COB 300 MANAGEMENT EXAM 1
QUESTIONS AND ANSWERS
When did the need for management come about? - Answer-industrial revolution, mass
production, managers were needed to coordinate the different parts of the production
system and optimize its overall performance
Many workers working under one roof: Ford motor company, Chicago harvester
Ford motoy company - Answer-assembly line developed
Chicago harvester - Answer-ran the largest factory in the united states with 123 workers
scientific management - Answer-thoroughly study and testing of different work methods
to identify the best, most efficient ways to complete a job.
Frederick W. Taylor was the father of scientific management, worked at Midvale Steel
company, dealt with the problem of soldiering, developed scientific management. "Let's
treat the person like the machine- let's try to optimize the performance"
Breakthrough: Stopwatches to time people.
75% science and 25% common sense, must follow the four principles of scientific
management
Taylor was trying to align management and employees so that what was good for
employees was also good for management.
soldiering - Answer-when workers deliberately slow their pace or restrict their work
output
rate buster - Answer-someone who worked faster than the group
4 Principles of scientific management - Answer-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. Whereas in the
past he chose his own work and traind the best he could.
3. Heartily cooperate with the men so as to ensure all of the work being done is in
accordance with the principles of the science that has been developed.
4. to divide the work and the responsibility equally between management and workers.
,motion studies: frank and lillian gilbreth - Answer-Frank and Lilian Gilbreth are known
for their use of motion studies to simplify work, into scientific management
Made contributions to: disabled workers studies, industrial psychology.
Motion study: Breaking each task or job into its separate motions and then eliminating
those that are unnecessary or repetitive.
Frank worked for brick-laying and tried to find the most efficient ways to lay bricks,
turned to using motion study to simplify work, improve productivity.
Lilian: originating ways to improve office communication, incentive programs, job
satisfaction, and management training. Her work also convinced the government to
enact laws regarding workplace safety, ergonomics, and child labor.
Motion study - Answer-broke each task or job into separate motions and then eliminated
those that were unnecessary or repetitive. Increased production 25-300 percent,
developed a large clock and recorded worker speeds in even the fastest movements.
Founded by Frank and Lilian Gilbreth
Time Study - Answer-F. Taylor made this, timed how long it took a really good worker to
complete each part of his job, used to determine a fair day's work.
Henry Gantt - Answer-created gantt chart, pay-for performance plans and training and
development of workers
Gantt charts: Shows what and when things need to be completed in order to complete a
project.
In his work with companies, he found that workers achieved their best performance
levels if they were trained first.
"(1) A scientific investigation in detail of each piece of work, and the determination of the
best method and the shortest time in which the work can be done. (2) A teacher capable
of teaching the best method and the shortest time. (3) Reward for both teacher and
pupil when the latter is successful."
bureaucracy- Weber - Answer-scientific management doesn't talk about: People are not
machines.
According to Weber, bureaucracy is "the exercise of control on the basis of knowledge."
Harmony of perfect organiztion
lead by knowledge, expertise. Goal is to achieve an org. goals in the most efficient ways
possible.
,7 characteristics:
1. Hire people because of qualifications
2. Promotion based on achievments, decided by managers
3. each position or job is part of a chain of command that clarifies who reports to whom
throughout the organization. Those higher in the chain of command have the right, if
they so choose, to give commands, take action, and make decisions concerning
activities occurring anywhere below them in the chain.
4. Tasks are clearly divided
5. Rules apply to all,
6. All admin rules recorded in writing
7. Owners should not be managers, managers separate from owners
Fallbacks of bureaucracy - Answer-In bureaucracies, managers are supposed to
influence employee behavior by fairly rewarding or punishing employees for compliance
or noncompliance with organizational policies, rules, and procedures. In reality,
however, most employees would argue that bureaucratic managers emphasize
punishment for noncompliance much more than rewards for compliance. Ironically,
bureaucratic management was created to prevent just this type of managerial behavior.
Fayol - Answer-Unlike taylor, changing from the shop floor up, his is from the board of
directors down. Tried to come up with a formula for management.
Was a CEO at Comambault, a steel company, hired to liquidate the business but
presented a plan to save the company, developed 5 functions of managers and 14
principles of management
5 functions: Planning, organizing, leading, and controlling
Fourteen principles of management:
1 Division of work: Increase production by dividing work so that each worker completes
smaller tasks or job elements.
2 Authority and responsibility: A manager's authority, which is the "right to give orders,"
should be commensurate with the manager's responsibility. However, organizations
should enact controls to prevent managers from abusing their authority.
3 Discipline: Clearly defined rules and procedures are needed at all organizational
levels to ensure order and proper behavior.
4 Unity of command: To avoid confusion and conflict, each employee should report to
and receive orders from just one boss.
, 5 Unity of direction: One person and one plan should be used in deciding the activities
to be carried out to accomplish each organizational objective.
6 Subordination of individual interests to the general interests: Employees must put the
organization's interests and goals before their own.
7 Pay: Pay people fairly. Compensation should be fair and satisfactory to both the
employees and the organization; that is, don't overpay or underpay employees.
8 Centralization: Avoid too much centralization or decentralization. Strike a balance
depending on the circumstances and employees involved.
9 Scalar chain: From the top to the bottom of an organization, each position is part of a
vertical chain of authority in which each worker reports to just one boss. For the sake of
simplicity, communicatio
Scientific management vs. Bureacratic management - Answer-scientific managments
focuses on improving efficiency
Bureacratic management focuses on using knwoledge, fairness, and logical rules
The human relations approach to management focuses on people
Follet - Answer-social worker, wrote about management
Follett believed that the best way to deal with conflict was not domination, where one
side wins and the other loses, or compromise, where each side gives up some of what it
wants, but integration.
integrative conflict resolution is to have both parties indicate their preferences and then
work together to find an alternative that meets the needs of both.
Integrative conflict resolution - Answer-integrative conflict resolution is to have both
parties indicate their preferences and then work together to find an alternative that
meets the needs of both.
Elton Mayo and the Hawthorne Studies - Answer-Known for Hawthorne studies at the
Western Electric Company. Wrote the Human Problems of an industrial Civilization.
What increases production: Attention to workers, workers become a team
human factors related to work were found to be more important than the physical
conditions or design of the work. Feelings and attitudes affect work.
QUESTIONS AND ANSWERS
When did the need for management come about? - Answer-industrial revolution, mass
production, managers were needed to coordinate the different parts of the production
system and optimize its overall performance
Many workers working under one roof: Ford motor company, Chicago harvester
Ford motoy company - Answer-assembly line developed
Chicago harvester - Answer-ran the largest factory in the united states with 123 workers
scientific management - Answer-thoroughly study and testing of different work methods
to identify the best, most efficient ways to complete a job.
Frederick W. Taylor was the father of scientific management, worked at Midvale Steel
company, dealt with the problem of soldiering, developed scientific management. "Let's
treat the person like the machine- let's try to optimize the performance"
Breakthrough: Stopwatches to time people.
75% science and 25% common sense, must follow the four principles of scientific
management
Taylor was trying to align management and employees so that what was good for
employees was also good for management.
soldiering - Answer-when workers deliberately slow their pace or restrict their work
output
rate buster - Answer-someone who worked faster than the group
4 Principles of scientific management - Answer-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. Whereas in the
past he chose his own work and traind the best he could.
3. Heartily cooperate with the men so as to ensure all of the work being done is in
accordance with the principles of the science that has been developed.
4. to divide the work and the responsibility equally between management and workers.
,motion studies: frank and lillian gilbreth - Answer-Frank and Lilian Gilbreth are known
for their use of motion studies to simplify work, into scientific management
Made contributions to: disabled workers studies, industrial psychology.
Motion study: Breaking each task or job into its separate motions and then eliminating
those that are unnecessary or repetitive.
Frank worked for brick-laying and tried to find the most efficient ways to lay bricks,
turned to using motion study to simplify work, improve productivity.
Lilian: originating ways to improve office communication, incentive programs, job
satisfaction, and management training. Her work also convinced the government to
enact laws regarding workplace safety, ergonomics, and child labor.
Motion study - Answer-broke each task or job into separate motions and then eliminated
those that were unnecessary or repetitive. Increased production 25-300 percent,
developed a large clock and recorded worker speeds in even the fastest movements.
Founded by Frank and Lilian Gilbreth
Time Study - Answer-F. Taylor made this, timed how long it took a really good worker to
complete each part of his job, used to determine a fair day's work.
Henry Gantt - Answer-created gantt chart, pay-for performance plans and training and
development of workers
Gantt charts: Shows what and when things need to be completed in order to complete a
project.
In his work with companies, he found that workers achieved their best performance
levels if they were trained first.
"(1) A scientific investigation in detail of each piece of work, and the determination of the
best method and the shortest time in which the work can be done. (2) A teacher capable
of teaching the best method and the shortest time. (3) Reward for both teacher and
pupil when the latter is successful."
bureaucracy- Weber - Answer-scientific management doesn't talk about: People are not
machines.
According to Weber, bureaucracy is "the exercise of control on the basis of knowledge."
Harmony of perfect organiztion
lead by knowledge, expertise. Goal is to achieve an org. goals in the most efficient ways
possible.
,7 characteristics:
1. Hire people because of qualifications
2. Promotion based on achievments, decided by managers
3. each position or job is part of a chain of command that clarifies who reports to whom
throughout the organization. Those higher in the chain of command have the right, if
they so choose, to give commands, take action, and make decisions concerning
activities occurring anywhere below them in the chain.
4. Tasks are clearly divided
5. Rules apply to all,
6. All admin rules recorded in writing
7. Owners should not be managers, managers separate from owners
Fallbacks of bureaucracy - Answer-In bureaucracies, managers are supposed to
influence employee behavior by fairly rewarding or punishing employees for compliance
or noncompliance with organizational policies, rules, and procedures. In reality,
however, most employees would argue that bureaucratic managers emphasize
punishment for noncompliance much more than rewards for compliance. Ironically,
bureaucratic management was created to prevent just this type of managerial behavior.
Fayol - Answer-Unlike taylor, changing from the shop floor up, his is from the board of
directors down. Tried to come up with a formula for management.
Was a CEO at Comambault, a steel company, hired to liquidate the business but
presented a plan to save the company, developed 5 functions of managers and 14
principles of management
5 functions: Planning, organizing, leading, and controlling
Fourteen principles of management:
1 Division of work: Increase production by dividing work so that each worker completes
smaller tasks or job elements.
2 Authority and responsibility: A manager's authority, which is the "right to give orders,"
should be commensurate with the manager's responsibility. However, organizations
should enact controls to prevent managers from abusing their authority.
3 Discipline: Clearly defined rules and procedures are needed at all organizational
levels to ensure order and proper behavior.
4 Unity of command: To avoid confusion and conflict, each employee should report to
and receive orders from just one boss.
, 5 Unity of direction: One person and one plan should be used in deciding the activities
to be carried out to accomplish each organizational objective.
6 Subordination of individual interests to the general interests: Employees must put the
organization's interests and goals before their own.
7 Pay: Pay people fairly. Compensation should be fair and satisfactory to both the
employees and the organization; that is, don't overpay or underpay employees.
8 Centralization: Avoid too much centralization or decentralization. Strike a balance
depending on the circumstances and employees involved.
9 Scalar chain: From the top to the bottom of an organization, each position is part of a
vertical chain of authority in which each worker reports to just one boss. For the sake of
simplicity, communicatio
Scientific management vs. Bureacratic management - Answer-scientific managments
focuses on improving efficiency
Bureacratic management focuses on using knwoledge, fairness, and logical rules
The human relations approach to management focuses on people
Follet - Answer-social worker, wrote about management
Follett believed that the best way to deal with conflict was not domination, where one
side wins and the other loses, or compromise, where each side gives up some of what it
wants, but integration.
integrative conflict resolution is to have both parties indicate their preferences and then
work together to find an alternative that meets the needs of both.
Integrative conflict resolution - Answer-integrative conflict resolution is to have both
parties indicate their preferences and then work together to find an alternative that
meets the needs of both.
Elton Mayo and the Hawthorne Studies - Answer-Known for Hawthorne studies at the
Western Electric Company. Wrote the Human Problems of an industrial Civilization.
What increases production: Attention to workers, workers become a team
human factors related to work were found to be more important than the physical
conditions or design of the work. Feelings and attitudes affect work.
