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82問 • 1年前
  • ユーザ名非公開
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    問題一覧

  • 1

    It is a theory of management that analyzes and synthesizes workflows

    scientific management

  • 2

    It seeks to find out that particular management procedure that is applicable in a given situation through a careful examination of the job, determining what is to be done and eventually designing the the tools and methods to accomplish the task.

    Scientific management

  • 3

    Father of Scientific Management.

    Frederick Taylor

  • 4

    Postulated that if workers could be taught the one best way to accomplish a task, productivity would increase.

    Frederick Taylor

  • 5

    They emphasized the benefits of job simplification and the establishment of work standards, as well as the effects of incentive wage plans and fatigue on work performance

    Frank Gilbreth and Lilian Gilbreth

  • 6

    This increased the wages of the workers because they accomplished more in a shorter time.

    Speed Work Management

  • 7

    →He developed a task and bonus remuneration plan whereby workers received a guaranteed day's wage plus a bonus for production above the standard to stimulate higher performance.

    Henry Grantt

  • 8

    He recommended that workers be selected scientifically and provided with detailed instructions about their tasks.

    Henry Grantt

  • 9

    the originator of the Gantt Chart.

    Henry Grantt

  • 10

    → It is highly developed schedules that allow one to visualize multiple tasks that have to be done. Illustrates project schedule

    Gantt Chart

  • 11

    This focuses on the management of work and workers

    Scientific management

  • 12

    This addresses the issues concerning how overall organization should be structured.

    Administrative management

  • 13

    Father of Modern Management

    Henry Fayol

  • 14

    He studied the functions of managers and concluded that management is universal

    Henry Fayol

  • 15

    Specialization makes employees more efficient which results to more and better outputs

    Division of work

  • 16

    Managers have the ability to give orders.

    Auhrotiy

  • 17

    employees obey and respect the rules that govern the organization where they belong.

    Discipline

  • 18

    Each employee should receive orders only from one superior

    Unity of command

  • 19

    For each group of organizational activities having the same objective, direction comes from one manager using one plan.

    Unity of direction

  • 20

    An employee or group of employees' interests should not precede over the interests of the whole organization.

    Subordination of individual interest to the general interest

  • 21

    Employees must be paid a fair wage for their services rendered to the organization

    Remuneration

  • 22

    The degree to which subordinates are involved in decision making.

    Centralization

  • 23

    This represents the line of authority from top management to the lowest ranks in the organization.

    Scalar chain

  • 24

    when people and materials are in the right place at the right time. Specifically, people should be in the jobs or positions most suited for them.

    Order

  • 25

    exists when managers observe kindness and faimess to their subordinates

    equity

  • 26

    Management should see to it that an orderly personnel planning is provided and ensures that replacements are available to fill vacancies.

    Stability of tenure

  • 27

    Whenever employees are allowed to originate and carry out plans, they are expected to exert high levels of efforts.

    Initiative

  • 28

    Promotion of team spirit builds harmony and unity within the organization

    Esprit de corps

  • 29

    Father of Organization Theory.

    Max Weber

  • 30

    Efficiency is achieved through impersonal relations within a formal structure

    Max Weber

  • 31

    Advocated that the ideal form of organization for a complex institution was Bureaucracy, or an organization characterized by a well-defined hierarchy of authority, and division of work based on specialization of function.

    Max Weber

  • 32

    This refers to highly structured form of administration and usually includes no participation by the governed.

    Bureaucracy

  • 33

    It involves a clear-cut division of integrated activities which are regarded as duties inherent in the office

    bureaucracy

  • 34

    A system of differentiated controls and sanctions are stated in the regulations

    bureaucracy

  • 35

    He believed that management is the technique of directing people and organization is the technique of relating functions.

    James Mooney

  • 36

    He stated that organization is management's responsibility

    James Mooney

  • 37

    People get their right to command from their position in the organization

    James Mooney

  • 38

    Managerial process is planning, coordinating, leading and controlling proper use of personnel, delegation, and departmentalization.

    Luther Gulick and Lyndale Urwick

  • 39

    Study the behavior of people in groups

    Human relations

  • 40

    She put emphasis on Participative Decision Making, espoused her belief that managers should have authority with, rather than over, employees.

    Mary Parker Gollet

  • 41

    saw management as a social process that consisted primarily of motivating individuals and groups to work toward a common end

    Mary Parker Gollet

  • 42

    → Suggested that successful leadership was more a result of training in leadership skills than possession of specific personality trait.

    Mary Parker Follet

  • 43

    Suggested that a manager should not give orders to an employee rather, the two should together analyze the situation and then take orders from the situation.

    Mary Parker Follet

  • 44

    He put emphasis on Hawthorne Studies which states that human factors like attention, recognition, and not just physical work influence productivity.

    Elton Mayo

  • 45

    His study focuses on the effect of lighting in productivity. result is that lighting had little or no significant effect on productivity and that interaction among workers and participation in informal social groups had a great impact on individual behavior and productivity and not physical factors like light, beauty, fumiture, and etc.

    Elton Mayo

  • 46

    People you work with affects your productivity, if you recognize the person he tends to be more productive.

    Elton Mayo

  • 47

    It is the phenomena of being observed or studied, resulted in changes in behavior.

    Hawthorne Effect

  • 48

    He identified the types of variables in an organization which are the Casual, Intervening, and End-Result Variables.

    Rensis Likert

  • 49

    He believed that managers may act in ways harmful to the organization because they evaluate end results to the exclusion of intervening variables.

    Rensis Likert

  • 50

    →This measures several factors related to leadership behavior process, motivation, managerial influence, communication, decision-making processes, goal setting, and staff development

    Likert Scale

  • 51

    This includes leadership behavior, organizational structure, policies, and controls

    Casual Variable

  • 52

    These are the perceptions, attitudes, and motivations imparted to the organization

    Intervening Variables

  • 53

    These are measures of profit, costs, and productivity

    End result variables

  • 54

    Managers show little confidence with staff associates and ignore their ideas.

    Exploitative Authoritative

  • 55

    Staff associates do not feel free to discuss their jobs with their managers.

    Exploitative Authoritative

  • 56

    Responsibility for the organization's goals is at the top, goals are established through orders. Little communication downward, and top management makes all decisions and motivation by coercion.

    Exploitative Authoritative

  • 57

    It is also referred to as Benevolent-Showing Kindness.

    Benevolent Authoritative

  • 58

    Staffs' ideas are sometimes sought but they do not feel very free to discuss their jobs with their manager. Top management and middle management responsible for setting goals.

    Exploitative Authoritative

  • 59

    Manager has substantial confidence in staff members. Their ideas are usually sought, and they feel free to . discuss their work with their manager

    Consultative Democratic

  • 60

    Responsibility for setting goals is fairly general. Considerable communication, both upward and downward, and some delegated decisions are made at lower levels.

    Consultative Democratic

  • 61

    It is associated with the most effective performance.

    participative democratic

  • 62

    Managers have complete confidence in their staff associates that's why their ideas are always sought and they feel free to discuss their jobs with the manager. Goals are set at all levels.

    participative democratic

  • 63

    He proposed the Field Theory of Human Behavior.

    Kurt Lewin

  • 64

    He believes that a worker's behavior is influenced by interaction between the worker's personality, the structure of the primary work group, and the socio-technical climate of the workplace.

    Kurt Lewin

  • 65

    It is a result of an alteration in the social and psychological forces impinging on an individual, his equilibrium is upset, making him ready to change attitude and behavior

    Unfreezing

  • 66

    The individual acquires new attitudes and behaviors either by identifying with a role model who possesses those attitudes and demonstrates those behaviors or by discovering new attitudes and behaviors when placed in a situation.

    Changing

  • 67

    The individual integrates new attitudes and behavior into his personality and on-going relationship.

    Refreezing

  • 68

    He notes that one's style of management depends on one's philosophy of humans and categorizes those assumptions as Theory X and Theory Y.

    Douglas McGregor

  • 69

    The manager places emphasis is on the goal of the organization.

    Theory X

  • 70

    Because people dislike work, they must be controlled, threatened and coerced to put forth sufficient effort to meet the organizations objectives.

    Theory X

  • 71

    The emphasis is on the goal of the individual

    Theory Y

  • 72

    He recommends breaking down management roles and responsibilities and organizing the workplace to simplify complex concepts. .

    Henry Mintzberg

  • 73

    This helps to organize companies into a more efficient culture, and it allows each member to develop their own skills

    Henry Mitnzberg

  • 74

    This includes Figurehead, Leader, and Liason

    Interpersonal Roles

  • 75

    This includes Monitor, Disseminator, and Spokesperson.

    informational roles

  • 76

    This includes Entrepreneur, Disturbance Handler, Resource Allocator, and Negotiator.

    decisional Roles

  • 77

    Hires and trains subordinates

    Figurehead

  • 78

    Schedules employees work hours. Distributes employees and directs towards the achievement of organizational goals. Represents his institution at certain activities.

    leader

  • 79

    Communicates with persons outside of his vertical chain of command for the purpose of giving and receiving information

    Liaison

  • 80

    Scans the environment for information that is useful in fulfilling his or her roles, obtained through informal contacts such as verbal form-gossip or hearsay.

    Monitor

  • 81

    The manager directs some of his work-related information to persons outside of his own work unit

    spokesperson

  • 82

    The one who organizes, manages, and assumes the risks, develops and promotes new projects and programs, and designs and initiates changes and strategies.

    Entrepreneur

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    問題一覧

  • 1

    It is a theory of management that analyzes and synthesizes workflows

    scientific management

  • 2

    It seeks to find out that particular management procedure that is applicable in a given situation through a careful examination of the job, determining what is to be done and eventually designing the the tools and methods to accomplish the task.

    Scientific management

  • 3

    Father of Scientific Management.

    Frederick Taylor

  • 4

    Postulated that if workers could be taught the one best way to accomplish a task, productivity would increase.

    Frederick Taylor

  • 5

    They emphasized the benefits of job simplification and the establishment of work standards, as well as the effects of incentive wage plans and fatigue on work performance

    Frank Gilbreth and Lilian Gilbreth

  • 6

    This increased the wages of the workers because they accomplished more in a shorter time.

    Speed Work Management

  • 7

    →He developed a task and bonus remuneration plan whereby workers received a guaranteed day's wage plus a bonus for production above the standard to stimulate higher performance.

    Henry Grantt

  • 8

    He recommended that workers be selected scientifically and provided with detailed instructions about their tasks.

    Henry Grantt

  • 9

    the originator of the Gantt Chart.

    Henry Grantt

  • 10

    → It is highly developed schedules that allow one to visualize multiple tasks that have to be done. Illustrates project schedule

    Gantt Chart

  • 11

    This focuses on the management of work and workers

    Scientific management

  • 12

    This addresses the issues concerning how overall organization should be structured.

    Administrative management

  • 13

    Father of Modern Management

    Henry Fayol

  • 14

    He studied the functions of managers and concluded that management is universal

    Henry Fayol

  • 15

    Specialization makes employees more efficient which results to more and better outputs

    Division of work

  • 16

    Managers have the ability to give orders.

    Auhrotiy

  • 17

    employees obey and respect the rules that govern the organization where they belong.

    Discipline

  • 18

    Each employee should receive orders only from one superior

    Unity of command

  • 19

    For each group of organizational activities having the same objective, direction comes from one manager using one plan.

    Unity of direction

  • 20

    An employee or group of employees' interests should not precede over the interests of the whole organization.

    Subordination of individual interest to the general interest

  • 21

    Employees must be paid a fair wage for their services rendered to the organization

    Remuneration

  • 22

    The degree to which subordinates are involved in decision making.

    Centralization

  • 23

    This represents the line of authority from top management to the lowest ranks in the organization.

    Scalar chain

  • 24

    when people and materials are in the right place at the right time. Specifically, people should be in the jobs or positions most suited for them.

    Order

  • 25

    exists when managers observe kindness and faimess to their subordinates

    equity

  • 26

    Management should see to it that an orderly personnel planning is provided and ensures that replacements are available to fill vacancies.

    Stability of tenure

  • 27

    Whenever employees are allowed to originate and carry out plans, they are expected to exert high levels of efforts.

    Initiative

  • 28

    Promotion of team spirit builds harmony and unity within the organization

    Esprit de corps

  • 29

    Father of Organization Theory.

    Max Weber

  • 30

    Efficiency is achieved through impersonal relations within a formal structure

    Max Weber

  • 31

    Advocated that the ideal form of organization for a complex institution was Bureaucracy, or an organization characterized by a well-defined hierarchy of authority, and division of work based on specialization of function.

    Max Weber

  • 32

    This refers to highly structured form of administration and usually includes no participation by the governed.

    Bureaucracy

  • 33

    It involves a clear-cut division of integrated activities which are regarded as duties inherent in the office

    bureaucracy

  • 34

    A system of differentiated controls and sanctions are stated in the regulations

    bureaucracy

  • 35

    He believed that management is the technique of directing people and organization is the technique of relating functions.

    James Mooney

  • 36

    He stated that organization is management's responsibility

    James Mooney

  • 37

    People get their right to command from their position in the organization

    James Mooney

  • 38

    Managerial process is planning, coordinating, leading and controlling proper use of personnel, delegation, and departmentalization.

    Luther Gulick and Lyndale Urwick

  • 39

    Study the behavior of people in groups

    Human relations

  • 40

    She put emphasis on Participative Decision Making, espoused her belief that managers should have authority with, rather than over, employees.

    Mary Parker Gollet

  • 41

    saw management as a social process that consisted primarily of motivating individuals and groups to work toward a common end

    Mary Parker Gollet

  • 42

    → Suggested that successful leadership was more a result of training in leadership skills than possession of specific personality trait.

    Mary Parker Follet

  • 43

    Suggested that a manager should not give orders to an employee rather, the two should together analyze the situation and then take orders from the situation.

    Mary Parker Follet

  • 44

    He put emphasis on Hawthorne Studies which states that human factors like attention, recognition, and not just physical work influence productivity.

    Elton Mayo

  • 45

    His study focuses on the effect of lighting in productivity. result is that lighting had little or no significant effect on productivity and that interaction among workers and participation in informal social groups had a great impact on individual behavior and productivity and not physical factors like light, beauty, fumiture, and etc.

    Elton Mayo

  • 46

    People you work with affects your productivity, if you recognize the person he tends to be more productive.

    Elton Mayo

  • 47

    It is the phenomena of being observed or studied, resulted in changes in behavior.

    Hawthorne Effect

  • 48

    He identified the types of variables in an organization which are the Casual, Intervening, and End-Result Variables.

    Rensis Likert

  • 49

    He believed that managers may act in ways harmful to the organization because they evaluate end results to the exclusion of intervening variables.

    Rensis Likert

  • 50

    →This measures several factors related to leadership behavior process, motivation, managerial influence, communication, decision-making processes, goal setting, and staff development

    Likert Scale

  • 51

    This includes leadership behavior, organizational structure, policies, and controls

    Casual Variable

  • 52

    These are the perceptions, attitudes, and motivations imparted to the organization

    Intervening Variables

  • 53

    These are measures of profit, costs, and productivity

    End result variables

  • 54

    Managers show little confidence with staff associates and ignore their ideas.

    Exploitative Authoritative

  • 55

    Staff associates do not feel free to discuss their jobs with their managers.

    Exploitative Authoritative

  • 56

    Responsibility for the organization's goals is at the top, goals are established through orders. Little communication downward, and top management makes all decisions and motivation by coercion.

    Exploitative Authoritative

  • 57

    It is also referred to as Benevolent-Showing Kindness.

    Benevolent Authoritative

  • 58

    Staffs' ideas are sometimes sought but they do not feel very free to discuss their jobs with their manager. Top management and middle management responsible for setting goals.

    Exploitative Authoritative

  • 59

    Manager has substantial confidence in staff members. Their ideas are usually sought, and they feel free to . discuss their work with their manager

    Consultative Democratic

  • 60

    Responsibility for setting goals is fairly general. Considerable communication, both upward and downward, and some delegated decisions are made at lower levels.

    Consultative Democratic

  • 61

    It is associated with the most effective performance.

    participative democratic

  • 62

    Managers have complete confidence in their staff associates that's why their ideas are always sought and they feel free to discuss their jobs with the manager. Goals are set at all levels.

    participative democratic

  • 63

    He proposed the Field Theory of Human Behavior.

    Kurt Lewin

  • 64

    He believes that a worker's behavior is influenced by interaction between the worker's personality, the structure of the primary work group, and the socio-technical climate of the workplace.

    Kurt Lewin

  • 65

    It is a result of an alteration in the social and psychological forces impinging on an individual, his equilibrium is upset, making him ready to change attitude and behavior

    Unfreezing

  • 66

    The individual acquires new attitudes and behaviors either by identifying with a role model who possesses those attitudes and demonstrates those behaviors or by discovering new attitudes and behaviors when placed in a situation.

    Changing

  • 67

    The individual integrates new attitudes and behavior into his personality and on-going relationship.

    Refreezing

  • 68

    He notes that one's style of management depends on one's philosophy of humans and categorizes those assumptions as Theory X and Theory Y.

    Douglas McGregor

  • 69

    The manager places emphasis is on the goal of the organization.

    Theory X

  • 70

    Because people dislike work, they must be controlled, threatened and coerced to put forth sufficient effort to meet the organizations objectives.

    Theory X

  • 71

    The emphasis is on the goal of the individual

    Theory Y

  • 72

    He recommends breaking down management roles and responsibilities and organizing the workplace to simplify complex concepts. .

    Henry Mintzberg

  • 73

    This helps to organize companies into a more efficient culture, and it allows each member to develop their own skills

    Henry Mitnzberg

  • 74

    This includes Figurehead, Leader, and Liason

    Interpersonal Roles

  • 75

    This includes Monitor, Disseminator, and Spokesperson.

    informational roles

  • 76

    This includes Entrepreneur, Disturbance Handler, Resource Allocator, and Negotiator.

    decisional Roles

  • 77

    Hires and trains subordinates

    Figurehead

  • 78

    Schedules employees work hours. Distributes employees and directs towards the achievement of organizational goals. Represents his institution at certain activities.

    leader

  • 79

    Communicates with persons outside of his vertical chain of command for the purpose of giving and receiving information

    Liaison

  • 80

    Scans the environment for information that is useful in fulfilling his or her roles, obtained through informal contacts such as verbal form-gossip or hearsay.

    Monitor

  • 81

    The manager directs some of his work-related information to persons outside of his own work unit

    spokesperson

  • 82

    The one who organizes, manages, and assumes the risks, develops and promotes new projects and programs, and designs and initiates changes and strategies.

    Entrepreneur