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Foods Class Review
Quiz by TESSA OLORVIDA
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Chapter 7 - Review Data and Decision Making *Glow bus due at midnight, name and student number: answer questions using content in class People have created wonderful things for centuries, and management Management can be traced as far back as 500 bc when the ancient Sumerians used written records to improve government and business activities Why is it important to lean from the past Not to repeat our mistakes Classical management approaches Scientific management Administrative Principles Bureaucratic organisation Behavioural Management Approaches Follettâs Organizations as communities The Hawthorne studies Maslowâs theory of human needs Mcgregorâs Theory x and Theory Y Argyris Personality and organisation Modern Management foundations Organises as systems Contingency thinking Quality management Quantitative and analysis and tools Evidence-based management Contributions Frederick Taylor - Father of Scientific management He noticed that workers often did their jobs with wasted motions and without a constant approach. His resulted in inefficiency and low performance He believed the problem could be fixed if workers were taught to do their jobs in the best ways and ten were helped and guided by supervisors Four guiding principles of scientific management Rules of motion, standardized work and proper working conditions Select workers with the right abilities Train workers and give them incentives Support workers by planning and smoothing the way as they do their work Frank and Lillian Gilbreth Pioneered use of motitono studies as a management tool In one famous case, the gilbreaths cut down the number of motions used by bricklayers adn tripled their productivity Contributions from scientific management Make results-based compensation a performance incentive Carefully design jobs with efficient work methods Carefully select workers with the ability to perform the job Trian workers to execute activities to the best of their abilities Train supervisors to support workers so they can perform jobs to the best of their abilities Classical Management Adiminstative principle (Henro Fayol) 1919, after a career in French industry, Henri F published âadminisration Industrielle et Generaleâ (General and industrial management) in which we out like his views on the management of organiztion and workers Rules and duties in management Foresight - to complete a plan of action for the future Organization - To provide and mobilize resources to implement the plan Common- to lead, select and evaluate workers to get the best work toward the plan Coordination- to fit diverse efforts together and ensure information is shared and problems solved Control- to make sure things happen according to plan and to take necessary corrective action Classical management Bureacratic organiztion (Max Weber) Max weber (Bureaucrativ organization) - late 19th century German political economist who had a major impact in the fields of management and sociology Bureaucratic Organization An ideal, intentionally rational adn very efficient form of organization Based on the principles of logic, order and legitimate authority Characteristics of BO Clear division of labour Clear hierarchy of authority Formal rules and procedure Impersonality Careers based on merit What are some disadvantages of bureaucracy Takes a long time for problems to become solved bec there are procedures and there is a chain of people in command Having the power Rules have to follow Excessive paperwork or âred tapeâ Slowness in handling problems Rigidity in the face of shifting needs Resistance to change Employee apathy Behavioural Management Approaches (focus on understanding the elements that affect human behaviour in organisations) Follettâs Organizations as communites Mary park follett contributed to the transition from classical thinking inot behavioural management Groups and human cooperation Groups allow individuales too combine their talents for a greater good Organizations are cooperating âcommunitesâ of managers adn workers Managers job is to help people copperate and achive an integration of goals and intrests Forward-looking managment insight: Making every emploee an owner creates a sense of collective responsibility Prescursor of employrr ownership, profit sharing and gain sharing Buniess problems invovle a varity of inter realted factors Prescursor of systems thinking Private profits realtive to public good Precursor of managerial ethics and social respinsibility Hawthorne studies Took place at western electric chicago plan, a tran led by Harvards Elton Mayo set out to learn how econmic incentives and workplace conditions affected workers output Maing objective Intial study examined how ecomoin incentives adn physical conditions affected worker output (productivity) No consistent relationship found During experientmetn they had 2 groups The expertiant groups (impoved wokring ocnditions ) The control group ( no changes to original working conidtions) No consitant relationship found, perfomance in both groups increased even after removing incentives Social setting and human relations Concluded New âsocial settingâ led workers to do good job Good âHuman relationsâ = higher productivity The contect - The Great Depression (1929-1940) Employee attitudes and groups processes Osme thinsf satisifed some workers but not others People resticited output to adhere to groups norms (Avoid layoffs) Lessons from he hawthrone stufirs Social and human concerns are keys to prductivity Hawthrone effect - People who are singled out for special attention perform as expected Maslowâs Theory of human needs Human needs The work of psychologist Abraham Maslow in the area if human âneeds,â also has had a major impact in the behavioual apporach to management Maslowâs hierarchy of human needs Self actualization needs Higherst level: need foe self fulfillment to grow and use abilites to fullest and most creative extent Esteem needs Needs fro esteem in eyes of others need for respect, prestige, recognition; need for self esteem, personal sense of competence, mastery Social needs Need for love, affection, sense of belongingness in ones relationship either other people Safett needs Need for security, protection and stability in teh events of day to day life Physiological needs Most basic of all human needs: need for biological maintence; food, water and phydical well being Principles Defict principle: A satidifed need is not a motivator of behaviour Progress principles: A need becomes a motivator once the preceding lower-level need is satisfied Both principles cease to operate at self actulilzation level McGregorâs Theories Thepry x assumes that workers; Dislike work Lack ambition Are irresponsible Resist change Prefer to be led Theoyry y assumes that workers are Willing to work Willing to accept responsibility Capable of self control Capable of self direction Imaginative and creative According to McGregor, Managers create: Self fulfilling prophecies Implications of Theory x and y Theory x managers: Create situations where workers become dependent, passive and reluctant Theory y managers create situations where workers respond with initiative and high performance Central to notions of empowerment and self management Argyrisâs theory of adult personality Classical management principles and practices inhibit worker maturation and are inconsistent with the mature adult personality Management practices should accommodate the mature personality: Increasing task responsibility Increasing task variety Using participative decision making Modern Management Foundation Quantitative analysis and Tools Analytics: the use of large data bases and mathematics to solve problems and make informed decision using systematic analysis Organization as systems System Collection of interrelated parts that function together to achieve a common purpose Subsystem A smaller component of a larger system Open systems Organisations that interact with their environment Contingency thinking Tires to maths managerial responses with problem (situation) No âone best wayâ to manage The âappropriate way to to manage depends on the situations Quality management Qality anc competitive advantafe are linked Total quality managment (TQM) Comprehensive approach to contiou impovment on teh entire organization ISO certification Gloval quality management standards Refine and upgrade quality to meet ISO requirments Evidednce Based Managment Making management decision on âhard factsâ about what really works Classroom Expectations and Policies Assessment 1. What should students bring to class every day? a. Only a positive attitude b. Charged Chromebook, writing utensil, and positive attitude c. Just their books d. Snacks and drinks 2. What is the consequence for bullying in the classroom? a. A warning b. A violation card c. Extra homework d. A meeting with the principal 3. If a student breaks a personal item, what must they do? a. Ignore it b. Apologize c. Buy a new one for the teacher d. Ask for forgiveness 4. How should students handle using the futon during class? a. Sit on it every day b. Use it without asking c. Ask first and only use it during work time d. Sit on it during lectures 5. Where will all assignments be posted? a. On the classroom wall b. On Canvas c. Only verbally d. In a textbook 6. What happens if an assignment is submitted late? a. It will be graded normally b. It will not be accepted c. It will drop a letter grade each day it is late d. It will be given extra credit 7. After how many days of lateness will a student receive only half credit for an assignment? a. 1 day b. 2 days c. 3 days d. 4 days 8. What is the policy for retaking tests? a. No retakes allowed b. Students must schedule the retake themselves c. Retakes are given automatically d. Only the teacher can decide on retakes 9. What constitutes cheating in this classroom? a. Asking for help b. Claiming credit for someone else's work c. Working with a partner d. Participating in study groups 10. What is the penalty for cheating? a. A warning b. A failing grade on the assignment and notification of parents c. Extra assignments d. A detention 11. How will grades be determined? a. By participation only b. By points, with tests and quizzes weighted more than classwork c. By effort d. By attendance 12. Where can students use their cell phones? a. In class anytime b. In the commons and hallways during passing time and lunch c. In the restroom d. In the cafeteria only 13. What happens if a student uses their phone during class? a. They will receive a warning b. The phone will be confiscated immediately c. They can keep it if they ask d. They will lose points on their grade 14. What should a student do if they know they will be absent? a. Ignore it and hope for the best b. Come to the teacher at least three days before c. Ask a friend for notes d. Just show up later 15. If a student is sick and cannot do work, what should they focus on? a. Completing all missed assignments b. Getting better c. Emailing the teacher every hour d. Asking for extra credit 16. What is the policy on bringing food or drinks to class? a. It's not allowed at all b. Itâs allowed as long as itâs not a distraction c. Only water is allowed d. Students must share their food 17. How should students contact the teacher with questions? a. Only during class time b. Through social media c. By email or in person d. By sending a friend 18. What happens if a student emails after 9 PM? a. The teacher will respond immediately b. The teacher will respond the next day at 7:45 AM c. The email will be ignored d. The teacher will call the student 19. How do violations accumulate for cell phone use? a. They reset every trimester b. They accumulate throughout the school year c. They reset every week d. They do not count 20. What should students do if they have concerns while the teacher is on maternity leave? a. Contact the principal b. Contact the substitute teacher for assistance c. Wait until the teacher returns d. Handle it on their own Answer Key (Always review AI generated answers for accuracy - Math is more likely to be inaccurate) b. Charged Chromebook, writing utensil, and positive attitude b. A violation card c. Buy a new one for the teacher c. Ask first and only use it during work time b. On Canvas c. It will drop a letter grade each day it is late c. 3 days b. Students must schedule the retake themselves b. Claiming credit for someone else's work b. A failing grade on the assignment and notification of parents b. By points, with tests and quizzes weighted more than classwork b. In the commons and hallways during passing time and lunch b. The phone will be confiscated immediately b. Come to the teacher at least three days before b. Getting better b. Itâs allowed as long as itâs not a distraction c. By email or in person b. The teacher will respond the next day at 7:45 AM b. They accumulate throughout the school year b. Contact the substitute teacher for assistance Foods Class-Long Quiz Number 1Make a quiz using the partitive article with simple foods for a french 2 classFOOD class 6Food Test Class 5Junk Food Advertising (Class 5, U.4E) multiple-choiceJunk Food Advertising (Class 5, U.4E) free text