Professional Documents
Culture Documents
Contemporary Management 10th Edition Jones Solutions Manual
Contemporary Management 10th Edition Jones Solutions Manual
Contemporary Management 10th Edition Jones Solutions Manual
CHAPTER 2
CHAPTER CONTENTS
Learning Objectives 2
Key Definitions/Terms 2
Chapter Overview 4
Lecture Outline 5
Lecture Enhancers 21
Management in Action 23
Building Management Skills 29
Managing Ethically 31
Small Group Breakout Exercise 32
Exploring the World Wide Web 33
Be the Manager 34
Case in the News 34
In-Class Activity 36
Connect Features 37
Video Cases
Manager’s Hot Seats (Coming soon!)
Case Analyses
Multiple Choice and Click and Drag Interactives
PowerPoint Slides 37
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
LEARNING OBJECTIVES
LO2-1. Describe how the need to increase organizational efficiency and effectiveness has
guided the evolution of management theory.
LO2-2. Explain the principle of job specialization and division of labor, and tell why the study
of person-task relationships is central to the pursuit of increased efficiency.
LO2-3. Identify the principles of administration and organization that underlie effective
organizations.
LO2-4. Trace the changes in theories about how managers should behave to motivate and
control employees.
LO2-5. Explain the contribution of management science to the efficient use of organizational
resources.
LO2-6. Explain why the study of the external environment and its impact on an organization
has become a central issue in management thought.
KEY DEFINITIONS/TERMS
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
CHAPTER 2 The Evolution of Management Thought 3
choose depend on (are contingent on) characteristics of the external environment in which the
organization operates.
Discipline: Obedience, energy, application, and other outward marks of respect for a superior’s
authority.
Entropy: The tendency of a closed system to lose its ability to control itself and thus to dissolve
and disintegrate.
Equity: The justice, impartiality, and fairness to which all organizational members are entitled.
Esprit de corps: Shared feelings of comradeship, enthusiasm, or devotion to a common cause
among members of a group.
Hawthorne effect: The finding that a manager’s behavior or leadership approach can affect
workers’ level of performance.
Human relations movement: A management approach that advocates the idea that supervisors
should receive behavioral training to manage subordinates in ways that elicit their cooperation
and increase their productivity.
Informal organization: The system of behavioral rules and norms that emerge in a group.
Initiative: The ability to act on one’s own without direction from a superior.
Job specialization: The process by which a division of labor occurs as different workers
specialize in different tasks over time.
Line of authority: The chain of command extending from the top to the bottom of an
organization.
Management science theory: An approach to management that uses rigorous quantitative
techniques to help managers make maximum use of organizational resources.
Mechanistic structure: An organizational structure in which authority is centralized, tasks and
rules are clearly specified, and employees are closely supervised.
Norms: Unwritten, informal codes of conduct that prescribe how people should act in particular
situations and are considered important by most members of a group or organization.
Open system: A system that takes in resources from its external environment and converts them
into goods and services that are then sent back to that environment for purchase by customers.
Order: The methodical arrangement of positions to provide the organization with the greatest
benefit and to provide employees with career opportunities.
Organic structure: An organizational structure in which authority is decentralized to middle
and first-line managers and tasks and roles are left ambiguous to encourage employees to
cooperate and respond quickly to the unexpected.
Organizational behavior: The study of the factors that have an impact on how individuals and
groups respond to and act in organizations.
Organizational environment: The set of forces and conditions that operate beyond an
organization’s boundaries but affect a manager’s ability to acquire and utilize resources.
Rules: Formal written instructions that specify actions to be taken under different circumstances
to achieve specific goals.
Scientific management: The systematic study of relationships between people and tasks for the
purpose of redesigning the work process to increase efficiency.
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
Another random document with
no related content on Scribd:
Sont-ce les dons que tu m’accordes ?
Crois-tu, quand se brisent les cordes
Que le son jaillisse plus beau ?
Ton plectre a frappé sur mon torse,
Mais tu ne lui laisses la force
Que de sonner comme un tombeau !
O formidablement gravie,
Et sur d’effrayants échelons,
Je sens dans l’arbre de ma vie
La mort monter de mes talons !
Le long de ma ligne frileuse,
Le doigt mouillé de la fileuse
Trace une atroce volonté !
Et par sanglots grimpe la crise
Jusque dans ma nuque où se brise
Une cime de volupté !
Ni vu ni connu
Je suis le parfum
Vivant et défunt
Dans le vent venu !
Ni vu ni connu,
Hasard ou génie ?
A peine venu
La tâche est finie !
Ni lu ni compris ?
Aux meilleurs esprits
Que d’erreurs promises !
Ni vu ni connu,
Le temps d’un sein nu
Entre deux chemises !
L’INSINUANT
O Courbes, méandre,
Secrets du menteur,
Est-il art plus tendre
Que cette lenteur ?
Je sais où je vais,
Je t’y veux conduire,
Mon dessein mauvais
N’est pas de te nuire…
(Quoique souriante,
En pleine fierté,
Tant de liberté
La désoriente !)
O Courbes, méandre,
Secrets du menteur,
Je veux faire attendre
Le mot le plus tendre.
LA FAUSSE MORTE
A Henri Ghéon
A la ressemblance exécrée,
Vous fûtes faits, et je vous hais !
Comme je hais le Nom qui crée
Tant de prodiges imparfaits !
Je suis Celui qui modifie,
Je retouche au cœur qui s’y fie,
D’un doigt sûr et mystérieux !…
Nous changerons ces molles œuvres,
Et ces évasives couleuvres
En des reptiles furieux !
O masse de béatitude,
Tu es si belle, juste prix
De la toute sollicitude
Des bons et des meilleurs esprits !
Pour qu’à tes lèvres ils soient pris
Il leur suffit que tu soupires !
Les plus purs s’y penchent les pires,
Les plus durs sont les plus meurtris…
Jusques à moi, tu m’attendris,
De qui relèvent les vampires !
Sa transparence accoutumée
Après une rose fumée
Reprit aussi pure la mer…