Download CMN2148 Chapter 3 Test: Communication Perspectives & Management Theories and more Exams Advanced Education in PDF only on Docsity!
CMN2 148 Chapter 3 Test With
Solution
3 Major Communication Perspectives - ANSWER 1. classical
- contingency
- human
Scientific Management Perspective: Reasoning - ANSWER theory arose out of frustration with:
- poor apprenticeship programs
- flawed systems
Scientific Management Perspective: Goals - ANSWER 1. improve efficiency
- differential piece rate system (reward people who outperform others)
Scientific Management Perspective: Characteristics - ANSWER - one best way to do any job
- careful selection and proper fit of the worker (hire the best employees)
- monitoring and training (let top performers do the training)
- time and motion
Henry Fayol's Management Theory - ANSWER First known attempt to describe broad principles of management for the organization and conduct of business
Fayol's Management Theory: Principles - ANSWER 14 principles (6 important ones)
- scalar chain
- unity of command
- unity of direction
- division of labour
- order
- span of control
Fayol's Management Theory: Activities - ANSWER 1. commanding
- coordination
- controlling
- organizing
- planning
Fayol's Management Theory: Characteristics - ANSWER place responsibility
no stability ("may way or the highway)
- Charismatic: people like you so they listen to you, encourages slackers (not ideal)
- Rational-legal/Bureaucratic: understand the context, good analysis of the organization
Human Behaviour Perspective - ANSWER people are the most important
Contingency Perspective - ANSWER a situational approach
Classical Perspective - ANSWER Takes a rational, scientific approach to management and seeks to turn organizations into efficient operating machines.
Hawthorne Studies - ANSWER A series of studies during the 1920s and 1930s that provided new insights into individual and group behaviour
- served as a springboard to the human relations movement
Hawthorne effect - ANSWER A change in a subject's behaviour caused simply by the awareness of being studied
- caused a major social interaction effect
Hawthorne Studies: Phases and their outcomes - ANSWER 1. Illumination studies: nothing to do with efficiency
- Relay Assembly test room studies: made a lot of changes and people were still able to perform
- Interview program: ask people what makes them perform better (show you care)
- Bank wiring room studies: direct observation, slow people were getting pressure from faster coworkers
Maslow's Hierarchy of Needs - ANSWER theory of motivation, help employees succeed by acknowledging needs
- help them create a positive self-image
Maslow's Hierarchy of Needs: Needs - ANSWER 1. physiological
- safety
- social
- esteem
- self-actualization
McGregor's Theory X and Y - ANSWER managers can have different kinds of
Decision-Making Model - ANSWER complex process, look into this for efficiency, good decision models and trust in people will be the most beneficial
Bounded Theory - ANSWER as humans we should never assume that we are perfectly rational, we have limited rationality
- same as perception theory
- we can only see what people show us, we rely on limited perceptions, we go with the understanding of reality
- expect the unexpected
Socio-Technical integration - ANSWER there's a social element and a technical element to all organizations
- pay attention to both to make sure you are creating an environment where people can perform to the best of their abilities, have a good balance
Cultural Approach - ANSWER encourage people to really understand the collective mindset, bring your own personal experiences to the organization but make sure you understand what you are expected and understand the group dynamic
- have collective expectations
Systems Theory - ANSWER look into how organizations operate as a set of interdependent systems
- how they react with stakeholders, promotes the idea of where we are dependent on others and come up with something that is mutually acceptable to all the stakeholders
Learning Organizations - ANSWER 1. open systems
- organization
- knowledge
- acquisition
- knowledge sharing
Learning Mindset - ANSWER take feedback with an open mind and refine
Learning Organizations: Disciplines - ANSWER 1. Personal mastery: see if employees have the ability to develop proficiency
- Building a shared vision: assure employees share organizational motivation
- Mental models: what kind of assumptions do your employees have? competitiveness?
- Team learning: focus on interdependency and the ability to get along with others
are complicated
- Organizational cultures are emergent
- Organizational cultures are not unitary
- Organizational cultures are often ambiguous
Schein's Model of Culture (Onion Model) - ANSWER culture is a pattern of a shared basic assumptions that the group learned as it solved its problems of external adaptation and internal integration, that has worked well enough to be considered valid, and, therefore it be taught to new members as the correct way to perceive, think and feel in relation to those problems
Schein's Model of Culture: Golden Triangle - ANSWER strong connection between:
- values
- beliefs
- behaviours
- what we value affects how we behave towards something
