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