Exam 17: Management History

Refer to the scenario below to answer the following questions. Contingency Approach at Club Serenity (Scenario) Club Serenity is a new but growing organization focusing on small and exclusive vacation retreats for the 55+ generation with special amenities, activities and packages geared to attract the older population. In the first five years in business, the company has grown from the two original locations to current four locations. Gary, the general manager in the Vancouver head office, has hired two employees to act strictly as new location scouts. Jennifer is currently in Australia, and Diego is in Brazil looking at possible new properties. Both are in frequent contact with the head office reporting on findings. The organization currently has 23 employees in the head office and another 240 permanent employees in the four resorts. In addition there are casual, part time workers in each location hired locally for seasonal work. Because of the nature of his business Gary recognizes that he is continually faced with changing situations and has to use different approaches and techniques to managing the international locations. He has to be able to change what he does depending on the situation and take into consideration the cultural nuances of the various locations and employees. -When Club Serenity was first set up, it was in the traditional hierarchical, centralized framework. Now as the size increases so do the __________________ in the various locations, and Gary is seriously thinking that to increase _______________ he may have to re-structure.

Which of the following early advocates of organizational behaviour was known for their concern about deplorable working conditions?

Refer to the scenario below to answer the following questions. The Human Side (Scenario) As an engineer, Kevin was trained to understand the roles of machinery and hardware in enhancing organizational productivity. However, Kevin was promoted to a managerial position where his duties included supervising a department of 30 people and leading them toward completion of a new project. Ever the perfectionist, Kevin decided to enhance his understanding of the human side of business management by reading a history book on the organizational behaviour approach. -Kevin was surprised to learn that using group-based projects was not a contemporary concept. In fact, __________ was an early 1900s social philosopher who thought that organizations should be based on group ethics.

Refer to the scenario below to answer the following. A Look Back (Scenario) Cindy Schultz, tired from working with customers all day, decided to take a 1 -In her dream, Cindy visited the home of Adam Smith, who suggested that organizations and society would gain from __________.

An organization that has a division of labour, a clearly defined hierarchy, detailed rules, and impersonal relationships would be described as a bureaucracy.

The primary value of the __________ approach is that it stresses that there are no simplistic or universal rules for managers to follow in doing their jobs.

Refer to the scenario below to answer the following questions. Embarking on TQM at Maestro Motors (Scenario) Hector glanced at the watch and sighed. It was already 6:30 and he should be heading home for dinner. Dina would be mad because he was late again. He closed the main garage door at his auto repair shop, Maestro Motors. His two mechanics has just left even though the queue of cars waiting for repairs was longer than usual. He couldn't ask them to work overtime every night. Things were not working well at the moment and he needed to do something to get things turned around. Last night, over a beer at nearby pub, his pal Rodrigo told him about something called total quality management. It sounded like something he should look into and immediately, not in some vague future. It was not only the backup in work; he had received more than the usual number of calls from irate customers. Mostly it was about the delays in getting the cars repaired. Some, however, were about the repairs themselves. Some had even brought their cars back for re-work. Hector was determined to turn things around and that evening, after Dina and the kids were in bed, he started researching this total quality management on his computer. What he found was not only interesting, but in his mind quite doable and not that complicated. -First thing the next morning Hector called a meeting with his two mechanics and Juan, the office manager and explained that he was embarking on a new initiative to make the garage more profitable and successful. He explained to his staff that when it came to customer service, either in the car repairs, or in the office procedures, "very good" was not good enough and things that could be improved, from now on would be improved. This was Hector's first step towards ____________.

Total quality management was introduced by Henry Fayol as part of his management principles.

Which of the following is a system output?

_________ emphasized rationality and making organizations and workers as efficient as possible.

The contingency approach to management theory is sometimes called the __________ approach.

The "father" of scientific management was __________.

Weber's bureaucracy is a lot like scientific management in its ideology.

Which of the following early advocates of organizational behaviour was the first to argue that organizations were open systems?

Which of the following early advocates of organizational behaviour created the field of industrial psychology, the scientific study of people at work?

Refer to the scenario below to answer the following questions. General Administrative Theory at Tidy Tilda's (Scenario) Penny owns Tidy Tilda's, a housecleaning service. She has been in operation for more than three years and has a steady client list which she hopes to expand as she tries to grow the business. She has ten cleaners who work for her on various assignments five days a week. The way she has structured the operation is that for each assignment, cleaners work in pairs, and for the occasional big job, in threes. Majority of her clients are homeowners, but occasionally she gets a bigger contract from offices and other businesses. The assignments usually take one day and the cleaners report into the office in the morning and at the end of their shift. For the occasional big job, which might take up to three days and three or four cleaners, Penny negotiates different terms. Penny's management style and techniques follow closely Fayol's principles of management as she aspires to build an adaptable organization. -In early December each year Tidy Tilda's celebrates with a Christmas party for all the employees and their families. Penny feels that such events encourage esprit de corps which builds __________ amongst the employees.

Refer to the scenario below to answer the following questions. The Human Side (Scenario) As an engineer, Kevin was trained to understand the roles of machinery and hardware in enhancing organizational productivity. However, Kevin was promoted to a managerial position where his duties included supervising a department of 30 people and leading them toward completion of a new project. Ever the perfectionist, Kevin decided to enhance his understanding of the human side of business management by reading a history book on the organizational behaviour approach. -Kevin also learned that the most important contribution to the field of organizational behaviour came out of a series of studies conducted at the Western Electric Company by Harvard professor __________.

Refer to the scenario below to answer the following questions. General Administrative Theory at Tidy Tilda's (Scenario) Penny owns Tidy Tilda's, a housecleaning service. She has been in operation for more than three years and has a steady client list which she hopes to expand as she tries to grow the business. She has ten cleaners who work for her on various assignments five days a week. The way she has structured the operation is that for each assignment, cleaners work in pairs, and for the occasional big job, in threes. Majority of her clients are homeowners, but occasionally she gets a bigger contract from offices and other businesses. The assignments usually take one day and the cleaners report into the office in the morning and at the end of their shift. For the occasional big job, which might take up to three days and three or four cleaners, Penny negotiates different terms. Penny's management style and techniques follow closely Fayol's principles of management as she aspires to build an adaptable organization. -Penny has taken the position that she is the boss and this gives her the right to assign the work of the cleaners. This illustrates her ____________ as the managers.

Weber recognized that in the early 1900s the ideal bureaucracy existed in most business operations.

discuss the background and the six principles of total quality management (TQM) and their general relationship to the quantitative approach.