Management Theories (Taylor, Fayol, Weber, Mayo)
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1
Who is widely associated with the theory of scientific management?
Frederick Winslow Taylor.
2
What is the central principle of Frederick Taylor's scientific management theory?
Improving efficiency through systematic study, standardized methods, training, and measurement of work.
3
Who developed the classical administrative management theory emphasizing fourteen principles of management?
Henri Fayol.
4
What is Henri Fayol's principle of division of work?
Specialization can improve efficiency and proficiency by assigning tasks according to defined functions.
5
What is Henri Fayol's principle of unity of direction?
Activities pursuing the same objective should operate under one plan and one responsible leader.
6
What is Henri Fayol's principle of scalar chain?
Authority and communication ordinarily follow a defined hierarchy from the highest to the lowest organizational levels.
7
What is Henri Fayol's principle of equity?
Managers should treat personnel with fairness, justice, and appropriate consideration.
8
What is Henri Fayol's principle of esprit de corps?
Promoting unity, teamwork, and organizational morale among personnel.
9
Who is associated with the theory of bureaucratic organization?
Max Weber.
10
What are the major characteristics of Weber's ideal bureaucracy?
Formal hierarchy, clearly defined responsibilities, written rules, merit-based appointment, specialization, and impersonal administration.
11
What is a potential disadvantage of excessive bureaucracy in police administration?
Rigid procedures and excessive paperwork may delay decisions and reduce responsiveness.
12
Who is associated with the Hawthorne studies and the human relations movement?
Elton Mayo.
13
What did the Hawthorne studies help emphasize in management theory?
Social relationships, employee attitudes, group dynamics, and attention from management can influence workplace performance.
14
Who developed Theory X and Theory Y?
Douglas McGregor.
15
What is Theory X in McGregor's management framework?
The assumption that workers generally dislike work, avoid responsibility, and require close supervision or control.
16
What is Theory Y in McGregor's management framework?
The assumption that workers can exercise self-direction, accept responsibility, and contribute creatively when conditions support them.
17
Who developed the hierarchy of needs theory?
Abraham Maslow.
18
What are the five levels of Maslow's traditional hierarchy of needs?
Physiological needs, safety needs, love and belonging, esteem, and self-actualization.
19
Who developed the two-factor theory of motivation?
Frederick Herzberg.
20
What are hygiene factors in Herzberg's two-factor theory?
Workplace conditions such as salary, supervision, policies, and job security that can prevent dissatisfaction but do not necessarily create lasting motivation.
21
What are motivators in Herzberg's two-factor theory?
Factors such as achievement, recognition, responsibility, advancement, and meaningful work that contribute to job satisfaction.
22
Who developed the acquired-needs theory of motivation?
David McClelland.
23
What are McClelland's three acquired needs?
Achievement, affiliation, and power.
24
What is autocratic leadership in police administration?
A leadership style in which the leader makes decisions primarily through centralized authority with limited subordinate participation.
25
What is democratic leadership in police administration?
A leadership style that encourages subordinate participation, consultation, and shared input while preserving command accountability.
26
What is laissez-faire leadership?
A leadership style that provides substantial autonomy and limited direct supervision to subordinates.
27
What is transformational leadership?
Leadership that motivates personnel through a shared vision, ethical example, intellectual stimulation, and individual development.
28
What is transactional leadership?
Leadership emphasizing defined duties, performance expectations, rewards, and corrective action.
29
What is situational leadership?
Adapting leadership behavior to the competence, commitment, circumstances, and needs of subordinates.
30
What is servant leadership?
A leadership approach that prioritizes serving others, developing personnel, and supporting the organization's mission.
31
What is the primary purpose of police supervision?
To ensure personnel perform lawful duties effectively, safely, ethically, and according to established standards.
32
What is direct supervision?
Oversight involving immediate observation, guidance, instruction, and feedback to personnel performing assigned tasks.
33
What is indirect supervision?
Oversight through reports, performance measures, delegated supervisors, inspections, and other monitoring systems.
34
What is the distinction between leadership and management?
Leadership primarily influences and motivates people toward goals; management coordinates planning, resources, processes, and performance.
35
What is organizational culture in a police agency?
The shared values, assumptions, norms, and practices that influence personnel behavior and institutional decisions.
36
What is organizational climate?
Personnel's current perceptions of the working environment, including leadership, fairness, communication, and support.
37
What is formal communication in police administration?
Information transmitted through officially established channels, procedures, and organizational relationships.
38
What is informal communication in police administration?
Information exchanged outside formally designated channels through personal or social interactions.
39
What is downward communication?
The transmission of instructions, policies, expectations, or information from higher organizational levels to lower levels.
40
What is upward communication?
The transmission of reports, feedback, concerns, and recommendations from subordinates to higher organizational levels.
41
What is horizontal communication?
Communication among individuals or units at approximately the same organizational level.
42
What is a communication barrier?
Any factor that interferes with accurate transmission, reception, interpretation, or understanding of information.
43
What is active listening in police supervision?
Attentively receiving information, clarifying meaning, checking understanding, and responding appropriately.
44
What is the rational decision-making model?
A structured process of identifying a problem, gathering information, evaluating alternatives, choosing an option, implementing it, and reviewing results.
45
What is bounded rationality in management decision-making?
The idea that decisions are constrained by limited information, time, resources, and human cognitive capacity.
46
What is management by objectives or MBO?
A management approach in which supervisors and personnel establish measurable objectives and evaluate performance against agreed results.
47
What is a SMART objective?
An objective that is Specific, Measurable, Achievable, Relevant, and Time-bound.
48
Scenario: A police commander consults officers before choosing a community patrol strategy but retains final authority. What leadership style is illustrated?
Democratic or participative leadership.
49
Scenario: A supervisor motivates officers by communicating a compelling mission, recognizing initiative, and developing future leaders. What leadership style is illustrated?
Transformational leadership.
50
Scenario: A police unit experiences repeated errors because field officers receive conflicting instructions from multiple supervisors. Which organizational principle should be strengthened?
Unity of command.
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