Management 301 Final Exam Review Fall20

Topics: Motivation, Maslow's hierarchy of needs, Management Pages: 28 (5917 words) Published: December 29, 2014
Chapter 1: Introducing Management
What are the current organizational “trends”?
§Flatter structure
§Self-managing structures
§Human capital

What are the four components of the management process?
◦Planning, controlling, organizing, leading

Planning: is the process of setting objectives and determining what should be done to accomplish them Controlling: is the process of measuring performance and taking action to ensure desired results Organizing: is the process of assigning tasks, allocating resources, and coordinating work activities Leading: is the process of arousing enthusiasm and inspiring efforts to achieve goals. Figure 1.5 PG 18

What are the three major managerial roles?
◦Interpersonal, informational, decisional
PG 21
Interpersonal Roles
Informational Roles
Decisional Roles
How a manager interacts with other people
How a manager exchanges and processes information
How a manager uses information in decision making
-Disturbance handler
-Resource allocator

Practice Question: A good manager is one who can increase both ___________ and _________ among employees. A. Profits and morale
B. Performance and satisfaction
C. Intelligence and conscientiousness
D. Sociability and profits

Chapter 2: Management Learning Past to Present
Know the major theories of management and their founders:
Frederick Taylor  Scientific management:
Four principles of scientific management:
Focused on the need to carefully select, train, and support workers for individual task performance. Developed for every job a “ science that includes rules of motion, standardized work implements, and proper working conditions.”

Henri Fayol  Administrative principles:
Suggested that managers should learn what are now known as the management functions for planning, organizing, learning, and controlling.

Max Weber  Bureaucratic organization:
Described bureaucracy with its clear hierarchy formal rules, and well-defined jobs as an ideal form of organization Weber’s Bureaucracy principles were founded on logic, order, and legitimate authority.

Defining characteristics:
Clear division of labor
Clear hierarchy of authority
Formal rules and procedures
Careers based on merit

PG. 37
The Classic Bureaucracy:
Career managers
Clear division of labor
Promotion based merit
Formal hierarchy of authority
Written rules and standard procedures

Theory X & Y  Douglas McGregor:
Influenced by Hawthorne studies and Maslow
Shift workers from Theory X  Theory Y
“Command and Control”:
Theory X: Managers assume workers lack ambition, irresponsible, etc. So they threat them that way, resistant to change (so they don’t), want to be led rather then lead.

“Behave in engaging ways”:
Theory Y: Managers create opposite of X environment and a (+). Managers holding either set of assumptions can create self-fulfilling prophecies. Positive mindset, reflect behavior outcome
Negative mindset, reflect behavior outcome

Hawthorne Studies  Elton Mayo:
Good “human relations” results in higher productivity at work Some workers view work conditions and wages as a source of satisfaction, others view work conditions and wages as a dissatisfaction Groups can have strong negatives and positives influenced on individual productivity Today scholars don’t think Hawthorne studies were done very well BUT studies pointed the attention of managers and researches toward feelings, attitudes and relationships with co-workers affect employee’s work. Group- Important influence on individuals *Social and human factors as keys to productivity*

Theory of Human Needs  Abraham Maslow:
Theory of Human Needs:
Impact on behavioral approach to...
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