Henri Fayol has classified the functions of management.

Weber’s ideal bureaucracy laid the foundations for contemporary organization theory.

Assumptions are accepted as they are without questioning; they reflect the beliefs concerning human nature and reality. Employees may have biases based upon their previous experiences; but this may not be the case at all.

Altruism

As in the ideas of the other representatives of the classical management theory, Taylor looked for the best way to increase managerial efficiency and productivity. Although his model was widely criticized, Taylor made important contributions to the history of the management thought. He described the phases of scientific management as:

Develop a science for each element of the job to replace old rule-of-thumb methods

Scientifically select employees and then train them to do the job

Supervise employees to make sure they follow the prescribed methods for performing their jobs

Continue to plan the work, but use workers to get the work done

Suppliers are individuals or organizations providing businesses with inputs such as raw materials, semi-finished materials, and energy. The correct answer is A.

According to Fayol, there are six activities directly involved with industrial projects.

Technical: Activities related to production, ?

Commercial: Activities related to buying, selling, and exchange, ?

Financial: Activities related to search for, and optimum use of capital, ?

Security: Activities related to securing property and individuals, ?

Accounting: Activities related to quantitative/statistical analysis, ?

Managerial: Activities related to planning, organizing, commanding, coordinating, and controlling.

Social responsibility is the belief that businesses should conduct their operations ethically and to benefit both employees and the larger society.

Management functions are not a random listing. Planning, organizing, leading/directing and controlling are listed in an order. All functions are interrelated and execution of all functions is a cyclical (continuous) process.

Decision models vary primarily based on the source/s that managers use and rely on for making the most effective decisions. The rational model of decision making is also known as the classical model. The major premise of the rational model is the decision makers, typically managers, are fully rational. However, managers in some cases and circumstances are not fully equipped regarding time, knowledge, and capacity which is the basic premise of the bounded rationality model. A third model is intuitive decision making. This model refers to the managers’ personal sources such as their experience, knowledge, personal approach, capacity, and skills.

The scientific management approach mainly focused on productivity within the organization and methods to use workforce more efficiently.

Managers are often required to make accommodations with other departments (middle managers) or with other organizations (top managers). The negotiator role does not only refer to accommodations with suppliers, customers, government institutions, and industrial unions. Managers also act as negotiators within the organization. Getting individuals and departments to work for meeting organizational goals also requires good negotiating skills.

Management functions are not a random listing. Planning, organizing, leading/directing and controlling are listed in an order.

Social responsibility refers to the belief that businesses have a responsibility to conduct their affairs ethically to benefit both employees and the larger society.

The task environment typically includes competitors, suppliers, and buyers (customers or distributors); businesses that produce substitute products to those sold in the industry; and businesses that provide complementary products/services.

Effectiveness is about making the right decisions and it also involves successful implementation of these decisions.

The internal environment includes leadership and management styles, organizational culture, human resources, organizational structures, business assets, financial strength, and operational and managerial processes. On the other hand, stock market fluctuations is among the economic elements of the general environment. Therefore, the correct answer is C.

• Planning is the process of determining where to go by doing what.

In other words, with planning, we seek answers to these two main questions:

• Where do we want to go?
• How will we get there? In other words, what should we do to go there?

The advancements in information and communication technologies enabled employees to work as members of virtual project teams that are networked globally.

Intuition is knowing or understanding something instinctively or
subconsciously without reasoning or proof. In this model, decisions are taken through five different aspects of intuition. Starting with experience-based decisions, managers use their past experiences. The second aspect of intuition in decisions are
feelings and emotions (affect-initiated decisions). In the third, managers make decisions based on skills, knowledge, and training (cognitive-based decisions). The fourth facet of intuitive decision-making utilizes values or ethics as guides. Lastly, the subconscious mental processing comes into play in executive decision-making. Thus, the correct answer is B.