Kenneth Udut******* **** Self-Assessment and Chap 2 Lecture
Questions Self-Assessment: Bureaucracy appears to be low on my
list of priorities. I ended up a *7*. I don*t particularly mind
the bureaucratic structure, so long as it works smoothly, but
anytime it infringes upon my internal sense of right/wrong, it
grates against me, and I blow up in some way or another *
usually silently. Yet, a free-flowing environment would appeal
to me better, so long as there were things understood in common.
(which often means writing them down, and once things are
written down, they get codified. And once things are codified,
they become procedures. Procedures can turn into a bureaucracy
if the original mission is lost.) Lecture questions
1. "The development of management thought has been determined
by historical times and societal conditions." Do you agree
or disagree with this statement? Discuss.
I agree with the statement. Adam Smith came up with the
description of division of labor, which led to assembly lines.
The Industrial Revolution brought people form working in their
homes, to working in factories, and also gave new meaning to
division of labor by having machines starting to do many of the
repeated tasks that people had previously done.
1. Why is it important to understand the different perspectives
and approaches to management theory?
Many of these perspectives and approaches are today used, and
have shaped the way even *modern management* techniques do
things, whether these *new* management styles acknowledge the
originals or not.
1. What approach to management thought is most appealing to
you? Why?
Organizational Behavior appeals most to me, because it seems to
see people as adults, rather than as automatons. It brings the
people-aspect back to the job, rather than the machine-like view
of people, inspired by the Industrial Revolution*s machinery.
1. Can a mathematical (quantitative) technique help a manager
solve a "people" problem, such as how to motivate employees
or how to distribute work equitably? Explain.
Absolutely! Motivation can be inspired by goal-setting. The
basis for the goals that are set can be generated by a computer
analysis of the current workload and the maximum potential
workload per person, and finding a figure that is somewhere
inbetween as the goal, just as one example. [we*ve done this at
work for sales reps who get paid based on number of
prescriptions they get doctors to write for particular products.
We figure out how much the maximum potential is, and goals are
set based on this maximum * the rewards showing up in the
paycheck]. That is just one example.
1. How might an individual*s age, career stage, geographical
location, and organization size affect his/her needs as
described in Maslow*s hierarchy?
Younger workers, early in the career, especially living on their
own for the first time, may have more Physiological needs * get
food on the table. Bigger organizations may fulfill more of the
social needs, although less of the self-actualization needs *
whereas smaller organizations may have the flexibility for a
person to achieve self-actualization.
1. What are the common assumptions of motivation theorists
Maslow, McGregor, and Herzberg regarding worker motivation?
What are the implications for managers?
Hygiene factors correspond to Theory Y correspond to
Self-Actualization. They*re all quite positive in their view of
humanity*s needs. Managers need to recognize that workers have
needs that need to be fulfilled, whatever level those needs may
be at.
1. What are some personal traits you think might be useful to a
leader? Would these traits be more valuable in some
situations than in others? Explain.
Honesty and Integrity, Drive, and Intelligence are most
important to me in a leader. Honesty and Integrity provide
solidity; Drive is the motor, and Intelligence is the brain.
Other factors are also important, but those three are what I
like in a manager. With Honesty and Integrity, a leader gains
people*s trust. Drive is the leader*s *motor*, especially during
tough times * which also gets the followers going during tough
times. Intelligence (with a dash of entrepreneurship) helps a
leader navigate * it is the rudder that steers the boat.
1. This chapter*s lecture highlights "generations" of workers.
Why are the characteristics of these "generations" of
concern in the field of management? Which leadership style,
autocratic, democratic, or laissez-faire, would seem to work
best with each "generation?" Why?
Each generation has different expectations, which is what makes
it a concern for managers trying to bring people together on a
common goal. Autocratic might appeal more to the Silent
Generations, democratic to Baby Boomers and Gen-Xers.
Laissez-faire may appeal also to Gen-Xers.
