Chaper1-IntroductiontoManagementandOrganizations

Thefourcontemporaryfunctionsofmanagementareplanning,organizing,leading,andcontrolling.

Effectivenessreferstotherelationshipbetweeninputsandoutputs.

Efficiencyisoftenreferredtoas"doingthingsright."

Whenmanagersmeetorganizationalgoals,theyareefficientandeffective.

AccordingtoMintzberg'smanagementroles,theinformationalroleinvolvesreceiving,collecting,and

disseminatinginformation.

Technicalskillsbecomelessimportantasamanagermovesintohigherlevelsofmanagement.

Thesystemsperspectiveunderscoresandemphasizesthefactthatorganizationsaredifferent,facedifferent

circumstances,andthusmayrequiredifferentwaysofmanaging.

MultipleChoice

areorganizationalmemberswhointegrateandcoordinatetheworkofothers.

a.Managers

b.Teamleaders

c.Subordinates

d.Operatives

e.Agents

Typically,inorganizationsitisthewhoareresponsibleformakingorganizationaldecisionsand

settingpoliciesandstrategiesthataffectallaspectsoftheorganization.

a.teamleaders

b.middlemanagers

c.first-linemanagers

d.topmanagers

e.subordinates

distinguishesamanagerialpositionfromanonmanagerialone.

a.Manipulatingothers

b.Concernforthelaw

c.Increasingefficiency

d.Coordinatingandintegratingothers'work

e.Definingmarketshare

WhichofthefollowingisNOTanexampleofadecisionalroleaccordingtoMintzberg?

a.spokesperson

b.entrepreneur

c.disturbancehandler

d.resourceallocator

e.negotiator

Whichofthefollowingskillsaremoreimportantatlowerlevelsofmanagementsincethesemanagersaredealing

directlywithemployeesdoingtheorganization'swork?

a.humanskills

b.technicalskills

c.conceptualskills

d.empiricalskills

Understandingbuildingcodeswouldbeconsideredaskillforabuildingcontractor.

a.human

b.technical

c.conceptual

d.empirical

e.functional

Whichofthefollowingphrasesisbestassociatedwithmanagerialconceptualskills?

a.decision-making

b.communicatingwithcustomers

c.motivatingsubordinates

d.productknowledge

e.technicalskills

Accordingtothetext,arenotinfluencedbyanddonotinteractwiththeirenvironment.

a.opensystems

b.closedsystems

c.flextimesystems

d.reversesystems

e.forwardsystems

Theviewofamanager'sjobimpliesthatdecisionsandactionstakeninoneorganizationalarea

willimpactotherareas.

a.systems

b.contingency

c.conceptual

d.functional

e.environmental

Whichofthefollowingbestdescribestheconceptthatmanagementisneededinalltypesandsizesof

organizations,atallorganizationallevelsandinallorganizationalworkareas,andinallorganizations,nomatter

whatcountrythey'relocatedin?

a.thepartialityofmanagement

b.thesegmentationofmanagement

c.theuniversalityofmanagement

d.theculturesofmanagement

ScenariosandQuestions

TheBusyDay(Scenario)

DonEskew,plantmanageratControlSystems,Inc.,sighedashesippedhisfirstcupofcoffeeat5a.m.andread

hisagendafortheday.Heisgivingtwocompanytoursinthemorning;thefirsttoanewspaperreporterwhois

writingastoryonthenewplantexpansionandhasseveralquestions,andthesecondtoagroupofControl

Systems,Inc.,managersfromtheeastcoast.Hethenhasameetingwithunitmanager,PhilJohnson,todiscuss

Phil'srecentdropinperformance(ataskhealwayshates).Next,heisspendingacoupleofhoursreviewingthe

tradejournalshereceivesfromhishigh-techassociationandwritingupabriefsynopsisforhispresentationnext

weektotheDivisionPresident.Finally,inlateafternoon,hewillbereviewingthenewequipmentmalfunction

anddecidingwhethertobringinextrapeopletogettheequipmentrunningassoonaspossible.Whew!Just

anotherdayintheglamorouslifeofamanager.

Together,allofthesebehaviorsperformedbyDonduringhisbusydaycorrespondtothemanagementroles

discoveredinthelate1960sbywhichofthefollowingmanagementscientists?

a.Herzberg

b.Skinner

c.Mintzberg

d.Fayol

e.Maslow

WhenDonwasmeetingwithPhiltodiscusshisperformanceconcerns,hewasoperatinginwhichmanagement

role?

a.leader

b.figurehead

c.monitor

d.disturbancehandler

e.spokesperson

114.WhatrolewasDonperformingwhenhegavetheplanttourtothenewspaperreporter?

a.monitor

b.figurehead

c.disseminator

d.spokesperson

e.resourceallocator

115.WhenDonwasreviewingthenewequipmentmalfunction,whatmanagementrolewasheplayingwhen

decidingwhethertobringinextrapeople?

a.monitor

b.disseminator

c.resourceallocator

d.disturbancehandler

e.figurehead

EssayQuestions

Inashortessay,discussthedifferencebetweenefficiencyandeffectivenessandincludeaspecificexampleto

supporteachconcept.

Answer

a.Efficiencyreferstogettingthemostoutputfromtheleastamountofinputs.Becausemanagersdeal

withscarceinputs—includingresourcessuchaspeople,money,andequipment-theyareconcerned

withtheefficientuseofresources.Forinstance,attheBeiersdorfInc.factoryinCincinnati,where

employeesmakebodybracesandsupports,canes,walkers,crutches,andothermedicalassistance

products,efficientmanufacturingtechniqueswereimplementedbydoingthingssuchascutting

inventorylevels,decreasingtheamountoftimetomanufactureproducts,andloweringproductreject

rates.Fromthisperspective,efficiencyisoftenreferredtoas“doingthingsright“一thatis,not

wastingresources.

b.Effectivenessisoftendescribedas“doingtherightthings”——thatis,thoseworkactivitiesthatwillhelp

theorganizationreachitsgoals.Forinstance,attheBiersdorffactory,goalsincludedopen

communicationbetweenmanagersandemployees,andcuttingcosts.Throughvariousworkprograms,

thesegoalswerepursuedandachieved.Whereasefficiencyisconcernedwiththemeansofgetting

thingsdone,effectivenessisconcernedwiththeends,orattainmentoforganizationalgoals.

(moderate)

Inashortessay,listandexplainthefourbasicfunctionsofmanagement.

Answer

a.Planning-involvestheprocessofdefininggoals,establishingstrategiesforachievingthosegoals,and

developingplanstointegrateandcoordinateactivities.

b.Organizing-involvestheprocessofdeterminingwhattasksaretobedone,whoistodothem,howthe

tasksaretobegrouped,whoreportstowhom,andwheredecisionsaretobemade.

c.Leading-whenmanagersmotivatesubordinates,influenceindividualsorteamsastheywork,select

themosteffectivecommunicationchannel,ordealinanywaywithemployeebehaviorissues,theyare

leading.

d.Controlling-toensurethatworkisgoingasitshould,managersmustmonitorandevaluate

performance.Theprocessofmonitoring,comparing,andcorrectingiswhatismeantbythecontrolling

function.

Inashortessay,listanddiscussthethreeessentialskillsaccordingtoKatzthatmanagersneedtoperformthe

dutiesandactivitiesassociatedwithbeingamanager.

Answer

a.Technicalskills一includeknowledgeofanproficiencyinacertainspecializedfield,suchas

engineering,computers,accounting,ormanufacturing.Theseskillsaremoreimportantatlowerlevels

ofmanagementsincethesemanagersaredealingdirectlywithemployeesdoingtheorganization's

work.

b.Humanskills-involvetheabilitytoworkwellwithotherpeoplebothindividuallyandinagroup.

Managerswithgoodhumanskillsareabletogetthebestoutoftheirpeople.Theyknowhowto

communicate,motivate,lead,andinspireenthusiasmandtrust.Theseskillsareequallyimportantatall

levelsofmanagement.

c.Conceptualskills-thesearetheskillthatmanagersmusthavetothinkandtoconceptualizeabout

abstractandcomplexsituations.Usingtheseskills,managersmustbeabletoseetheorganizationasa

whole,understandtherelationshipsamongvarioussubunits,andvisualizehowtheorganizationfits

intoitsbroaderenvironment.Theseskillsaremostimportantatthetopmanagementlevels.

(moderate)

Chaper2-ManagementYesterdayandToday

AccordingtoAdamSmith,divisionoflaborwasanimportantconcept.

IntheIndustrialRevolution,machinepowerbegansubstitutingforhumanpower.

“PrinciplesofScientificManagement^^waswrittenbyFrederickTaylor.

FrankGilbreth'sbest-knowncontributiontoscientificmanagementconcernedselectingthebestworker.

FrederickTaylorismostassociatedwiththeprinciplesofscientificmanagement.

OnecouldsaythatFayolwasinterestedinstudyingmacromanagementissues,whereasTaylorwasinterestedin

studyingmicromanagementissues.

Bureaucracy,asdescribedbyWeber,emphasizesrationalityandinterpersonalrelationships.

Decisionsondeterminingacompany'soptimuminventorylevelshavebeensignificantlyinfluencedbyeconomic

orderquantitymodeling.

Barnard,Follet,Musterberg,andOwenarealltheoristsareassociatedwiththeearlyorganizationalbehavior

approach.

MultipleChoice

AdamSmith's,"TheWealthofNations,1'putforththattheprimaryeconomicadvantagebysocietieswouldbe

gainedfromwhichofthefollowingconcepts?

a.managementplanningandcontrol

b.on-the-jobtraining

c.unionrepresentation

d.fairemploymentlegislation

e.divisionoflabor

Whichofthefollowingisnotoneofthefourmanagementapproachesthatgrewoutofthefirsthalfofthis

century?

a.scientificmanagement

b.generaladministrative

c.organizationalbehavior

d.systemsapproach

e.quantitative

Accordingtothetext,probablythebest-knownexampleofTaylofsscientificmanagementwasthe

______________experiment.

a.horseshoe

b.pigiron

c.bluecollar

d.fishtank

WhichofthefollowingisNOToneofTaylor'sfourprinciplesofmanagement?

a.DevelopascienceforeachelementofanindividuaFswork,whichwillreplacetheoldrule-of-thumb

method.

b.Scientificallyselectandthentrain,teach,anddeveloptheworker.

c.Heartilycooperatewiththeworkerssoastoensurethatallworkisdoneinaccordancewiththe

principlesdeveloped.

d.Providemanagerswilllessworkthanotheremployeessothemanagerscanplanaccordingly.

Generaladministrativetheoryfocuseson

a.theentireorganization.

b.managersandadministrators.

c.themeasurementoforganizationaldesignrelationships.

d.primarilytheaccountingfunction.

e.administrativeissuesaffectingnon-managerialemployees.

Thefourteenprinciplesofmanagementareassociatedwithwhom?

a.Weber

b.Drucker

c.Taylor

d.Gilbreth

e.Fayol

Whichofthefollowingapproachestomanagementhasalsobeenlabeledoperationsresearchormanagement

science?

a.Thequalitativeapproach

b.Thequantitativeapproach

c.Theexperimentalapproach

d.Thetheoreticalapproach

Whichofthefollowingwouldnotbeassociatedwiththequantitativeapproachtomanagement?

a.informationmodels

b.critical-pathscheduling

c.systematicmotivationofindividuals

d.linearprogramming

e.statistics

Withoutquestion,themostimportantcontributiontothedevelopingfieldoforganizationalbehaviorcameoutof

the.

a.TaylorStudies.

b.PorterStudies.

c.ParkerStudies.

d.HawthorneStudies.

WhatscientistismostcloselyassociatedwiththeHawthorneStudies?

a.Adams

b.Mayo

c.Lawler

d.Barnard

e.Follett

OneoutcomeoftheHawthornestudiescouldbedescribedbywhichofthefollowingstatements?

a.Socialnormsarethekeydeterminantsofindividualworkbehavior.

b.Moneyismoreimportantthanthegrouponindividualproductivity.

c.Behaviorandemployeesentimentsareinverselyrelated.

d.Securityisrelativelyunimportant.

Whilegroupsareanimportantdeterminantofworkerproductivity,theindividualhim/herselfismostimportant.

ScenariosandQuestions

HISTORICALBACKGROUNDOFMANAGEMENT

ALookBack(Scenario)

CindySchultz,tiredfromworkingwithcustomersallday,decidedtotakeafifteen-minutenaptohelpclearher

headbeforethe4:15managers'meeting.Hercompanyhadrecentlybegunare-engineeringprocessaswellas

otherchangesrequiringcopiousmanagementinput.Assheleanedbackinherchair,shewonderedif

managementsciencehadalwaysbeenthiswayandhowitallbegan.Asshenapped,shedreamedthat,alongwith

"Mr.Peebodi"asherguide,shewastravelinginthe"ManagementWayBackMachine"thattookherback

throughmanagementhistory.

106.OneoftheearliestsitesCindyvisitedwasAdamSmith'shome,authorofTheWealthofNations,which

suggestedthatorganizationsandsocietywouldgainfrom

a.timemanagement,

b.divisionoflabor,

c.groupwork.

d.qualitymanagement.

e.timeandmotionstudies.

107.Cindyvisitedabookstorewheretherewasabooksigningoccurring.Shelookeddownandsawthatthe

titleofthebookwasPrinciplesofScientificManagementandconcludedthattheauthormustbe

a.AdamSmith.

b.FrankGilbreth.

c.HenryGantt.

d.FrederickTaylor.

e.HenriFayol.

108.CindyadmiredtheworksofTaylorandGilbreth,twoadvocatesof

a.scientificmanagement.

b.organizationalbehavior.

c.humanresourcemanagement.

d.motivation.

e.leadership.

109.Cindyspentsometimevisitingwith,aresearchershepreviouslyknewlittleaboutbutwho

alsocontributedtomanagementsciencebybeingamongthefirsttousemotionpicturefilmstostudy

hand-and-bodymotionsandbydevisingaclassificationschemeknownasa"therblig."

a.HenryGantt

b.MaxWeber

c.ChesterBarnard

d.FrankGilbreth

e.MaryParkerFollet

EssayQuestions

SCIENTIFICMANAGEMENT

Inashortessay,discussFrederickTaylofsworkinscientificmanagement.Next,listTaylofsfour

principlesofmanagement.

Answer

a.FrederickTaylordidmostofhisworkattheMidvaleandBethlehemSteelCompaniesin

Pennsylvania.AsamechanicalengineerwithaQuakerandPuritanbackground,hewascontinually

appalledbyworkers'inefficiencies.Employeesusedvastlydifferenttechniquestodothesamejob.

Theywereinclinedto“takeiteasy“onthejob,andTaylorbelievedthatworkeroutputwasonlyabout

one-thirdofwhatwaspossible.Virtuallynoworkstandardsexisted.Workerswereplacedinjobs

withlittleornoconcernformatchingtheirabilitiesandaptitudeswiththetaskstheywererequiredto

do.Managersandworkerswereincontinualconflict.Taylorsetouttocorrectthesituationby

applyingthescientificmethodtoshopfloorjobs.Hespentmorethantwodecadespassionately

pursuingthe“onebestway“foreachjobtobedone.

b.Taylor'sFourPrinciplesofManagement

c.DevelopascienceforeachelementofanindividuaFswork,whichwillreplacetheoldrule-of-thumb

method.

d.Scientificallyselectandthentrain,teach,anddeveloptheworker.

e.Heartilycooperatewiththeworkerssoastoensurethatalworkisdoneinaccordancewiththe

principlesofthesciencethathasbeendeveloped.

f.Divideworkandresponsibilityalmostequallybetweenmanagementandworkers.Managementtakes

overallworkforwhichitisbetterfittedthantheworkers.

122.Inashortessay,discusstheworkinscientificmanagementbyFrankandLillianGilbreth.

Answer

FrankGilbrethisprobablybestknownforhisexperimentsinbricklaying.Bycarefullyanalyzingthe

bricklayersjob,hereducedthenumberofmotionsinlayingexteriorbrickfrom18toabout5,andon

layinginteriorbrickthemotionswerereducedfrom18to2,UsingtheGilbreth^techniques,the

bricklayercouldbemoreproductiveandlessfatiguedattheendoftheday.TheGilbrethswereamongthe

firstresearcherstousemotionpicturestostudyhand-and-bodymotionsandtheamountoftimespent

doingeachmotion.Wastedmotionsmissedbythenakedeyecouldbeidentifiedandeliminated.The

Gilbrethsalsodevisedaclassificationschemetolabel17basichandmotions,whichtheycalledtherbligs.

ThisschemeallowedtheGilbrethsamoreprecisewayofanalyzingaworker'sexacthandmovements.

(moderate)

GENERALADMINISTRATIVETHEORISTS

123.Inashortessay,discusstheworkofHenriFayolasitrelatestothegeneraladministrative

approachtomanagement.NextlistanddiscusssevenofFayofsfourteenprinciplesofmanagement.

Answer

a.Fayoldescribedthepracticeofmanagementassomethingdistinctfromaccounting,finance,

production,distribution,andothertypicalbusinessfunctions.Hearguedthatmanagementwasan

activitycommontoallhumanendeavorsinbusiness,government,andeveninthehome.Hethen

proceededtostate14principlesofmanagement-fundamentalrulesofmanagementthatcouldbe

taughtinschoolsandappliedinallorganizationalsituations.

b.FayoFsFourteenPrinciplesofManagement

c.-specializationincreasesoutputbymakingemployeesmoreefficient.

d.-managersmustbeabletogiveorders.Authoritygivesthemthisright.Alongwith

authority,however,goesresponsibility.

e.HUB-employeesmustobeyandrespecttherulesthatgoverntheorganization.

f.shouldreceiveordersfromonlyonesuperior.

g.-theorganizationshouldhaveasingleplanofactiontoguidemanagersand

workers.

-theanyoneemployeeor

groupofemployeesshouldnottakeprecedenceovertheinterestsoftheorganizationasawhole.

i.-workersmustbepaidafairwagefortheirservices.

j.-thistermreferstothedegreetowhichsubordinatesareinvolvedindecisionmaking.

-thelineofauthorityfromtopmanagementtothelowestranksinthescalarchain.

1.-peopleandmaterialsshouldbeintherightplaceattherighttime.

m.HU-managersshouldbekindandfairtotheirsubordinates.

n.HUIoftenureofpersonnel-managementshouldprovideorderlypersonalplanningandensure

thatreplacementsareavailabletofillvacancies.

o.-employeeswhoareallowedtooriginateandcarryoutplanswillexerthighlevelsofeffort.

p.-promotingteamspiritwillbuildharmonyandunitywithintheorganization.

124.Inashortessay,discussMaxWebefscontributiontothegeneraladministrativeapproachto

management.

Answer

MaxWeberwasaGermansociologistwhostudiedorganizationalactivity.Writingintheearly1900s,he

developedatheoryofauthoritystructuresandrelations.Weberdescribesanidealtypeoforganizationhe

calledabureaucracy—aformororganizationcharacterizedbydivisionoflabor,aclearlydefined

hierarchy,detailedrulesandregulations,andimpersonalrelationships.Weberrecognizedthatthis“ideal

bureaucracy^^didn'texistinreality.Insteadheintendeditasabasisfortheorizingaboutworkandhow

workcouldbedoneinlargegroups.Histheorybecamethemodelstructuraldesignformanyortoday's

largeorganizations.

TOWARDUNDERSTANDINGORGANIZATIONALBEHAVIOR

125.Inashortessay,describetheHawthorneStudies.Next,discusstheroleofEltonMayointhese

studiesandsomeofthefindingsofhisresearch.

Answer

Withoutquestion,themostimportantcontributiontothedevelopingOBfieldcameoutoftheHawthorne

Studies,aseriesofstudiesconductedattheWesternElectricCompanyWorksinCicero,Illinois.These

studieswereinitiallydesignedbyWesternElectricindustrialengineersasascientificmanagement

experiment.Theywantedtoexaminetheeffectofvariousilluminationlevelsonworkerproductivity.

Basedontheirresearch,itwasconcludedthatilluminationintensitywasnotdirectlyrelatedtogroup

productivity.In1927,theWesternElectricengineersaskedHarvardprofessorEltonMayoandhis

associatestojointhestudyasconsultants.Throughadditionalresearch,EltonMayoconcludedthat

behavioraffectedindividualbehavior,thatgroupstandardsestablishindividualworkeroutput,andthat

moneyislessafactorindeterminingoutputthanaregroupstandards,groupsentiments,andsecurity.

Theseconclusionsledtoanewemphasisonthehumanbehaviorfactorinthefunctioningoforganizations

andtheattainmentoftheirgoals.

CURRENTTRENDSANDISSUES

126.Inashortessay,defineentrepreneurshipanddiscussthethreeimportthemesthatstickoutin

thisdefinitionofentrepreneurship.

Answer

Entrepreneurshipistheprocesswherebyanindividualoragroupofindividualsusesorganizedeffortsand

meanstopursueopportunitiestocreatevalueandgrowbyfulfillingwantsandneedsthroughinnovation

anduniqueness,nomatterwhatresourcesarecurrentlycontrolled.Itinvolvesthediscoveryof

opportunitiesandtheresourcestoexploitthem.Threeimportantthemesstickoutinthisdefinitionof

entrepreneurship.First,isthepursuitofopportunities.Entrepreneurshipisaboutpursuingenvironmental

trendsandchangesthatnooneelsehasseenorpaidattentionto.Thesecondimportantthemein

entrepreneurshipisinnovation.Entrepreneurshipinvolveschanging,revolutionizing,transforming,and

introducingnewapproaches—thatis,newproductsorservicesofnewwaysofdoingbusiness.Thefinal

importantthemeinentrepreneurshipisgrowth.Entrepreneurspursuegrowth.Theyarenotcontenttostay

smallortostaythesameinsize.Entrepreneurswanttheirbusinessestogrowandworkveryhardto

pursuegrowthastheycontinuallylookfortrendsandcontinuetoinnovatenewproductsandnew

approaches.

(moderate)

127.Inashortessay,definee-businessande-commerce.Nextdiscussthethreecategoriesofe-

businessinvolvement.

Answer

E-business(electronicbusiness)isacomprehensivetermdescribingthewayanorganizationdoesitswork

byusingelectronicInternet-based)linkageswithitskeyconstituencies(employees,managers,customers,

suppliers,andpartners)inordertoefficientlyandeffectivelyachieveitsgoals.It'smorethane-commerce,

althoughe-businesscanincludee-commerce.E-commerce(electroniccommerce)isanyformofbusiness

exchangeortransactioninwhichthepartiesinteractelectronically.Thefirstcategoryofe-business

involvementane-businessenhancedorganization,atraditionalorganizationthatsetsupe-business

capabilities,usuallye-commerce,whilemaintainingitstraditionalstructure.ManyFortune500type

organizationsareevolvingintoe-businessesusingthisapproach.TheyusetheInternettoenhance(notto

replace)theirtraditionalwaysofdoingbusiness.Anothercategoryofe-businessinvolvementisane-

businessenabledorganization.Inthistypeofe-business,anorganizationusestheInternettoperformits

traditionalbusinessfunctionsbetter,butnottosellanything.Inotherwords,theInternetenables

organizationalmemberstodotheirworkmoreefficientlyandeffectively.Therearenumerous

organizationsusingelectroniclinkagestocommunicatewithemployees,customers,orsuppliersandto

supportthemwithinformation.Thelastcategoryofe-businessinvolvementiswhenanorganization

becomesatotale-business.TheirwholeexistenceismadepossiblebyandrevolvesaroundtheInternet.

(moderate)

128.Inashortessay,discusstheneedforinnovationandflexibilityasitrelatestothesurvivalof

today'sorganizations.

Answer

Innovationhasbeencalledthemostpreciouscapabilitythatanyorganizationintoday'seconomymust

haveandnurture.Withoutaconstantflowofnewideas,anorganizationisdoomedtoobsolescenceof

evenworse,failure.Inasurveyaboutwhatmakesanorganizationvaluable,innovationshowedupatthe

topofthelist.Thereisabsolutelynodoubtthatinnovationiscrucial.Anotherdemandfacingtoday's

organizationsandmanagersistheneedforflexibility.Inacontextwherecustomers5needsmaychange

overnight,wherenewcompetitorscomeandgoatbreathtakingspeed,andwhereemployeesandtheir

skillsareshiftedasneededfromprojecttoproject,onecanseehowflexibilitymightbevaluable.

129.Inashortessay,discusstheconceptoftotalqualitymanagementandthesixcharacteristicsthat

describethisimportantconcept.

Answer

a.Aqualityrevolutionsweptthroughboththebusinessandpublicsectorsduringthe1980sand1990s.

Thegenerictermusedtodescribethisrevolutionwastotalqualitymanagement,orTQMforshort.It

wasinspiredbyasmallgroupofqualityexperts,themostfamousbeingW.EdwardsDemingand

JosephM.Juran.TQMisaphilosophyofmanagementdrivenbycontinualimprovementand

respondingtocustomerneedsandexpectations.Theobjectiveistocreateanorganizationcommitted

tocontinuousimprovementinworkprocesses.TQMisadeparturefromearliermanagementtheories

thatwerebasedonthebeliefthatlowcostsweretheonlyroadtoincreasedproductivity.

b.TheSixCharacteristicsofTotalQualityManagemenl

c.IntenseFocusonthecustomer-thecustomerincludesnotonlyoutsiderswhobuytheorganization's

productsorservicesbutalsointernalcustomers(suchasshippingoraccountspayablepersonnel)who

int