ARE 112 Midterm Lundblad QUESTIONS WITH ANSWERS
RATED A+
Scientific management (aka Taylorism) - Design jobs with standards leading to efficiency
Select workers to fit the job design
Train works to follow the design
Support workers by planning their work
Bureaucracy - With logic, order, and legitimate authority, not an organization based on social
standing. - Division of labor
Hierarchy of authority
Formal rules
Impersonality
Promotion on Merit
Administration of the firm- so leads the "A" in the MBA and is more recently to management.
Henri Fayol - Planning
Organizing
Command
Coordination
Control
Unity of Command- no one has more than one boss
Anthony's management hierarchy and what is included in the levels - organizational members
(workers), operational control (supervisors), management control(Managers), Strategic
planning(executives).
Value proposition - link between what the customer gets in exchange for what the customer
gives up. Relationship between organizational STRATEGY and organizational OPERATIONS.
(statement of value why the organization exists. )
The organizational diagram from Notes #1 - the various components- External: buy side & sell
side
Internal: people, culture, structure, tasks, and systems
Behavioral management and its characteristics - attempts to increase production by
understanding people. Easier to change the organization than change the people. Ex: Hawthorne
experiment, theory x and y, hierarchy of needs, etc.
The Hawthorn experiments - Elton mayo. 2 groups were studied from the scientific management
perspective on the effects of differing working conditions but the results were not as planned.
People just changed their behavior when they knew they were being watched. It shifts from just
scientific approach to include human and social concerns to increase productivity.
, Theory X (Douglas McGregor) - assumes people do not like to work and want to be led. If held
to one or the other approach can lead to self-fulfilling prophecy people will do what boss wants
them to do. (From managers perspective.)
Theory Y - assumed people are willing to work and can be creative. If held to one or the other
approach can lead to self-fulfilling prophecy people will do what boss wants them to do. (From
managers perspective.)
Management science approach to management and its characteristics - Technology plays a huge
role.
the application of quantitative tools and applied mathematics to management issues.
Introduction to TECHNOLOGY.
Learning organizations: ability to learn from experiences and make changes with some estimate
of future results
Contingency thinking: ability to respond to change in supply and demand functions.
System approach: ability to see the org. as interrelated group of subsystems and coordinate their
activities with some models
Total quality management- ability to estimate acceptable error rates.
The subsystems in the sociotechnical system of organizational behavior - Structural- This
includes the formal design, policies, and procedures, and so on of the organization or the system.
It is usually set forth by the organization chart and includes division of work and patterns of
authority.
Technical- This includes the primary functions, actives, and operations, including the techniques,
equipment, and so on, used to produce the output of the system including the administrative
output of the system or organization such as payroll and reports.
Psychosocial- This includes the network of social relationships and behavioral patterns of
members, such as norms, roles, and communications. This system includes both formal and
informal processes.
goals and values- This includes the basic mission and vision of the organization. Such goals
might include profits, growth, or survival and are often taken from the larger environment in
which the organization or system operates.
and managerial- The subsystem spans the entire organization by directing, organizing, and
coordinating all activates toward the basic mission. The managerial function is important in
integrating the activates of the other subsystems.
Short-wall and long-wall - Short wall method- where the minors worked in pairs or in small
groups to extract the coal and then take the coal to the surface. (utilized small, cohesive work
groups working as autonomous teams)
Long wall- one minor operates the slicer and a conveyer carries the coal back to the carts that
take the coal to the surface. (resulted in lower performance and higher absenteeism - production
decreased
Macro and Micro problems - Macro problems- Important. Beer bust case chrsitine and rick didn't
wanna change.
RATED A+
Scientific management (aka Taylorism) - Design jobs with standards leading to efficiency
Select workers to fit the job design
Train works to follow the design
Support workers by planning their work
Bureaucracy - With logic, order, and legitimate authority, not an organization based on social
standing. - Division of labor
Hierarchy of authority
Formal rules
Impersonality
Promotion on Merit
Administration of the firm- so leads the "A" in the MBA and is more recently to management.
Henri Fayol - Planning
Organizing
Command
Coordination
Control
Unity of Command- no one has more than one boss
Anthony's management hierarchy and what is included in the levels - organizational members
(workers), operational control (supervisors), management control(Managers), Strategic
planning(executives).
Value proposition - link between what the customer gets in exchange for what the customer
gives up. Relationship between organizational STRATEGY and organizational OPERATIONS.
(statement of value why the organization exists. )
The organizational diagram from Notes #1 - the various components- External: buy side & sell
side
Internal: people, culture, structure, tasks, and systems
Behavioral management and its characteristics - attempts to increase production by
understanding people. Easier to change the organization than change the people. Ex: Hawthorne
experiment, theory x and y, hierarchy of needs, etc.
The Hawthorn experiments - Elton mayo. 2 groups were studied from the scientific management
perspective on the effects of differing working conditions but the results were not as planned.
People just changed their behavior when they knew they were being watched. It shifts from just
scientific approach to include human and social concerns to increase productivity.
, Theory X (Douglas McGregor) - assumes people do not like to work and want to be led. If held
to one or the other approach can lead to self-fulfilling prophecy people will do what boss wants
them to do. (From managers perspective.)
Theory Y - assumed people are willing to work and can be creative. If held to one or the other
approach can lead to self-fulfilling prophecy people will do what boss wants them to do. (From
managers perspective.)
Management science approach to management and its characteristics - Technology plays a huge
role.
the application of quantitative tools and applied mathematics to management issues.
Introduction to TECHNOLOGY.
Learning organizations: ability to learn from experiences and make changes with some estimate
of future results
Contingency thinking: ability to respond to change in supply and demand functions.
System approach: ability to see the org. as interrelated group of subsystems and coordinate their
activities with some models
Total quality management- ability to estimate acceptable error rates.
The subsystems in the sociotechnical system of organizational behavior - Structural- This
includes the formal design, policies, and procedures, and so on of the organization or the system.
It is usually set forth by the organization chart and includes division of work and patterns of
authority.
Technical- This includes the primary functions, actives, and operations, including the techniques,
equipment, and so on, used to produce the output of the system including the administrative
output of the system or organization such as payroll and reports.
Psychosocial- This includes the network of social relationships and behavioral patterns of
members, such as norms, roles, and communications. This system includes both formal and
informal processes.
goals and values- This includes the basic mission and vision of the organization. Such goals
might include profits, growth, or survival and are often taken from the larger environment in
which the organization or system operates.
and managerial- The subsystem spans the entire organization by directing, organizing, and
coordinating all activates toward the basic mission. The managerial function is important in
integrating the activates of the other subsystems.
Short-wall and long-wall - Short wall method- where the minors worked in pairs or in small
groups to extract the coal and then take the coal to the surface. (utilized small, cohesive work
groups working as autonomous teams)
Long wall- one minor operates the slicer and a conveyer carries the coal back to the carts that
take the coal to the surface. (resulted in lower performance and higher absenteeism - production
decreased
Macro and Micro problems - Macro problems- Important. Beer bust case chrsitine and rick didn't
wanna change.
