；Chapter1–IntroductiontoManagementandOrganizationsTrue/FalseQuestionsThefourcontemporaryfunctionsofmanagementareplanning,organizing,leading,andcontrolling.True(easy)Effectivenessreferstotherelationshipbetweeninputsandoutputs.False(moderate)Efficiencyisoftenreferredtoas"doingthingsright."True(moderate)Whenmanagersmeetorganizationalgoals,theyareefficientandeffective.False(difficult)AccordingtoMintzberg’smanagementroles,theinformationalroleinvolvesreceiving,collecting,anddisseminatinginformation.True(moderate)Technicalskillsbecomelessimportantasamanagermovesintohigherlevelsofmanagement.True(moderate)Thesystemsperspectiveunderscoresandemphasizesthefactthatorganizationsaredifferent,facedifferentcircumstances,andthusmayrequiredifferentwaysofmanaging.False(moderate)MultipleChoice_____________areorganizationalmemberswhointegrateandcoordinatetheworkofothers. a. Managers(easy) b. Teamleaders c. Subordinates d. Operatives e. AgentsTypically,inorganizationsitisthe_____________whoareresponsibleformakingorganizationaldecisionsandsettingpoliciesandstrategiesthataffectallaspectsoftheorganization. a. teamleaders b. middlemanagers c. first-linemanagers d. topmanagers(easy) e. subordinates_____________distinguishesamanagerialpositionfromanonmanagerialone. a. Manipulatingothers b. Concernforthelaw c. Increasingefficiency d. Coordinatingandintegratingothers'work(moderate) e. DefiningmarketshareWhichofthefollowingisNOTanexampleofadecisionalroleaccordingtoMintzberg?spokesperson(moderate)entrepreneurdisturbancehandlerresourceallocatornegotiatorWhichofthefollowingskillsaremoreimportantatlowerlevelsofmanagementsincethesemanagersaredealingdirectlywithemployeesdoingtheorganization’swork?humanskillstechnicalskills(easy)conceptualskillsempiricalskillsUnderstandingbuildingcodeswouldbeconsidereda_____________skillforabuildingcontractor. a. human b. technical(easy) c. conceptual d. empirical e. functionalWhichofthefollowingphrasesisbestassociatedwithmanagerialconceptualskills? a. decision-making(easy) b. communicatingwithcustomers c. motivatingsubordinates d. productknowledge e. technicalskillsAccordingtothetext,_____________arenotinfluencedbyanddonotinteractwiththeirenvironment.opensystemsclosedsystems(easy)flextimesystemsreversesystemsforwardsystemsThe_____________viewofamanager'sjobimpliesthatdecisionsandactionstakeninoneorganizationalareawillimpactotherareas. a. systems(moderate) b. contingency c. conceptual d. functional e. environmentalWhichofthefollowingbestdescribestheconceptthatmanagementisneededinalltypesandsizesoforganizations,atallorganizationallevelsandinallorganizationalworkareas,andinallorganizations,nomatterwhatcountrythey’relocatedin?thepartialityofmanagementthesegmentationofmanagementtheuniversalityofmanagement(moderate)theculturesofmanagementScenariosandQuestionsTheBusyDay(Scenario)DonEskew,plantmanageratControlSystems,Inc.,sighedashesippedhisfirstcupofcoffeeat5a.m.andreadhisagendafortheday.Heisgivingtwocompanytoursinthemorning;thefirsttoanewspaperreporterwhoiswritingastoryonthenewplantexpansionandhasseveralquestions,andthesecondtoagroupofControlSystems,Inc.,managersfromtheeastcoast.Hethenhasameetingwithunitmanager,PhilJohnson,todiscussPhil'srecentdropinperformance(ataskhealwayshates).Next,heisspendingacoupleofhoursreviewingthetradejournalshereceivesfromhishigh-techassociationandwritingupabriefsynopsisforhispresentationnextweektotheDivisionPresident.Finally,inlateafternoon,hewillbereviewingthenewequipmentmalfunctionanddecidingwhethertobringinextrapeopletogettheequipmentrunningassoonaspossible.Whew!Justanotherdayintheglamorouslifeofamanager.Together,allofthesebehaviorsperformedbyDonduringhisbusydaycorrespondtothemanagementrolesdiscoveredinthelate1960sbywhichofthefollowingmanagementscientists? a. Herzberg b. Skinner c. Mintzberg(easy) d. Fayol e. MaslowWhenDonwasmeetingwithPhiltodiscusshisperformanceconcerns,hewasoperatinginwhichmanagementrole? a. leader(difficult) b. figurehead c. monitor d. disturbancehandler e. spokesperson114. WhatrolewasDonperformingwhenhegavetheplanttourtothenewspaperreporter? a. monitor b. figurehead c. disseminator d. spokesperson(difficult) e. resourceallocator115. WhenDonwasreviewingthenewequipmentmalfunction,whatmanagementrolewasheplayingwhendecidingwhethertobringinextrapeople? a. monitor b. disseminator c. resourceallocator(moderate) d. disturbancehandler e. figureheadEssayQuestionsInashortessay,discussthedifferencebetweenefficiencyandeffectivenessandincludeaspecificexampletosupporteachconcept.AnswerEfficiencyreferstogettingthemostoutputfromtheleastamountofinputs.Becausemanagersdealwithscarceinputs—includingresourcessuchaspeople,money,andequipment—theyareconcernedwiththeefficientuseofresources.Forinstance,attheBeiersdorfInc.factoryinCincinnati,whereemployeesmakebodybracesandsupports,canes,walkers,crutches,andothermedicalassistanceproducts,efficientmanufacturingtechniqueswereimplementedbydoingthingssuchascuttinginventorylevels,decreasingtheamountoftimetomanufactureproducts,andloweringproductrejectrates.Fromthisperspective,efficiencyisoftenreferredtoas“doingthingsright”—thatis,notwastingresources.Effectivenessisoftendescribedas“doingtherightthings”—thatis,thoseworkactivitiesthatwillhelptheorganizationreachitsgoals.Forinstance,attheBiersdorffactory,goalsincludedopencommunicationbetweenmanagersandemployees,andcuttingcosts.Throughvariousworkprograms,thesegoalswerepursuedandachieved.Whereasefficiencyisconcernedwiththemeansofgettingthingsdone,effectivenessisconcernedwiththeends,orattainmentoforganizationalgoals.(moderate)Inashortessay,listandexplainthefourbasicfunctionsofmanagement.AnswerPlanning–involvestheprocessofdefininggoals,establishingstrategiesforachievingthosegoals,anddevelopingplanstointegrateandcoordinateactivities.Organizing–involvestheprocessofdeterminingwhattasksaretobedone,whoistodothem,howthetasksaretobegrouped,whoreportstowhom,andwheredecisionsaretobemade.Leading–whenmanagersmotivatesubordinates,influenceindividualsorteamsastheywork,selectthemosteffectivecommunicationchannel,ordealinanywaywithemployeebehaviorissues,theyareleading.Controlling–toensurethatworkisgoingasitshould,managersmustmonitorandevaluateperformance.Theprocessofmonitoring,comparing,andcorrectingiswhatismeantbythecontrollingfunction.(moderate)Inashortessay,listanddiscussthethreeessentialskillsaccordingtoKatzthatmanagersneedtoperformthedutiesandactivitiesassociatedwithbeingamanager.AnswerTechnicalskills–includeknowledgeofanproficiencyinacertainspecializedfield,suchasengineering,computers,accounting,ormanufacturing.Theseskillsaremoreimportantatlowerlevelsofmanagementsincethesemanagersaredealingdirectlywithemployeesdoingtheorganization’swork.Humanskills–involvetheabilitytoworkwellwithotherpeoplebothindividuallyandinagroup.Managerswithgoodhumanskillsareabletogetthebestoutoftheirpeople.Theyknowhowtocommunicate,motivate,lead,andinspireenthusiasmandtrust.Theseskillsareequallyimportantatalllevelsofmanagement.Conceptualskills–thesearetheskillthatmanagersmusthavetothinkandtoconceptualizeaboutabstractandcomplexsituations.Usingtheseskills,managersmustbeabletoseetheorganizationasawhole,understandtherelationshipsamongvarioussubunits,andvisualizehowtheorganizationfitsintoitsbroaderenvironment.Theseskillsaremostimportantatthetopmanagementlevels.(moderate)Chapter2–ManagementYesterdayandTodayTrue/FalseAccordingtoAdamSmith,divisionoflaborwasanimportantconcept. True(easy)IntheIndustrialRevolution,machinepowerbegansubstitutingforhumanpower. True(easy)“PrinciplesofScientificManagement”waswrittenbyFrederickTaylor. True(moderate)FrankGilbreth’sbest-knowncontributiontoscientificmanagementconcernedselectingthebestworker. False(moderate)FrederickTaylorismostassociatedwiththeprinciplesofscientificmanagement. True(easy)OnecouldsaythatFayolwasinterestedinstudyingmacromanagementissues,whereasTaylorwasinterestedinstudyingmicromanagementissues. True(moderate)Bureaucracy,asdescribedbyWeber,emphasizesrationalityandinterpersonalrelationships. False(moderate)Decisionsondeterminingacompany’soptimuminventorylevelshavebeensignificantlyinfluencedbyeconomicorderquantitymodeling. True(moderate)Barnard,Follet,Musterberg,andOwenarealltheoristsareassociatedwiththeearlyorganizationalbehaviorapproach. True(moderate)MultipleChoiceAdamSmith's,"TheWealthofNations,"putforththattheprimaryeconomicadvantagebysocietieswouldbegainedfromwhichofthefollowingconcepts? a. managementplanningandcontrol b. on-the-jobtraining c. unionrepresentation d. fairemploymentlegislation e. divisionoflabor(difficult)Whichofthefollowingisnotoneofthefourmanagementapproachesthatgrewoutofthefirsthalfofthiscentury? a. scientificmanagement b. generaladministrative c. organizationalbehavior d. systemsapproach(easy) e. quantitativeAccordingtothetext,probablythebest-knownexampleofTaylor’sscientificmanagementwasthe______________experiment.horseshoepigiron(moderate)bluecollarfishtankWhichofthefollowingisNOToneofTaylor’sfourprinciplesofmanagement?Developascienceforeachelementofanindividual’swork,whichwillreplacetheoldrule-of-thumbmethod.Scientificallyselectandthentrain,teach,anddeveloptheworker.Heartilycooperatewiththeworkerssoastoensurethatallworkisdoneinaccordancewiththeprinciplesdeveloped.Providemanagerswilllessworkthanotheremployeessothemanagerscanplanaccordingly.(difficult)Generaladministrativetheoryfocuseson a. theentireorganization.(easy) b. managersandadministrators. c. themeasurementoforganizationaldesignrelationships. d. primarilytheaccountingfunction. e. administrativeissuesaffectingnon-managerialemployees.Thefourteenprinciplesofmanagementareassociatedwithwhom? a. Weber b. Drucker c. Taylor d. Gilbreth e. Fayol(moderate)Whichofthefollowingapproachestomanagementhasalsobeenlabeledoperationsresearchormanagementscience?ThequalitativeapproachThequantitativeapproach(easy)TheexperimentalapproachThetheoreticalapproachWhichofthefollowingwouldnotbeassociatedwiththequantitativeapproachtomanagement? a. informationmodels b. critical-pathscheduling c. systematicmotivationofindividuals(moderate) d. linearprogramming e. statisticsWithoutquestion,themostimportantcontributiontothedevelopingfieldoforganizationalbehaviorcameoutofthe_______________.TaylorStudies.PorterStudies.ParkerStudies.HawthorneStudies.(moderate)WhatscientistismostcloselyassociatedwiththeHawthorneStudies? a. Adams b. Mayo(easy) c. Lawler d. Barnard e. FollettOneoutcomeoftheHawthornestudiescouldbedescribedbywhichofthefollowingstatements?Socialnormsarethekeydeterminantsofindividualworkbehavior.(moderate)Moneyismoreimportantthanthegrouponindividualproductivity.Behaviorandemployeesentimentsareinverselyrelated.Securityisrelativelyunimportant.Whilegroupsareanimportantdeterminantofworkerproductivity,theindividualhim/herselfismostimportant.ScenariosandQuestionsHISTORICALBACKGROUNDOFMANAGEMENTALookBack(Scenario)CindySchultz,tiredfromworkingwithcustomersallday,decidedtotakeafifteen-minutenaptohelpclearherheadbeforethe4:15managers'meeting.Hercompanyhadrecentlybegunare-engineeringprocessaswellasotherchangesrequiringcopiousmanagementinput.Assheleanedbackinherchair,shewonderedifmanagementsciencehadalwaysbeenthiswayandhowitallbegan.Asshenapped,shedreamedthat,alongwith"Mr.Peebodi"asherguide,shewastravelinginthe"ManagementWayBackMachine"thattookherbackthroughmanagementhistory.106. OneoftheearliestsitesCindyvisitedwasAdamSmith'shome,authorofTheWealthofNations,whichsuggestedthatorganizationsandsocietywouldgainfrom a. timemanagement. b. divisionoflabor.(moderate) c. groupwork. d. qualitymanagement. e. timeandmotionstudies.107. Cindyvisitedabookstorewheretherewasabooksigningoccurring.ShelookeddownandsawthatthetitleofthebookwasPrinciplesofScientificManagementandconcludedthattheauthormustbe a. AdamSmith. b. FrankGilbreth. c. HenryGantt. d. FrederickTaylor.(easy) e. HenriFayol.108. CindyadmiredtheworksofTaylorandGilbreth,twoadvocatesof a. scientificmanagement.(moderate) b. organizationalbehavior. c. humanresourcemanagement. d. motivation. e. leadership.109. Cindyspentsometimevisitingwith__________,aresearchershepreviouslyknewlittleaboutbutwhoalsocontributedtomanagementsciencebybeingamongthefirsttousemotionpicturefilmstostudyhand-and-bodymotionsandbydevisingaclassificationschemeknownasa"therblig." a. HenryGantt b. MaxWeber c. ChesterBarnard d. FrankGilbreth(moderate) e. MaryParkerFolletEssayQuestionsSCIENTIFICMANAGEMENTInashortessay,discussFrederickTaylor’sworkinscientificmanagement.Next,listTaylor’sfourprinciplesofmanagement.AnswerFrederickTaylordidmostofhisworkattheMidvaleandBethlehemSteelCompaniesinPennsylvania.AsamechanicalengineerwithaQuakerandPuritanbackground,hewascontinuallyappalledbyworkers’inefficiencies.Employeesusedvastlydifferenttechniquestodothesamejob.Theywereinclinedto“takeiteasy”onthejob,andTaylorbelievedthatworkeroutputwasonlyaboutone-thirdofwhatwaspossible.Virtuallynoworkstandardsexisted.Workerswereplacedinjobswithlittleornoconcernformatchingtheirabilitiesandaptitudeswiththetaskstheywererequiredtodo.Managersandworkerswereincontinualconflict.Taylorsetouttocorrectthesituationbyapplyingthescientificmethodtoshopfloorjobs.Hespentmorethantwodecadespassionatelypursuingthe“onebestway”foreachjobtobedone.Taylor’sFourPrinciplesofManagementDevelopascienceforeachelementofanindividual’swork,whichwillreplacetheoldrule-of-thumbmethod.Scientificallyselectandthentrain,teach,anddeveloptheworker.Heartilycooperatewiththeworkerssoastoensurethatalworkisdoneinaccordancewiththeprinciplesofthesciencethathasbeendeveloped.Divideworkandresponsibilityalmostequallybetweenmanagementandworkers.Managementtakesoverallworkforwhichitisbetterfittedthantheworkers.(difficult)122. Inashortessay,discusstheworkinscientificmanagementbyFrankandLillianGilbreth.AnswerFrankGilbrethisprobablybestknownforhisexperimentsinbricklaying.Bycarefullyanalyzingthebricklayer’sjob,hereducedthenumberofmotionsinlayingexteriorbrickfrom18toabout5,andonlayinginteriorbrickthemotionswerereducedfrom18to2.UsingtheGilbreth’stechniques,thebricklayercouldbemoreproductiveandlessfatiguedattheendoftheday.TheGilbrethswereamongthefirstresearcherstousemotionpicturestostudyhand-and-bodymotionsandtheamountoftimespentdoingeachmotion.Wastedmotionsmissedbythenakedeyecouldbeidentifiedandeliminated.TheGilbrethsalsodevisedaclassificationschemetolabel17basichandmotions,whichtheycalledtherbligs.ThisschemeallowedtheGilbrethsamoreprecisewayofanalyzingaworker’sexacthandmovements.(moderate)GENERALADMINISTRATIVETHEORISTS123. Inashortessay,discusstheworkofHenriFayolasitrelatestothegeneraladministrativeapproachtomanagement.NextlistanddiscusssevenofFayol’sfourteenprinciplesofmanagement.AnswerFayoldescribedthepracticeofmanagementassomethingdistinctfromaccounting,finance,production,distribution,andothertypicalbusinessfunctions.Hearguedthatmanagementwasanactivitycommontoallhumanendeavorsinbusiness,government,andeveninthehome.Hethenproceededtostate14principlesofmanagement—fundamentalrulesofmanagementthatcouldbetaughtinschoolsandappliedinallorganizationalsituations.Fayol’sFourteenPrinciplesofManagementDivisionofwork.–specializationincreasesoutputbymakingemployeesmoreefficient.Authority–managersmustbeabletogiveorders.Authoritygivesthemthisright.Alongwithauthority,however,goesresponsibility.Discipline–employeesmustobeyandrespecttherulesthatgoverntheorganization.Unityofcommand–everyemployeeshouldreceiveordersfromonlyonesuperior.Unityofdirection–theorganizationshouldhaveasingleplanofactiontoguidemanagersandworkers.Subordinationofindividualintereststothegeneralinterest–theinterestsofanyoneemployeeorgroupofemployeesshouldnottakeprecedenceovertheinterestsoftheorganizationasawhole.Remuneration–workersmustbepaidafairwagefortheirservices.Centralization–thistermreferstothedegreetowhichsubordinatesareinvolvedindecisionmaking.Scalarchain–thelineofauthorityfromtopmanagementtothelowestranksinthescalarchain.Order–peopleandmaterialsshouldbeintherightplaceattherighttime.Equity–managersshouldbekindandfairtotheirsubordinates.Stabilityoftenureofpersonnel–managementshouldprovideorderlypersonalplanningandensurethatreplacementsareavailabletofillvacancies.Initiative–employeeswhoareallowedtooriginateandcarryoutplanswillexerthighlevelsofeffort.Espritdecorps–promotingteamspiritwillbuildharmonyandunitywithintheorganization.(difficult)124. Inashortessay,discussMaxWeber’scontributiontothegeneraladministrativeapproachtomanagement.AnswerMaxWeberwasaGermansociologistwhostudiedorganizationalactivity.Writingintheearly1900s,hedevelopedatheoryofauthoritystructuresandrelations.Weberdescribesanidealtypeoforganizationhecalledabureaucracy—aformororganizationcharacterizedbydivisionoflabor,aclearlydefinedhierarchy,detailedrulesandregulations,andimpersonalrelationships.Weberrecognizedthatthis“idealbureaucracy”didn’texistinreality.Insteadheintendeditasabasisfortheorizingaboutworkandhowworkcouldbedoneinlargegroups.Histheorybecamethemodelstructuraldesignformanyortoday’slargeorganizations.(easy)TOWARDUNDERSTANDINGORGANIZATIONALBEHAVIOR125. Inashortessay,describetheHawthorneStudies.Next,discusstheroleofEltonMayointhesestudiesandsomeofthefindingsofhisresearch.AnswerWithoutquestion,themostimportantcontributiontothedevelopingOBfieldcameoutoftheHawthorneStudies,aseriesofstudiesconductedattheWesternElectricCompanyWorksinCicero,Illinois.ThesestudieswereinitiallydesignedbyWesternElectricindustrialengineersasascientificmanagementexperiment.Theywantedtoexaminetheeffectofvariousilluminationlevelsonworkerproductivity.Basedontheirresearch,itwasconcludedthatilluminationintensitywasnotdirectlyrelatedtogroupproductivity.In1927,theWesternElectricengineersaskedHarvardprofessorEltonMayoandhisassociatestojointhestudyasconsultants.Throughadditionalresearch,EltonMayoconcludedthatbehavioraffectedindividualbehavior,thatgroupstandardsestablishindividualworkeroutput,andthatmoneyislessafactorindeterminingoutputthanaregroupstandards,groupsentiments,andsecurity.Theseconclusionsledtoanewemphasisonthehumanbehaviorfactorinthefunctioningoforganizationsandtheattainmentoftheirgoals.(difficult)CURRENTTRENDSANDISSUES126. Inashortessay,defineentrepreneurshipanddiscussthethreeimportthemesthatstickoutinthisdefinitionofentrepreneurship.AnswerEntrepreneurshipistheprocesswherebyanindividualoragroupofindividualsusesorganizedeffortsandmeanstopursueopportunitiestocreatevalueandgrowbyfulfillingwantsandneedsthroughinnovationanduniqueness,nomatterwhatresourcesarecurrentlycontrolled.Itinvolvesthediscoveryofopportunitiesandtheresourcestoexploitthem.Threeimportantthemesstickoutinthisdefinitionofentrepreneurship.First,isthepursuitofopportunities.Entrepreneurshipisaboutpursuingenvironmentaltrendsandchangesthatnooneelsehasseenorpaidattentionto.Thesecondimportantthemeinentrepreneurshipisinnovation.Entrepreneurshipinvolveschanging,revolutionizing,transforming,andintroducingnewapproaches—thatis,newproductsorservicesofnewwaysofdoingbusiness.Thefinalimportantthemeinentrepreneurshipisgrowth.Entrepreneurspursuegrowth.Theyarenotcontenttostaysmallortostaythesameinsize.Entrepreneurswanttheirbusinessestogrowandworkveryhardtopursuegrowthastheycontinuallylookfortrendsandcontinuetoinnovatenewproductsandnewapproaches.(moderate)127. Inashortessay,definee-businessande-commerce.Nextdiscussthethreecategoriesofe-businessinvolvement.AnswerE-business(electronicbusiness)isacomprehensivetermdescribingthewayanorganizationdoesitsworkbyusingelectronicInternet-based)linkageswithitskeyconstituencies(employees,managers,customers,suppliers,andpartners)inordertoefficientlyandeffectivelyachieveitsgoals.It’smorethane-commerce,althoughe-businesscanincludee-commerce.E-commerce(electroniccommerce)isanyformofbusinessexchangeortransactioninwhichthepartiesinteractelectronically.Thefirstcategoryofe-businessinvolvementane-businessenhancedorganization,atraditionalorganizationthatsetsupe-businesscapabilities,usuallye-commerce,whilemaintainingitstraditionalstructure.ManyFortune500typeorganizationsareevolvingintoe-businessesusingthisapproach.TheyusetheInternettoenhance(nottoreplace)theirtraditionalwaysofdoingbusiness.Anothercategoryofe-businessinvolvementisane-businessenabledorganization.Inthistypeofe-business,anorganizationusestheInternettoperformitstraditionalbusinessfunctionsbetter,butnottosellanything.Inotherwords,theInternetenablesorganizationalmemberstodotheirworkmoreefficientlyandeffectively.Therearenumerousorganizationsusingelectroniclinkagestocommunicatewithemployees,customers,orsuppliersandtosupportthemwithinformation.Thelastcategoryofe-businessinvolvementiswhenanorganizationbecomesatotale-business.TheirwholeexistenceismadepossiblebyandrevolvesaroundtheInternet.(moderate)128. Inashortessay,discusstheneedforinnovationandflexibilityasitrelatestothesurvivaloftoday’sorganizations.AnswerInnovationhasbeencalledthemostpreciouscapabilitythatanyorganizationintoday’seconomymusthaveandnurture.Withoutaconstantflowofnewideas,anorganizationisdoomedtoobsolescenceofevenworse,failure.Inasurveyaboutwhatmakesanorganizationvaluable,innovationshowedupatthetopofthelist.Thereisabsolutelynodoubtthatinnovationiscrucial.Anotherdemandfacingtoday’sorganizationsandmanagersistheneedforflexibility.Inacontextwherecustomers’needsmaychangeovernight,wherenewcompetitorscomeandgoatbreathtakingspeed,andwhereemployeesandtheirskillsareshiftedasneededfromprojecttoproject,onecanseehowflexibilitymightbevaluable.(easy)129. Inashortessay,discusstheconceptoftotalqualitymanagementandthesixcharacteristicsthatdescribethisimportantconcept.AnswerAqualityrevolutionsweptthroughboththebusinessandpublicsectorsduringthe1980sand1990s.Thegenerictermusedtodescribethisrevolutionwastotalqualitymanagement,orTQMforshort.Itwasinspiredbyasmallgroupofqualityexperts,themostfamousbeingW.EdwardsDemingandJosephM.Juran.TQMisaphilosophyofmanagementdrivenbycontinualimprovementandrespondingtocustomerneedsandexpectations.Theobjectiveistocreateanorganizationcommittedtocontinuousimprovementinworkprocesses.TQMisadeparturefromearliermanagementtheoriesthatwerebasedonthebeliefthatlowcostsweretheonlyroadtoincreasedproductivity.TheSixCharacteristicsofTotalQualityManagementIntenseFocusonthecustomer–thecustomerincludesnotonlyoutsiderswhobuytheorganization’sproductsorservicesbutalsointernalcustomers(suchasshippingoraccountspayablepersonnel)whointeractwithandserveothersintheorganization.Concernforcontinualimprovement–TQMisacommitmenttoneverbeingsatisfied.“Verygood”isnotgoodenough.Qualitycanalwaysbeimproved.Process-focused–TQMfocusesonworkprocessesasthequalityofgoodsandservicesiscontinuallyimproved.Improvementinthequalityofeverythingtheorganizationdoes–TQMusesaverybroaddefinitionofquality.Itrelatesnotonlytothefinalproductbutalsotohowtheorganizationhandlesdeliveries,howrapidlyitrespondstocomplaints,andhowpolitelythephonesareanswered.Accuratemeasurement–TQMusesstatisticaltechniquestomeasureeverycriticalvariableintheorganization’soperations.Thesearecomparedagainststandardsorbenchmarkstoidentifyproblems,tracethemtotheirroots,andeliminatetheircauses.Empowermentofemployees–TQMinvolvesthepeopleonthelineintheimprovementprocess.TeamsarewidelyusedinTQMprogramsasempowermentvehiclesforfindingandsolvingproblems.(difficult)130. Inashortessay,describethelearningorganizationanddiscusstheconceptofknowledgemanagement.AnswerToday’smanagersconfrontanenvironmentwherechangetakesplaceatanunprecedentedrate.Constantinnovationsininformationandcomputertechnologiesc