinking is that it is extremely effective on the most difficult types of problems to solve:
