Exam 2: Section 1: History of Management

Prior to the development of scientific management principles, workers whose work pace was significantly faster than the normal pace in their work group were known as____________ and were often unpopular with their fellow workers.

During the Bank Wiring Room phase of his Hawthorne Studies, Elton Mayo witnessed behavior reminiscent of the________Frederick Taylor observed.

In general, people will be indifferent to managerial directives or orders if they _________.

According to Mary Parker Follett,__________ is an approach for dealing with conflict in which one party satisfies its desires and objectives at the expense of the other party's desires and objectives.

Chester Barnard defined a(n)____________ persons."

Frank and Lillian Gilbreth studied the psychology of groups.

Differentiate between closed systems and open systems.

What principles did the Hawthorne Studies demonstrate to be true?

Management theorist ___________is best known for his role in the Hawthorne Studies.

Which of the following is an example of a closed system?

___________involves managing the daily production of goods and services.

According to Weber's bureaucratic management, people should lead by virtue of their rational­legal authority.

A systems approach to management encourages managers to view each division as a separate, vital organism.

Management ideas and practices have been used from the earliest times of recorded history.

How is your ability to be a manager influenced by acceptance of the contingency approach to management as the most effective way to manage?

International Steel Group (ISG) As the day shift supervisor at the steel plant, you summon the six college students who are working for you this summer doing whatever you need done (sweeping up, sandblasting the inside of boilers that are down for maintenance, running errands, etc.). You walk them across the plant to a field where the company stores scrap metal "leftovers." The area, about the size of a football field, is stacked with organized piles of metal. You explain that everything they see has just been sold. Metal prices, which have been depressed, have finally risen enough that the company can earn a small profit by selling its scrap. You point out that railroad tracks divide the field into parallel sectors, like the lines on a football field, so that each stack of metal is no more than 15 feet from a track. Each stack contains 390 pieces of metal. Each piece weighs 92 pounds and is about a yard long and just over 4 inches high and 4 inches wide. You tell the students that, working as a team, they are to pick up each piece, walk up a ramp to a railroad car positioned next to each stack, and then neatly position and stack the metal for shipment. That's right, you repeat, 92 pounds, walk up the ramp, and carry the metal onto the rail car. Anticipating their questions, you explain that a forklift could be used only if the metal was stored on wooden pallets (it isn't), if the pallets could withstand the weight of the metal (they would be crushed), and if you, as their supervisor, had forklifts and people trained to run them (you don't). In other words, the only way to get the metal into the rail cars is for the students to carry it. Based on an old report from the last time the company sold some of the metal, you know that over an eight-hour shift workers typically loaded about 30 to 31 pieces of metal parts per hour. At that pace, though, it will take your six students six weeks to load all of the metal, and the purchasing manager who sold it says it must be shipped in two weeks. So, without more workers (there's a hiring freeze) and without forklifts, all of the metal has to be loaded by hand by these six workers in two weeks. -Refer to ISG. Which of the following approaches to management that have influenced how today's managers produce goods and services would be most applicable to the shift supervisor's problem?

Which of the following statements about information management is true?

When will people generally be indifferent to managerial directives or orders?

Weber's concept of bureaucratic management supported qualification­based hiring and merit­based promotion.

According to Chester Barnard, for many managerial requests or directives, there is a zone of indifference in which managers don't really care if the request is met or the directive is performed.