Which management approach advocates that supervisors be behaviorally trained to manage employees in ways that elicit their cooperation and increase their productivity?

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Which management approach advocates that supervisors be behaviorally trained to manage subordinates in ways that elicit their cooperation and increase their productivity?
Which advocates that supervisors be behaviorally trained to manage subordinates in ways that this can elicit cooperation from them?
Which principle of bureaucracy states that managers formal authority stem from their positions within an organization multiple choice question?
What is the study of how managers should behave for motivating employees encouraging them to perform at high levels and committing to achieving organizational goals?

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Question	Answer
Getting things done through other people, otherwise not possible to do it alone	Management
What is the difference between Managers and Administrators?	Managers conduct planning (intention); Administrators make it happen (carry out managers intent)
Measure of how efficiently and effectively managers use available resources to satisfy customers and achieve organizational goals. Increases in direct proportion to increases in efficiency and effectiveness	Organizational Performance
Measure of how productively resources are used to achieve a goal	Efficiency
Measure of the appropriateness of the goals that managers have selected for the organization to pursue and the degree to which the organization achieves those goals.	Effectiveness
Why study Management?	Resources are valuable and scarce; so the more efficient and effective use organizations can make of those resources, the greater the well-being of society. Managers decide how to use these resources.--Almost all of us encounter managers/want jobs.
Four essential managerial tasks	1. planning 2. organizing 3. leading 4. controlling
job of management?	help an organization make the best use of its resources to achieve its goals.
Planning-managers identify and select appropriate organizational goals and action-3 steps involved	1. deciding which goals to pursue 2. deciding what strategies to adopt to attain goals 3. deciding how to allocate resources to pursue the strategies.
Structuring working relationships so organizational members interact and cooperate to achieve organizational goals.	Organizing
Outcome of organizing. Formal system of task and reporting relationships that coordinates and motivates members so they work together to achieve org. goals.	Organizational structure
Resources include:	people and their skills, know-how, and experience; machinery; raw materials; computers and information tech; and patents, financial capital, and loyal customers and employees
Managers articulate a clear organizational vision for the organization's members to accomplish, and they energize and enable employees so everyone understands the part he or she plays in achieving org. goals	Leading
Task of managers is to evaluate how well an organization has achieved its goals and to take any corrective actions needed to maintain and improve	controlling
Ability to measure performance accurately and regulate organizational efficiency and effectiveness.	outcome of control process
Managerial Roles	1. Decisional Roles 2. Interpersonal Roles 3. Informational Roles.
Entrepreneur, Disturbance Handler, Resource Allocator, Negotiator	Decisional Roles
Figurehead, Leader, Liason	Interpersonal Roles
Monitor, Disseminator, Spokesperson	Informational Roles
Three Levels of Managers	1. first-line managers (supervisors) 2. Middle Managers (department heads) 3. Top Managers (Vice president)
company's most senior and important manager-the one all other top managers report to	Chief Executive Officer (CEO)
Three types of Managerial Skills	1. conceptual 2. human 3. technical
Demonstrated in the general ability to analyze and diagnose a situation and to distinguish between cause and effect	Conceptual skills
include the general ability to understand, alter, lead, and control the behavior of other individuals and groups	Human Skills
Job-specific skills required to perform a particular type of work or occupation at a high level	Technical Skills
specific set of departmental skills, abilities, knowledge, and experience that allows one organization to outperform its competitors (competitive advantage)	Core Competency
involves simplifying, shrinking, or downsizing an organization's operations to lower operating costs. (eliminating product teams, shrinking departments, and reducing levels in hierarchy)	Restructuring
Involves contracting with another company, usually in a low-cost country abroad, to have it perform a work activity the organization previously performed itself, such as manufacturing, marketing, or customer service.	Outsourcing (increases efficiency because lowers operating costs)
management technique that involves giving employees more authority and responsibility over how they perform their work activities.	Empowerment
Ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than its competitors (efficiency; quality; speed/flexibility, innovation; and responsiveness to customers)	Competitive Advantage
process of creating new or improved goods and services that customers want or developing better ways to produce or provide goods and services	Innovation
Creation of a new vision for a struggling company using a new approach to planning and organizing to make better use of a company's resources and allow it to survive and eventually prosper.	Turnaround Management
Challenges for MGMT	1. building a competitive advantage 2. maintaining ethical standards 3. managing a diverse workforce 4. utilizing IT 5. Global crisis Management
The driving force behind the evolution of management	Searching for better ways to use organizational resources to make goods and services
The systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency. (Defined by Frederick W. Taylor)	Scientific Management Theory (Classical Management)
Aims were to 1. analyze individual actions necessary to perform a task and break it into components 2. find better ways to perform each component action 3. reorganize each component action so that the action as a whole could be performed more efficiently	Frank and Lillian Gilbreth
Study of how to create an organizational structure and control system that leads to high efficiency and effectiveness	Administrative Management Theory
Developed by Max Weber--a formal system of organization and administration designed to ensure efficiency and effectiveness	Bureaucracy
power to hold people accountable for their actions and to make decisions concerning the use of organizational resources	Authority
identified 14 principles that he believed were essential to increase the efficiency of the management process	Henri Fayol
the study of how managers should personally behave to motivate employees and encourage them to perform at high levels and be committed to achieving organizational goals	Behavioral Management Theory
Mother of management thought (behavioral management)	Mary Parker Follett
began as an attempt to investigate how characteristics of the work setting-specifically the level of lighting or illumination-affect worker fatigue and performance	Hawthorne Studies
seemed to suggest that workers' attitudes toward their managers affect the level of workers performance. Each managers' personal behavior or leadership approach can affect performance	Hawthorne Effect
advocates that supervisors be behaviorally trained to manage subordinates in ways that elicit their cooperation and increase their productivity	human relations movement
system of behavioral rules and norms that emerge in a group where they try to manage or change behavior in organizations	informal organization
Study of the factors that have an impact on how individuals and groups respond and act in organizations	Organizational Behavior
the average worker is lazy, dislikes work, and will try to do as little as possible. Managers should closely supervise. Strict work rules and implement well-defined rewards and punishments	Theory X
Workers are not lazy and given the chance will do good for the company. Managers must create a setting that provides opportunities for initiative and self direction. Managers should decentralize authority.	Theory Y
Manage your company like it is your family--William Ouchi--hybrid approach-exhibit strong cultural values	Theory Z
Most influential Approach. He proposed two sets of assumptions Theory X and Theory Y	Douglas McGregor
contemporary approach to management that focuses on the use of rigorous quantitative techniques to help managers make maximum use of organizational resources to produce goods and services	Management Science Theory
Branches of Management Science Theory	-Quantitative Manage (mathematical techniques) -Operations Management -Total Quality Management (TQM) (input/output) -Management Information Systems (MISs)
The set of forces and conditions that operate beyond an organization's boundaries but affect a managers ability to acquire and utilize resources.	Organizational Environment Theory
system that takes its resources from its external environment and converts or transforms them into goods and services that are sent back to the environment, where they are bought by customers.	Open System
3 stages of open system	1. input (acquire resources) 2.conversion (transforms inputs) 3. output (releases finished goods)
self contained system that is not affected by changes in its environment	Closed System
tendency of a closed system to lose its ability to control itself and thus to dissolve and disintegrate.	Entropy
the performance gains that result from the combined actions of individuals and departments, is possibly only in an organized system	Synergy
"there is no one best way to organize"-idea that the organizational structures and control systems managers choose depend on (are contingent on) characteristics of the external environment in which the organization operates.	Contingency Theory
authority is centralized at the top of the managerial hierarchy, and the vertical hierarchy of authority is the main means used to control the subordinates' behavior (Theory X)	Mechanistic structure
Organizational structure in which authority is decentralized to middle and first-line managers and takes and roles are left ambiguous to encourage employees to cooperate and respond quickly to the unexpected. (Theory Y)	Organic structure.
particular tendencies to feel, think, and act in certain ways that can be used to describe the personality of every individual	Personality traits
The Big Five Personality Traits	1. extraversion 2. negative affectivity 3. agreeableness 4.conscientiousness 5.openness to experience
Tendency to experience positive emotions and moods and feel good about oneself and the rest of the world.	Extraversion (extraverts/introverts)
tendency to experience negative emotions and moods, feel distressed, and be critical of oneself and others.	Negative Affectivity
tendency to get along well with others.	Agreeableness
tendency to be careful, scrupulous, and persevering	Conscientiousness
tendency to be original, have broad interests, be open to a wide range of stimuli, be daring, and take risks.	Openness to Experience
tendency to locate responsibility for one's fate within oneself. (own actions and behaviors as being major decisive determinants of important outcomes)	internal locus of control
believe that outside forces are responsible for what happens to and around them; they do not think their own actions make much of a difference. tend to not intervene to try to change a situation or solve a problem, leave it to someone else.	external locus of control
degree to which individuals feel good about themselves and their capabilities. People tend to choose activities and goals consistent with this trait.	Self-esteem
extent to which an individual has a strong desire to perform challenging tasks well and to meet personal standards for excellence	need for achievement
extent to which an individual is concerned about establishing and maintaining good interpersonal relations, being liked, and having the people around them get along with one another.	need for affiliation
extent to which an individual desires to control or influence others.	need for power
what managers are trying to achieve through work and how they think they should behave	values
capture thoughts and feelings about specific jobs and organizaitons	attitudes
encompass how managers actually feel when they are managing	moods and emotions
personal conviction about lifelong goals or objectives	terminal value
personal conviction about desired modes of conduct or ways of behaving	instrumental value
unwritten, formal codes of conduct (how people should act in particular situations)	norms
what they are striving to achieve in life and how they want to behave	value systems
collection of feelings and beliefs that managers have about their current jobs (tends to increase as one moves up the hierarchy)	job satisfaction
behaviors that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage.	organizational citizenship behaviors (OCBs)
collection of feelings and beliefs that managers have about their organization as a whole.	organizational commitment
feeling or a state of mind-determined by situations or circumstances	mood
more intense feelings than moods, often directly linked to whatever caused the emotion, and are more short lived	emotions
the ability to understand and manage one's own moods and emotions and the moods and emotions of other people	Emotional Intelligence (EQ)
comprises the shared set of beliefs, expectations, values, norms, and work routines that influence how members of an organization relate to one another and work together to achieve organizational goals. "personality" of organization	organizational culture
posits that when founders hire employees for their new ventures, they tend to be attracted to and choose employees whose personalities are similar to their own.	Attraction-Selection-Attrition (ASA) framework
Factors that maintain and transmit organizational culture	-values of the founder; ceremonies and rites; socialization; stories and language
the process by which newcomers learn an organization's values and norms and acquire the work behaviors necessary to perform jobs effectively	organizational socialization
determine how individuals enter, advance within, and leave the organization (learn and internalize norms and values)	Rite of passage
build and reinforce common norms and values (office Christmas party, company cookouts)	Rite of integration
motivate commitment to values and norms (rewarding employees' contributions)	Rite of enhancement
various groups of people who may benefit or be harmed by how managers make decisions that affect them. supply a company with productive resources; have a claim and stake in the company	stakeholders
the quandary people find themselves in when they have to decide if they should act in a wya that might help another person or group and is the right thing to do, even though doing so might go against own self-interest	ethical dilemma
the inner guiding moral principles, values, and beliefs that people use to analyze or interpret a situation and then decide what is the right or appropriate way to behave.	ethics
relationship between ethics and law	neither laws nor ethics are fixed principles that do not change over time.
Types of Company Stakeholders	Stockholders; Managers; Employees; Customers; Suppliers and distributors; community, society, and nation-state.
have a claim on a company because when they buy its stock or shares they become its owners. Interested in how a company operates because they want to maximize the return on their investment	stockholders
responsible for using company's financial capital, and human resources to increase its performance and thus its stock price. Have a claim in organization because they bring their skills, expertise, and experience.	managers
expect to be paid fairly and promptly for their inputs; expect to receive quality products at agreed upon prices	suppliers; distributors
expect to receive rewards consistent with their performance	employees
long time employee--no possibility for growth (promotion)	dead wood
most critical stakeholder group because if a company cannot attract them to buy its products it cannot stay in business.	customers
four ethical rules or principles to analyze the effects of their business decisions on stakeholders	utilitarian, moral rights, justice, and practical
ethical decision is a decision that produces the greatest good for the greatest number of people (least harm to stakeholders)	utilitarian rule
ethical decision is one that best maintains and protects the fundamental or inalienable rights and privileges of the people affected by it	moral rights rule
ethical decision distributes benefits and harms among people and groups in a fair, equitable, or impartial way.	justice rule
ethical decision is on that a manager has no hesitation or reluctance about communicating to people outside the company because the typical person in a society would think it is acceptable	practical rule
relentless pursuit of self-interest can lead to a collective disaster-one or more ppl start to profit for unethical practices because other people act in the same way.	tragedy of the commons
willingness of one person or group to have faith or confidence in the goodwill of another person even though it puts them at risk	Trust
the esteem or high repute that people or organizations gain when they behave ethically	reputation
standards that govern how members of a society should deal with one another in matters involving issues such as fairness, justice, poverty, and the rights of the individual.	Societal Ethics
forbids payment of bribes by US companies to secure contracts abroad, makes companies liable for the actions of their foreign managers, and allows companies found in violation to be prosecuted in the US	US Foreign Corrupt Practices Act
standards that govern how members of a professional trade, or craft should conduct themselves when performing work-related activies.	occupational ethics
personal standards and values that determine how people view their responsibilities to other people and groups and thus how they should act in situations when their own self-interests are at stake.	individual ethics
the guiding practices and beliefs through which a particular company and its managers view their responsibility toward their stakeholders.	Organizational Ethics
the way its managers and employees view their duty or obligation to make decisions that protect, enhance, promote the welfare and well-being of stakeholders and society as a whole.	Social Responsibility
Four different approaches to social responsibility	obstructionist, defensive, accommodative, and proactive
at the low end of the range--companies and their managers choose not to behave in a socially responsible way. (unethically and illegally)	Obstructionist Approach
indicates at least some commitment to ethical behavior. Stay within the law and abide strictly by legal requirements but make no attempt to exercise social responsibility beyond what the law dictates.	Defensive Approach
acknowledges the need to support social responsibility. agree that organizational members ought to behave legally and ethically, and they try to balance the interests of different stakeholders	Accommodative Approach
actively embrace the need to behave in socially responsible ways. Go out of their way to learn about then needs of different stakeholder groups and are willing to use organizational resources to promote the interests of stakeholders	Proactive Approach
#1 goal of all companies is to maximize shareholder's wealth	Milton Friedman
Why be Socially Responsible?	1. helps build good reputation (increased business and improve ability to obtain resources-enhance profitability) 2. if all companies in a society act responsibly the quality of life as a whole increases 3. "reap what you sow"
manager responsible for communicating and teaching ethical standards to all employees and monitoring their conformity to those standards	Ethics Ombudsperson
the planning, organizing, leading and controlling of human ando ther resources to achieve organizational goals efficiently and effectively	management
t/f: people who are extraverted are more likely to experience positive moods than people who are introverted.	true
t/f: the effectiveness of a personality trait depends upon both the characteristics of the jobn of the manager and the particular organization in which the manager is owrking.	true
t/f: there is no single right or wrong trait for becoming an effective manager	true
t/f: positive moods may promote critical thinking	true
t/f: if an organization ahs a strong culture, it is appropriate for us to think of that culture as the organization's "personality"	true
t/f: Managers who are satisfied with their jobs, committed to their organizations, and experience positive moods can cause others to have similar attitudes and moods	true
t/f:the process by which managers learn an organization's values and norms is called organizational commitment	false
t/f: having a strong culture is always good for an organization	true
t/f: the tendency of a manager to feel distress and to be critical of himself and others is called disagreeableness	false
the outcome of the planning process, a cluster of decisions concerning what organizational goals to pursue, what actions to take, and how to use resources to achieve these goals.	strategy

Which management approach advocates that supervisors be behaviorally trained to manage subordinates in ways that elicit their cooperation and increase their productivity?

The human relations movement advocates that supervisors be behaviorally trained to manage subordinates in ways that elicit their cooperation and increase their productivity.

Which advocates that supervisors be behaviorally trained to manage subordinates in ways that this can elicit cooperation from them?

The human relations movement advocates that: supervisors be behaviorally trained to manage subordinates.

Which principle of bureaucracy states that managers formal authority stem from their positions within an organization multiple choice question?

Which principle of bureaucracy states that managers' formal authority stem from their positions within an organization? Weber's third principle of bureaucracy states that managers and workers understand what is expected of them and what to expect from each other when their tasks and are clearly specified.

What is the study of how managers should behave for motivating employees encouraging them to perform at high levels and committing to achieving organizational goals?

Behavioral management is the study of how managers should personally behave: (Choose all that apply.) to encourage employees to perform at high levels, to motivate employees to be committed to organizational goals.

Which management approach advocates that supervisors be behaviorally trained to manage employees in ways that elicit their cooperation and increase their productivity?

Which management approach advocates that supervisors be behaviorally trained to manage subordinates in ways that elicit their cooperation and increase their productivity?

Which advocates that supervisors be behaviorally trained to manage subordinates in ways that this can elicit cooperation from them?

Which principle of bureaucracy states that managers formal authority stem from their positions within an organization multiple choice question?

What is the study of how managers should behave for motivating employees encouraging them to perform at high levels and committing to achieving organizational goals?

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