ASAP PACE Certificate Exam with
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The Classic Schools of Management - Answer-Industrial Revolution - Max Weber, Henri
Fayol, Mary Parker Follett: Focus on standardized processes, bureaucracy, hierarchy,
the division of labor, the relationship of machines and workers, etc. (how it should be
structured/controlled)
Max Weber: introduced bureaucracy in terms of:
-a well-defined hierarchy or chain of command with trained managers.
-a division of labor based on skills.
-promotions based on competence.
-complete records and written rules, procedures, and regulations.
bureaucratic organizations exercise control based on knowledge, expertise, and
experience.
Henri Foyal proposed modern general management principles applicable to all fields.
Foyal planned managerial functions around activities of planning, organizing,
commanding, coordinating, and controlling.
14 principles of management:
-Division of Work - Assign each employee a task that they can become proficient at.
Productivity increases as employees become more skilled, assured and efficient.
Today, experts sti
The Behaviorist/Human Relations School of Management - Answer-1930s - Chester
Barnard, Frederick Herzberg: Focus on human behavior, relationships, group dynamics,
etc.
Chester Barnard developed the idea of the "informal organization" communication and
coordination between employees is essential.
Frederick Herzberg proposed that some job factors result in satisfaction/motivation.
Other job factors result in dissatisfaction/Hygiene. Pay is a hygiene factor.
Recognition, meaning, and responsibility can motivate workers.
,The Modern School of Management - Answer-Peter Drucker, Tom Peters: Focus on
knowledge work, management by objectives, emotional intelligence, etc.
Peter Drucker is the father of modern management and emphasized decentralization,
knowledge work (creating value through information), management by objectives, and
the goal achievement process called "SMART"
He belives that managers should be leaders and should: 1. set objectives, 2. organize,
3. motivate and communicate, 4. measure, 5. develop people.
Tom peters: found that the greatest companies focused mainly on fostering innovation,
nurturing champions, using hands-on management, sticking to core competencies,
flattening the hierarchy, empowering employees to make decisions.
Contemporary Management - Answer-Blends ALL schools to respond to unique forces
of today's workplace. Focus on bringing out the best in diverse and mobile workers.
Managing constant change.
Embrace change - Answer-leaders and organizations must be prepared to move quickly
and embrace change.
Phases of the Business Life Cycle - Answer-Launch > Growth > Shake-Out > Maturity >
Decline or Renewal
Phases of the Business Life Cycle: Launch - Answer-Move from planning to operations -
launching new products or services and marketing to target customers.
Phases of the Business Life Cycle: Growth - Answer-rapid growth.
Challenges include: managing revenue, managing effectively, and dealing with
competition
Phases of the Business Life Cycle: Shake-Out - Answer-Grow slower usually because
of market saturation or competitors. Decline in profits because of significant increase in
costs to expand
Phases of the Business Life Cycle: Maturity - Answer-As the market matures, growth
decreases and competition increases. May seek to expand customer base or invest in
new technologies or emerging markets
Phases of the Business Life Cycle: Decline or Renewal - Answer-Sales, profit and cash
flow all decline. May exit the market, reinvent themselves or reengineer the business
Old Style Organizations - Answer-Old Goal: Efficiency
Based on Processes
Products: goods or services
,structure based on functions
Competition
Hierarchy in management
management focus: Individuals
company focus: quantity and cost
Top-down decision-making
Give direction
Promotion upward.
New Style Organizations - Answer-New goals: Innovation and Impact
based on Projects
product: information or services
Collaboration
managing for Agility / Flexibility
management focus: Teams
company focus: innovation and disruption
Distributed Decision making
Strategic best practices
give coordination
advance to new projects and skills.
Unicorn Start-Ups - Answer-Reach billion dollar valuation within a few years of opening.
More than 180 unicorn startups that reach a billion dollars have disrupted every industry
and created new markets worth more than 1.5 trillion.
The "Gig" Economy - Answer-Workforce defined by freelancing, short-term
engagements, temporary contracts and independent contracting
Understanding an Organization's Culture - Answer-Observe and adapt to prevalent
values, norms, customs and behaviors
Organization's Culture Profile Considerations - Answer-Interpersonal Communications
Interactions
Mindset
Workplace Climate
Management vs. Leadership - Answer-Not an either/or - you can both manage and lead.
Leadership- high level, inspirational, aspirational, it's about influencing
Management - Accomplishment, performance, productivity, balancing objectives,
progress, managing priorities
Situational Leadership - Answer-the situation determines who becomes the leader of
the group.
, leadership group approach - Answer-leaders emerge based on their ability to meet the
groups needs.
action-centered leadership - Answer-John Adair
Blended leadership approach
The leader has three intertwined goals:
1. achieve the task
2. build and maintain an effective team
3. develop the skills of the team members.
Performance and goal achievement.
leadership = influence - Answer-the purpose will communicate:
1. Vision - it describes what you want to accomplish and where you want to go. (where
are we going?)
2. Mission - the description of steps to be taken to arrive at the vision. Shows the path to
get there. (how will we get there?)
3. Values - beliefs and ideals shared by team members, which creates a shared culture
and identity. (why are we going there?)
credibility = trust - Answer-Credibility is what builds trust.
you must be reliable and follow through on your word.
support, respect, honesty, accountability, composure are important to build credibility.
Leadership is adaptive - Answer-leaders are flexible. Leaders who fail to adjust to the
situation will lose their way. leaders have the ability to correct course.
leadership empowers - Answer-leaders inspire confidence and self-esteem in
themselves and in others.
some leaders inspire by bold talk/soft talk and by example.
Leadership recognizes the contributions of others - Answer-leaders do not give credit
for success only to themselves. Everyone participates and contributes.
Leadership fosters creativity - Answer-leaders find imaginative ways to work with
existing or limited resources. Solve problems faster, better, cheaper.
leadership is about solving problems. - Answer-closing the gap on the desired outcome
and perceived reality.
Complete Solution 100%
Guaranteed Pass
The Classic Schools of Management - Answer-Industrial Revolution - Max Weber, Henri
Fayol, Mary Parker Follett: Focus on standardized processes, bureaucracy, hierarchy,
the division of labor, the relationship of machines and workers, etc. (how it should be
structured/controlled)
Max Weber: introduced bureaucracy in terms of:
-a well-defined hierarchy or chain of command with trained managers.
-a division of labor based on skills.
-promotions based on competence.
-complete records and written rules, procedures, and regulations.
bureaucratic organizations exercise control based on knowledge, expertise, and
experience.
Henri Foyal proposed modern general management principles applicable to all fields.
Foyal planned managerial functions around activities of planning, organizing,
commanding, coordinating, and controlling.
14 principles of management:
-Division of Work - Assign each employee a task that they can become proficient at.
Productivity increases as employees become more skilled, assured and efficient.
Today, experts sti
The Behaviorist/Human Relations School of Management - Answer-1930s - Chester
Barnard, Frederick Herzberg: Focus on human behavior, relationships, group dynamics,
etc.
Chester Barnard developed the idea of the "informal organization" communication and
coordination between employees is essential.
Frederick Herzberg proposed that some job factors result in satisfaction/motivation.
Other job factors result in dissatisfaction/Hygiene. Pay is a hygiene factor.
Recognition, meaning, and responsibility can motivate workers.
,The Modern School of Management - Answer-Peter Drucker, Tom Peters: Focus on
knowledge work, management by objectives, emotional intelligence, etc.
Peter Drucker is the father of modern management and emphasized decentralization,
knowledge work (creating value through information), management by objectives, and
the goal achievement process called "SMART"
He belives that managers should be leaders and should: 1. set objectives, 2. organize,
3. motivate and communicate, 4. measure, 5. develop people.
Tom peters: found that the greatest companies focused mainly on fostering innovation,
nurturing champions, using hands-on management, sticking to core competencies,
flattening the hierarchy, empowering employees to make decisions.
Contemporary Management - Answer-Blends ALL schools to respond to unique forces
of today's workplace. Focus on bringing out the best in diverse and mobile workers.
Managing constant change.
Embrace change - Answer-leaders and organizations must be prepared to move quickly
and embrace change.
Phases of the Business Life Cycle - Answer-Launch > Growth > Shake-Out > Maturity >
Decline or Renewal
Phases of the Business Life Cycle: Launch - Answer-Move from planning to operations -
launching new products or services and marketing to target customers.
Phases of the Business Life Cycle: Growth - Answer-rapid growth.
Challenges include: managing revenue, managing effectively, and dealing with
competition
Phases of the Business Life Cycle: Shake-Out - Answer-Grow slower usually because
of market saturation or competitors. Decline in profits because of significant increase in
costs to expand
Phases of the Business Life Cycle: Maturity - Answer-As the market matures, growth
decreases and competition increases. May seek to expand customer base or invest in
new technologies or emerging markets
Phases of the Business Life Cycle: Decline or Renewal - Answer-Sales, profit and cash
flow all decline. May exit the market, reinvent themselves or reengineer the business
Old Style Organizations - Answer-Old Goal: Efficiency
Based on Processes
Products: goods or services
,structure based on functions
Competition
Hierarchy in management
management focus: Individuals
company focus: quantity and cost
Top-down decision-making
Give direction
Promotion upward.
New Style Organizations - Answer-New goals: Innovation and Impact
based on Projects
product: information or services
Collaboration
managing for Agility / Flexibility
management focus: Teams
company focus: innovation and disruption
Distributed Decision making
Strategic best practices
give coordination
advance to new projects and skills.
Unicorn Start-Ups - Answer-Reach billion dollar valuation within a few years of opening.
More than 180 unicorn startups that reach a billion dollars have disrupted every industry
and created new markets worth more than 1.5 trillion.
The "Gig" Economy - Answer-Workforce defined by freelancing, short-term
engagements, temporary contracts and independent contracting
Understanding an Organization's Culture - Answer-Observe and adapt to prevalent
values, norms, customs and behaviors
Organization's Culture Profile Considerations - Answer-Interpersonal Communications
Interactions
Mindset
Workplace Climate
Management vs. Leadership - Answer-Not an either/or - you can both manage and lead.
Leadership- high level, inspirational, aspirational, it's about influencing
Management - Accomplishment, performance, productivity, balancing objectives,
progress, managing priorities
Situational Leadership - Answer-the situation determines who becomes the leader of
the group.
, leadership group approach - Answer-leaders emerge based on their ability to meet the
groups needs.
action-centered leadership - Answer-John Adair
Blended leadership approach
The leader has three intertwined goals:
1. achieve the task
2. build and maintain an effective team
3. develop the skills of the team members.
Performance and goal achievement.
leadership = influence - Answer-the purpose will communicate:
1. Vision - it describes what you want to accomplish and where you want to go. (where
are we going?)
2. Mission - the description of steps to be taken to arrive at the vision. Shows the path to
get there. (how will we get there?)
3. Values - beliefs and ideals shared by team members, which creates a shared culture
and identity. (why are we going there?)
credibility = trust - Answer-Credibility is what builds trust.
you must be reliable and follow through on your word.
support, respect, honesty, accountability, composure are important to build credibility.
Leadership is adaptive - Answer-leaders are flexible. Leaders who fail to adjust to the
situation will lose their way. leaders have the ability to correct course.
leadership empowers - Answer-leaders inspire confidence and self-esteem in
themselves and in others.
some leaders inspire by bold talk/soft talk and by example.
Leadership recognizes the contributions of others - Answer-leaders do not give credit
for success only to themselves. Everyone participates and contributes.
Leadership fosters creativity - Answer-leaders find imaginative ways to work with
existing or limited resources. Solve problems faster, better, cheaper.
leadership is about solving problems. - Answer-closing the gap on the desired outcome
and perceived reality.
