Introduction to Management please assist me with this.

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1. Identify the historical forces that affect the practice of management. Explain, with the use of examples, how they have influenced the practice of management.

2. Describe the components of The Classical and Humanistic Management perspectives, providing the following details:

a. Why or how the perspective emerged

b. Main Advocates - name, occupation and theories

c. Contributions to the practice of management

d. Criticisms

3. Provide a brief background to the Hawthorne Studies to include:

a. The management perspective to which it is accredited. Who conducted the experiments? Where and why? Describe the experiments. What were the main findings?

b. To what concept of management does this series of study apply?

4. Describe theManagement Science Perspective, to include:

a. Another name for "Management Science".

b. What disciplines are associated with this perspective and for what purpose were they used?

c. The contributions of these perspectives to modern day management.

5. a) Describe the Behavioural Sciences Approach, giving examples of how it has been applied or

used by some businesses.

b) Organization Development is one of the management techniques in the behavioural sciences approach. Explain how it evolved and how it is applied in organizations.

6. a) Of all the perspectives discussed, which one has remained most prevalent from the 1950s until today?

b. Identify three new concepts that have emerged since post-WWII, which show strong interest in the human aspect of managing, such as team and group dynamics.

c. Provide a description of each concept, to include advocates where possible, unique components and what caused them to come about.

True or False

For each item, indicate "T" for True or "F" for False. For each false item, you should provide an explanation.

1. Scientific management developed a standard method for performing each job. ______________

2. Follett and Barnard were early advocates of a more humanistic perspective on management that emphasized the importance of understanding human behavior, needs, and attitudes in the workplace as well as social interactions and group processes. ______________________________________

3. According to Douglas McGregor, Theory X and Theory Y provide two opposing views of workers, where Theory X recognizes that workers enjoy achievement and responsibility, while Theory Y recognizes that workers will avoid work whenever possible. ____________________________________

4. Contingency theory suggests that managers are more successful if they learn the best way to manage and motivate their employees, and then apply this knowledge in a universally consistent way. _______________

5. Information technology is the most recent subfield of the quantitative perspective. ____________________

6. There are four components to the systems theory: inputs, outputs, feedback and the Customers. ____________

Multiple Choice

Circle the letter that corresponds with the BEST answer to each question.

7. ____ forces refer to those aspects of a culture that guide and influence relationships among people.

a.	Social
b.	Political
c.	Economic
d.	Technological
e.	Legal

8. The findings provided by the Hawthorne Studies provided the impetus for the ____, despite flawed methodology or inaccurate conclusions.

a.	classical perspective
b.	humanistic perspective
c.	scientific management
d.	bureaucratic organizations
e.	contingency perspective

9. Frank Gilbreth felt that efficiency equated with ____.

a.	one best way to do work
b.	leadership flows from the top down
c.	procedures and policies
d.	scientific management
e.	Bureaucracy

10. Maslow's hierarchy of needs started with which of these needs?

1. Esteem
2. Love
3. Safety
4. Physiological
5. Belongingness

11. ____ is considered the "father of scientific management."

a.	Frank B. Gilbreth
b.	Elton Mayo
c.	Henry Gantt
d.	Douglas McGregor
e.	Frederick W. Taylor

12. The teamwork philosophy is based in part on the assumption that five people working together can produce more than five people working individually. This philosophy is consistent with the concept of

a. transformation.

b. entropy.

c. synergy.

d. feedback.

e. quality.

13. Which of these is a major criticism of scientific management?

a.	It ignored the social context of work.
b.	It ignored the impact of compensation on performance.
c.	It overemphasized individual differences.
d.	It overemphasized the intelligence of workers.
e.	It emphasized the social context of work.

14. According to Weber's ideas on bureaucracy, organizations should be based on which of these?

a.	Personal loyalty
b.	Personal references
c.	Rational authority
d.	Family ties
e.	Charismatic authority

15 Tommy believes his employees are responsible, creative, and able to work with minimal direction. He is a

a.	Theory X manager.
b.	Theory Y manager.
c.	Theory Z manager.
d.	Theory A manager.
e.	contingency theory manager.

16. The ____ emphasized the importance of understanding human behaviors, needs, and attitudes in the workplace as well as social interactions and group processes.

a.	humanistic perspective
b.	classical perspective
c.	scientific management
d.	bureaucratic organizations
e.	contingency perspective

Scenario - Britney Marr

The opportunity to gain a foothold in the snack cracker industry had just been found. Britney Marr, an account executive manager for Baked Wheat Industries had developed an interest in wheat crackers two months ago when one of her newly hired account execs, Amy Bender, had convinced her about the high margins and promising future associated with that market. Marr had always believed that if you do your homework in hiring the best people then it only makes sense to listen to their recommendations and implement their suggestions.

Marr had given her approval to Bender to explore opportunities to move into this promising new market. This morning, Bender had reported that the Jackson Corporation had severed its contract with Feel Good Crackers Incorporated. Apparently, the Feel Good salesman had shared sensitive information about Jackson at a cocktail party. Bender had already established a good relationship with Feel Good buyers and so recognized this as an opportunity to expand her market into wheat crackers.

1. Marr's behavior provides an example of

a.	the use of scalar rope.
b.	division of organization.
c.	the principle of inversion.
d.	unity of direction.
e.	all of these.

2. Marr's management style reflects a belief in

a.	Theory Y.
b.	developing her employees through control.
c.	grieving theory.
d.	all of these.
e.	none of these.

3. From a System's theory perspective

a.	Marr should increase teamwork, leading to more entropy.
b.	Marr should listen to and reward her people well to increase synergy.
c.	the Jackson account was lost because Feel Good was too closed to its environment.
d.	all of these.
e.	none of these.

4. Contingency theory recommends

a.	Marr should manage all of her employees the way she manages Bender.
b.	the goal of every manager should be high return on investment, so Marr should expand her market only if it increases ROI.
c.	Bender should focus on her expertise, recognizing the potential risk of failure with a new market.
d.	all of these.
e.	none of these.

Fill in the blanks

1. According to Fayol, similar activities in an organization should be grouped together under one manager. This administrative principle is known as ____________________.

2. The process by which companies find out how others do something better than they do and then try to copy and/or improve it is known as ____________________.

3. A management perspective that suggests jobs should be designed to meet higher-level needs by allowing workers to use their full potential is called a(n) ____________________.

4. Weber's vision of organizations that would be managed on an impersonal, rational basis is called a(n) ____________________.