Exam 1 Study Guide

Ch. 1 1. Human relations movement: with the legalization of unions in 1935 management began looking for better ways to manage workers and behavioral scientists started calling for more attention to the human factor. 2. Theory X, Theory Y: Theory X assumptions were pessimistic and negative and typical of how managers traditionally perceived employees, which are a major barrier to productivity improvement and employee well-being. Theory Y assumptions were positive and managers could gain by viewing employees as self-energized, committed, responsible, and creative beings. 3. Total quality management: means that the organization’s culture is defined by and supports the constant attainment of customer satisfaction through an integrated system of tools, techniques, and training. This involves the continuous improvement of organizational processes, resulting in high-quality products and services. 4. 85 – 15 Rule: Deming’s, when something goes wrong, there is roughly an 85% chance the system (including management, machinery, and rules) is at fault and only 15% chance it’s the employees fault. 5. Contingency Approach: calls for using management concepts and techniques in a situationally appropriate manner, instead of trying to rely on “one best way”. There is no single best style of management. 6. Human Capital: productive potential of an individual’s knowledge and actions. 7. Social Capital: productive potential resulting from strong relationships, goodwill, trust, and cooperative effort, ie good relationship with boss extremely important. 8. Congruence model: using management tools and techniques in a situationally appropriate manner; avoiding the one-best-way approach.
Ch 2 1. Observable artifacts: consist of physical manifestation of an organization’s culture, including: acronyms, manner of dress, awards, myths and stories, published lists of values, observable rituals and ceremonies, special parking spaces, decorations, etc.