Principles of Management Chapter 2

________ helped organizations achieve goals through systematic management. A) Emphasis on the application of quantitative analysis to managerial decisions and problems B) Careful definition of duties and responsibilities C) Preservation of employees' interpersonal relationships and other human aspects of the work D) Focus on decentralization in decision making E) Encouragement of participation and provision of opportunities for individual challenge

B) Careful definition of duties and responsibilities

________ introduced the scientific management approach in response to the failure of systematic management to bring about widespread production efficiency. A) Adam Smith B) Frederick Taylor C) Max Weber D) Henri Fayol E) Abraham Maslow

B) Frederick Taylor

The opportunities for mass production created by the ________ spawned intense and systematic thought about management problems and issues. A) human relations approach B) Industrial Revolution C) resurgence methodology D) management and business education schools E) sociotechnical systems theory

B) Industrial Revolution

________ is a contemporary management approach that studies and identifies management activities that promote employee effectiveness by examining the complex and dynamic nature of individual, group, and organizational processes. A) Quantitative management B) Organizational behavior C) Systems theory D) Contingency perspective E) Sociotechnical systems theory

B) Organizational behavior

________ management emphasized internal operations because managers were concerned primarily with meeting the explosive growth in demand brought about by the Industrial Revolution. A) Scientific B) Systematic C) Administrative D) Bureaucratic E) Quantitative

B) Systematic

________ is the most basic human need, as suggested by Abraham Maslow. A) Physical B) Power C) Self-actualization D) Love and belonging E) Esteem

A) Physical

Lillian Gilbreth studied how job satisfaction motivated employees, how motion studies could be used to help disabled individuals perform jobs, and how fatigue and stress affected workers' well-being and productivity. Why did she focus her attention in these areas? A) She was more interested in the human side of management. B) She disavowed the usefulness of scientific management principles. C) She did not believe that bureaucratic positions can foster specialized skills. D) She realized how the piece-rate system affected productivity. E) She understood how mass production was encouraged by the Industrial Revolution.

A) She was more interested in the human side of management.

John, a floor manager in an automotive parts manufacturing plant, noted that production declined by 20 percent during a 6-month period. In an effort to understand why, John moved his office to the manufacturing floor and began periodic floor "walks" over a 3-month observation period. No changes were made to personnel or to production methods during this time. After the observation period, John re-examined production figures and noted that they were at an all-time high. The sharp upturn in production was most likely due to the A) John Henry effect. B) Pygmalion phenomenon. C) observer-expectancy theory. D) Hawthorne effect. E) systems theory.

D) Hawthorne effect.

In the systems theory, understanding ________ helps a manager know which sets of circumstances dictate which management actions. A) inputs B) physical needs C) economies D) contingencies E) outputs

D) contingencies

"Simon, I'd like you to first report your coworker's misbehavior to your immediate supervisor, not me, your division manager. I trust that the two of you can resolve the matter," said Bob Taylor. "If not, your supervisor will raise the matter with me. We follow what is called a bureaucracy approach to management, and we use the chain of command because A) decision making in a bureaucracy is always the most rapid." B) the supervisor does not need to be involved in solving problems in his/her work unit." C) flexibility is always important." D) efficiency and success are realized by following the rules in a routine and unbiased manner." E) a bureaucracy is always the most appropriate model for an organization."

D) efficiency and success are realized by following the rules in a routine and unbiased manner."

Organizational behavior A) does not address factors like self-management. B) has always been appreciated for its broad perspective, unlike other approaches. C) relies upon mathematical models to solve management problems. D) emphasizes development of an organization's human resources to achieve individual goals. E) has had its primary focus shift away from leadership and employee involvement in the past few years.

D) emphasizes development of an organization's human resources to achieve individual goals.

In the classical approaches to management, proponents of the ________ approach argued that managers should stress primarily employee welfare, motivation, and communication. A) scientific management B) systematic management C) administrative management D) human relations E) bureaucracy

D) human relations

The ________ approach is aimed at understanding how psychological and social processes interact with the work situation to influence performance. A) scientific management B) systematic management C) administrative management D) human relations E) bureaucracy

D) human relations

The ________ approach to management owes much to other major schools of thought, for example, the Gilbreths and Barnard and Follett. A) administrative management B) systematic management C) scientific management D) human relations E) bureaucracy

D) human relations

The classical approaches as a whole were criticized because A) they overemphasized the relationship between an organization and its external environment. B) they assumed employees wanted to work and could direct and control themselves. C) most managers were not trained in using the classical approaches. D) they usually stressed one aspect of an organization or its employees at the expense of other considerations. E) many aspects of a management decision could not be expressed through mathematical symbols and formulas.

D) they usually stressed one aspect of an organization or its employees at the expense of other considerations.

In the context of Henri Fayol's 14 principles of management, ________ refers to making expectations clear and punishing violations. A) order B) authority C) scalar chain D) subordination of individual interest to the general interest E) discipline

E) discipline

In the context of the classical approaches to management, the systematic management approach led to widespread production efficiency.

False

In the context of the origins of management, the emergence of the Hawthorne effect drove managers to strive for further growth.

False

Change continually creates both new opportunities and new demands for lowering costs and for achieving greater innovation, quality, and speed.

True

If one does not anticipate change and adapt to it, one's firm will not thrive in a competitive business world.

True

Lillian Gilbreth focused on the human side of management and was interested in how job satisfaction motivated employees

True

One of the 14 principles of management identified by Henri Fayol was the subordination of individual interest to the general interest.

True

________ introduced the scientific management approach that advocated the application of scientific methods to analyze work and to determine how to complete production tasks efficiently. A) Frederick Taylor B) Henry L. Gantt C) Lillian M. Gilbreth D) Max Weber E) Henri Fayol

A) Frederick Taylor

The ________ approach was the first to emphasize informal work relationships and worker satisfaction, and it emerged from a scientific management study that resulted in the discovery of the Hawthorne effect. A) human relations B) Hawthorne studies C) bureaucracy D) administrative management E) scientific management

A) human relations

The classical approaches to management, as a whole, are criticized because A) the relationship between an organization and its external environment is ignored. B) most managers are not trained to use these techniques. C) many aspects of a management decision cannot be expressed through mathematical symbols and formulas. D) many of the decisions managers face are nonroutine and unpredictable. E) there is only "one best way" to manage and organize because circumstances vary.

A) the relationship between an organization and its external environment is ignored.

The contingency perspective refutes universal principles of management by stating that a variety of factors, both internal and external to the firm, may affect an organization's performance. Thus, according to this management approach, A) there is no "one best way" to manage and organize because circumstances vary. B) a Gantt chart is not an appropriate tool for planning. C) planning cannot be one of the four functions of management. D) external factors, internal strengths and weaknesses, and skills of managers and workers should not be considered in planning, organizing, leading, or controlling. E) bureaucratic rules and controls are of major importance.

A) there is no "one best way" to manage and organize because circumstances vary.

In the context of the origins of management, throughout history, most managers operated by a(n) ________ basis. A) trial-and-error B) organizational behavior C) scientific management D) bureaucracy E) contingency

A) trial-and-error

Several explanations account for the limited use of quantitative management. Many aspects of a management decision ________ expressed through mathematical symbols and formulas. A) can be B) cannot be C) must be D) should be E) want to be

B) cannot be

Reductions in the average cost of a unit production as the total volume produced increases is A) systematic management. B) economies of scale. C) Hawthorne effect. D) human relations. E) trial-and-error.

B) economies of scale.

According to Max Weber, bureaucratic positions foster specialized skills, eliminating A) the need for skilled workers. B) many subjective judgments by managers. C) authority that resides in positions. D) the need for rules and controls. E) the need for organization.

B) many subjective judgments by managers.

Around ________, the Greeks recognized management as a separate art and advocated a scientific approach to work. A) 4000 BC B) 500 BC C) 400-350 BC D) 1100 BC E) 2000 BC

C) 400-350 BC

Why did Henry Gantt suggest that frontline supervisors should receive a bonus for each of their workers who completed their assigned daily tasks? A) Stronger employees would be motivated to do some of the work of the weaker employees. B) More productive employees would prefer a flat daily wage rather than a piecerate system. C) Supervisors would be motivated to provide extra attention and training to weaker employees. D) Top-level managers would be motivated to do the work of the supervisors. E) Supervisors would focus on meeting the human needs of their employees rather than their productivity.

C) Supervisors would be motivated to provide extra attention and training to weaker employees.

________ is a classical management approach that attempted to build into operations the specific procedures and processes that would ensure coordination of effort to achieve established goals and plans. A) Scientific management B) Administrative management C) Systematic management D) Human relations E) Bureaucracy

C) Systematic management

________ refers to people's reactions to being observed or studied resulting in superficial rather than meaningful changes in behavior. A) Esprit de corps B) The division of labor C) The Hawthorne effect D) Subordination of individual interest to the general interest E) Scientific management

C) The Hawthorne effect

An important contribution of Frederick Taylor was his A) suggestion that managers who encourage participation and allow opportunities for individual challenge and initiative would achieve superior performance. B) development of a system to lower costs and increase worker productivity by showing how employees could work smarter, not harder. C) conclusion that management decisions were unsystematic and that no research to determine the best means of production existed. D) creation of a notion that managers desire flexibility and gave the differences between motivating groups and individuals. E) suggestion that frontline supervisors should receive a bonus for each of their workers who completed their assigned daily tasks

C) conclusion that management decisions were unsystematic and that no research to determine the best means of production existed.

Tyron manages with McGregor's Theory X in mind, and, as a result, his employee, Cassie, is losing interest in her job. If Tyron could abandon his current beliefs, he might instead acknowledge that there is "no one best way" to manage. He might consider Cassie's values, goals, skills, and attitudes, along with other factors, both internal and external to the firm, to improve performance. If so, he would be using the A) quantitative management approach. B) scientific management approach. C) contingency perspective. D) bureaucracy approach. E) the Hawthorne effect.

C) contingency perspective.

According to Henri Fayol's principles of management, ________ refers to promoting a unity of interest between employees and management. A) remuneration B) discipline C) esprit de corps D) centralization E) scalar chain

C) esprit de corps

Peter Drucker was the first person to discuss ________, by which a manager should be self-driven to accomplish key goals that link to organizational success. A) level-5 leaders B) competitive strategy C) management by objective D) management educator E) the Hawthorne effect

C) management by objective

The ________ approach to management has been used in a limited manner because many aspects of a management decision cannot be expressed through mathematical symbols and formulas. A) organizational behavior B) systematic management C) quantitative management D) human relations E) administrative management

C) quantitative management

In the development of the assembly line for the manufacture of the Model T, Ford studied and standardized the steps and equipment necessary to assemble automobiles, selecting the "the one best way" to complete tasks. In doing so, Ford used the ________ management approach. A) systematic B) bureaucratic C) scientific D) administrative E) quantitative

C) scientific

________ argued that people try to satisfy their lower-level needs and then progress upward to the higher-level needs. A) Elton Mayo B) William Procter C) Frederick Taylor D) Abraham Maslow E) Fritz Roethlisberger

D) Abraham Maslow

________ refer(s) to reductions in the average cost of a unit of production as the total volume produced increases. A) Smoothing B) Buffering C) Systematic management D) Economies of scale E) Quantitative management

D) Economies of scale

The ________ approach to management was criticized for being too simplistic, believing that a happy worker was a productive worker. A) scientific management B) systematic management C) bureaucratic D) human relations E) administrative management

D) human relations

"Tom, at Bode Corporation we align our individual goals with the company's goals. That is, as managers, we use ________ to drive ourselves and our employees to accomplish key goals that are linked with the company's success," said Tom's new CEO. A) remuneration B) contingency management C) quantitative management D) management by objective E) time-and-motion studies

D) management by objective

Which of Henri Fayol's 14 principles of management refers to keeping communications within the chain of command? A) discipline B) authority C) unity of command D) scalar chain E) equity

D) scalar chain

When a manager treats employees as lazy, unmotivated, and in need of tight supervision, the employees eventually meet the manager's expectations by acting that way. According to Douglas McGregor, this is known as a(n) A) contingency. B) open system. C) physiological need. D) self-fulfilling prophecy. E) bureaucratic approach.

D) self-fulfilling prophecy.

"Dave, I know that you are trained to work as a chemist and not to solve scheduling problems. But as lab manager, you are a frontline supervisor. You cannot immediately tell your staff to take their problems to higher management," said Quint. "You must first work with your staff to solve the problems. If you are unable to do so, you can consult with higher management. In our bureaucratic firm, we follow the chain of command so that A) flexibility and speed are always achieved in decision making." B) mathematical models are used for problem solving." C) employees have freedom to seek out their preferred managers to solve their problems." D) supervisors gain experience in and are accountable for solving problems in their work units." E) jobs can be redesigned to optimize operation of a new technology."

D) supervisors gain experience in and are accountable for solving problems in their work units."

Management could NOT emerge as a formal discipline even after the Industrial Revolution ended.

False

"Herb, Bernice is your best worker even though she is relatively new, and she has a great attitude," said Cara, Herb's manager. "I advise you to stop yelling at her and nit-picking her work." In the context of McGregor's Theory X, what might happen if Herb does not heed Cara's advice? A) Bernice will begin acting in a lazy and unmotivated fashion, requiring tight supervision (self-fulfilling prophecy). B) Bernice will begin seeking outlets for her creative talent (contingency). C) Bernice will aspire toward a career in the profession of management (administrative effect). D) Bernice will seek alternative approaches to her work (flexible process). E) Bernice will seek to accomplish more with less (economy of scale).

A) Bernice will begin acting in a lazy and unmotivated fashion, requiring tight supervision (self-fulfilling prophecy).

________ are inputs used by organizations. A) Raw materials B) Trademarks C) Esprit de corps D) Contingencies E) Incentives

A) Raw materials

A manager who follows ________ assumes workers are lazy and irresponsible and require constant supervision and external motivation to achieve organizational goals. A) Theory X B) sociotechnical systems approach C) bureaucracy approach D) human relations approach E) Theory Y

A) Theory X

Delilah Watson, Chief Operating Officer of Glenmore Products, told her human resources manager, "Obviously, the individual managers in our organization have different skills. But, following our implementation of a(n) ________ approach, our management has been much more successful, consistent, and efficient in decision making—including for issues that are nonroutine and unpredictable. Much of the variability has been successfully eliminated." A) bureaucratic B) administrative C) human relations D) quantitative management E) flexible

A) bureaucratic

The evolution of management thought is divided into ________ major sections. A) two B) three C) four D) five E) six

A) two

Sandra is an intelligent, enthusiastic, and hardworking person. Yet her manager constantly yells at her and micromanages her. Sandra's manager is applying Douglas McGregor's Theory X. Why do you think that he uses this approach? A) He believes that there is no "one best way" to manage. B) He believes that workers are lazy, irresponsible, and require constant supervision. C) He believes that Sandra's needs for self-fulfillment are met by Abraham Maslow's hierarchy of needs. D) He believes that promoting esprit de corps—a unity of interests between employees and management—is important. E) He believes in management by objective (MBO).

B) He believes that workers are lazy, irresponsible, and require constant supervision.

Managers will use the methods of quantitative management as ________ in the decision process. A) absolute truth B) a supplement C) definitive D) the only valid approach E) worst case

B) a supplement

"With the computing power available today, I'm surprised that the quantitative management approach is not widely used to make management decisions and solve management problems," said Guy. "I believe that there are several explanations for the limited use of quantitative management. For example, ________," replied his manager. A) all managers have been trained to use quantitative management B) many of the decisions managers face are nonroutine and unpredictable C) all management decisions can be expressed with mathematical symbols and formulas D) managers will use results obtained by quantitative management even if the results are not consistent with the managers' experience, intuition, and judgment E) quantitative management is never used in production or quality control

B) many of the decisions managers face are nonroutine and unpredictable

A principle of the human relations approach is that A) scientific methods should be applied to analyze work. B) social needs mattered more than economic needs. C) management should cooperate with workers to ensure that jobs match plans. D) wasteful movements can be identified and removed to increase productivity. E) management is a profession and can be taught.

B) social needs mattered more than economic needs.

"A very powerful tool for showing our project progress is the Gantt chart. We will review and update it in each weekly progress meeting. The Gantt chart helps us plan projects by showing us the relationship between ________," said Buford Hollis, project manager, to his team. A) quality and time B) tasks and time C) costs and time D) costs and tasks E) quality and tasks

B) tasks and time

Susan, a manager in a company, had to complete an important project that had a "near impossible" deadline. Instead of assuming that offering financial incentives would be the best way to get the work done, she found that some of her team members craved recognition, whereas others wanted more influence in the organization. With this information, she was able to offer the right incentive to each person. As a result, her team was able to meet the deadline. Susan was using A) the Hawthorne effect. B) the contingency perspective. C) centralization. D) bureaucracy. E) economies of scale.

B) the contingency perspective.

"Ella, I have enjoyed mentoring you. Now, let's summarize what we have discussed about change. First, change is happening more rapidly and dramatically than at any other time in history. Second, if you don't anticipate change and adapt to it, you and your firm ________," explained retired CEO Randall Pearson. A) will nonetheless thrive due to decreasing globalization B) will not thrive in a competitive business world C) will not thrive unless you eliminate flexible work arrangements like virtual teamwork D) will nonetheless thrive if you increase costs E) will not thrive unless employee skills are held static, meaning they are unchanged

B) will not thrive in a competitive business world

________ approach to management ignored the more rational side of the worker and the important characteristics of the formal organization. A) Scientific B) Systematic C) Human relations D) Sociotechnical E) Bureaucratic

C) Human relations

What were the reasons that management by trial-and-error changed during the Industrial Revolution in the 18th and 19th centuries? A) advances in technology, availability of low-skilled laborers, and growing size and complexity of businesses B) advances in technology, availability of skilled laborers, and growing size and complexity of business C) advances in technology, availability of skilled laborers, and declining economic trends D) advances in technology, availability of low-skilled laborers, and economic trends favoring small businesses E) advances in technology, availability of skilled laborers, and economic trends favoring small businesses

A) advances in technology, availability of low-skilled laborers, and growing size and complexity of businesses

Understanding ________ helps a manager know which sets of circumstances dictate which management actions. A) contingencies B) self-fulfilling prophecies C) employees D) management styles E) control systems

A) contingencies

The systems theory A) emphasizes that an organization is one system in a series of subsystems. B) implements a piecerate system in which workers are paid additional wages when they exceed a standard level of output for each job. C) enforces a system that suggests that frontline supervisors should receive a bonus for each of their workers who completed their assigned daily tasks. D) develops a system to lower costs and increase worker productivity by showing how employees could work smarter, not harder. E) suggests that organizations are effective when they have the social system and the technical system to make products and services that are valued by customers.

A) emphasizes that an organization is one system in a series of subsystems.

What does initiative refer to as one of Henri Fayol's 14 principles of management? A) encouraging employees to act on their own in support of the organization's direction B) promoting a unity of interests between employees and management C) determining the relative importance of superior and subordinate roles D) assigning only one supervisor to each employee E) dividing work into specialized tasks and assigning responsibilities to specific individuals

A) encouraging employees to act on their own in support of the organization's direction

Christopher A. Bartlett of Harvard University, with coauthor Sumatra Ghoshal, wrote the influential Managing Across Borders: The Transnational Solution (1998), named by the Financial Times as one of the 50 most influential business books of the 20th century. Bartlett's research is primarily known for its focus on A) how a leader's success hinges on balancing between personal and professional effectiveness. B) "management by objective" (MBO), by which a manager should be self-driven to accomplish key goals that link to organizational success. C) the human side of management, including job satisfaction. D) the strategic and organizational challenges confronting managers in multinational corporations. E) standardization of jobs so that personnel changes would not disrupt the organization.

A) how a leader's success hinges on balancing between personal and professional effectiveness.

Taylor's theory is criticized because it A) ignored job-related social and psychological factors by emphasizing only money as a worker incentive. B) was vested in too many people. C) was too simplistic to be applicable to the real world. D) treated the principles as universal truths for management. E) promoted a unity of interest between employees and management.

A) ignored job-related social and psychological factors by emphasizing only money as a worker incentive.

Peter Senge of MIT Sloan School of Management has made several significant contributions to the areas of organizational A) learning and change. B) stability and predictability. C) profitability and quality. D) philanthropy and ethics. E) bureaucracy and controls.

A) learning and change.

Abraham Maslow argued that people try to satisfy their A) lower-level needs and then progress upward to the higher-level needs. B) higher-level needs and then progress downward to the lower-level needs. C) mid-level needs first, then decide to progress upward or downward. D) mid-level needs and then progress upward to the high-level needs. E) mid-level needs and then progress downward to the lower-level needs

A) lower-level needs and then progress upward to the higher-level needs.

A criticism of the bureaucratic approach to management is that A) once established, it is very difficult to dismantle such an organizational structure. B) the concept that a happy worker is a productive worker is too simplistic. C) the economic aspects of the workplace are overemphasized. D) job-related factors were ignored by emphasizing only money. E) production tasks were reduced to routine procedures which led to boredom.

A) once established, it is very difficult to dismantle such an organizational structure.

Henry Fayol identified five functions of management: planning, organizing, commanding, coordinating, and controlling. These are similar to the traditional four functions of management: A) planning, organizing, leading, and controlling. B) planning, organizing, leading, and communicating. C) planning, organizing, listening, and communicating. D) power, organization, leadership, and control. E) planning, oversight, leading, and controlling.

A) planning, organizing, leading, and controlling.

In the context of contemporary approaches to management, managers may use ________ to compare alternatives and eliminate weaker options. A) quantitative management B) organizational behavior C) the sociotechnical systems theory D) the contingency perspective E) administrative management

A) quantitative management

According to Henri Fayol's principles of management, ________ refers to systematically rewarding efforts that support the organization's direction. A) remuneration B) centralization C) scalar chain D) equity E) esprit de corps

A) remuneration

In her book, Lean In: Women, Work and the Will to Lead, Sheryl Sandberg discusses the challenges women (including mothers) face in a workplace in which A) sexism and pay inequities remain. B) women should be more reactive, and less proactive, in addressing challenges. C) women should take fewer risks. D) women should pursue less ambitious goals. E) women should defer to men during negotiations.

A) sexism and pay inequities remain.

Management knowledge and practices continue to evolve because A) time passes, and change occurs. B) business has become less global. C) demands for achieving greater innovation and lower cost are decreasing. D) global competition is lessening. E) change should not be anticipated nor implemented.

A) time passes, and change occurs.

Why was Frederick Taylor's principle of the piecerate system beneficial to workers and managers? A) The piece-rate system increased the number of motions necessary to accomplish tasks. B) The piece-rate system incentivized workers to accomplish more, as well as earn more money for themselves. C) The piece-rate system exemplified the Hawthorne effect. D) The piece-rate system highlighted the contingency perspective. E) The piece-rate system paid workers equally, despite differences in productivity.

B) The piece-rate system incentivized workers to accomplish more, as well as earn more money for themselves.

McGregor advocated a ________, suggesting that managers who encourage participation and allow opportunities for individual challenge and initiative would achieve superior performance. A) Theory X perspective B) Theory Y perspective C) bureaucratic approach D) human relations approach E) contingency perspective

B) Theory Y perspective

Peter Drucker championed several ideas that continue to be influential to this day, including decentralization, employees as ________, corporation as a human community, and the importance of ________ workers in the new information economy. A) necessary evils; knowledge B) assets; knowledge C) assets; unskilled D) liabilities; knowledge E) necessary evils; unskilled

B) assets; knowledge

Taylor introduced the scientific management approach because he A) believed that specific procedures and processes should be built into operations to ensure coordination of effort. B) concluded that management decisions were unsystematic and that no research existed to determine the best means of production. C) emphasized economical operations, adequate staffing, maintenance of inventories to meet consumer demand, and organizational control. D) believed that bureaucratic structures can eliminate the variability that results when managers in the same organization have different skills, experiences, and goals. E) advocated that the jobs themselves be standardized so that personnel changes would not disrupt the organization.

B) concluded that management decisions were unsystematic and that no research existed to determine the best means of production.

Systematic management A) advocated the application of scientific methods to analyze work and to determine how to complete production tasks efficiently. B) emphasized adequate staffing, maintenance of inventories to meet consumer demand, and organizational control. C) stressed the importance of hiring and training a proper worker to do a particular job. D) assumed workers were motivated by receiving money. E) implemented a pay system in which workers were paid additional wages when they exceeded a standard level of output for each job.

B) emphasized adequate staffing, maintenance of inventories to meet consumer demand, and organizational control.

In the context of managerial approaches A) the best managers today embrace change by moving from contemporary managerial approaches to classic managerial approaches. B) if one does not anticipate change and adapt to it, one's firm will not thrive in a competitive business environment. C) management knowledge and practices remain constant in the face of change. D) change prevents businesses from achieving greater quality and speed. E) change is happening at a slower rate than at any other time in history.

B) if one does not anticipate change and adapt to it, one's firm will not thrive in a competitive business environment.

Organizations are open systems, and they are dependent on ________ from the outside world, such as raw materials, human resources, and capital. A) contingencies B) inputs C) intangibles D) control systems E) outputs

B) inputs

The use of quantitative management is limited because A) it is difficult to discontinue the use of this process once it has been established. B) many of the decisions managers face are nonroutine and unpredictable. C) managers are oriented more toward things than toward people. D) it holds that all aspects of a management decision should mandatorily be expressed through mathematical symbols and formulas. E) it believes that economic needs have precedence over social needs.

B) many of the decisions managers face are nonroutine and unpredictable.

According to the contingency perspective, there is(are) ________ best way(s) to manage and organize. A) only one B) no one C) many D) two E) a few

B) no one

According to the five levels of needs suggested by Abraham Maslow, ________ is the most advanced need of those listed. A) friendship B) personal fulfillment C) shelter D) food E) rest

B) personal fulfillment

Managers who subscribe to McGregor's Theory X must watch for the important implication of A) contingency perspective. B) self-fulfilling prophecy. C) superior performance. D) individual challenges. E) human relations approach.

B) self-fulfilling prophecy.

The sociotechnical systems theory A) emphasizes the perspective of senior managers within the organization and argues that management is a profession and can be taught. B) suggests that organizations are effective when their employees have the right tools, training, and knowledge to make products and services that are valued by customers. C) believes that bureaucratic structures can eliminate the variability that results when managers in the same organization have different skills, experiences, and goals. D) advocates the application of scientific methods to analyze work and to determine how to complete production tasks efficiently. E) attempts to build specific procedures and processes into operations to ensure coordination of effort.

B) suggests that organizations are effective when their employees have the right tools, training, and knowledge to make products and services that are valued by customers.

Toward the end of the Industrial Revolution, in the late 19th century, several university programs offering management and business education were founded, including the Wharton School at the University of Pennsylvania. Establishment of these programs A) required federal government funding. B) was an acknowledgment of management as a formal discipline. C) was expected under the administrative management approach. D) occurred despite the inability of quantitative management to accurately model management problems. E) reflected economies of scale.

B) was an acknowledgment of management as a formal discipline.

Which is the correct statement about the sociotechnical systems theory? A) Most organizations did not adopt the sociotechnical systems theory for management problems until the year 2000. B) It was the first major approach to emphasize informal work relationships and worker satisfaction. C) It was developed in the early 1950s by researchers from the London-based Tavistock Institute of Human Relations. D) It emphasized the perspective of senior managers within an organization. E) It emphasized a structured, formal network of relationships among specialized positions in an organization.

C) It was developed in the early 1950s by researchers from the London-based Tavistock Institute of Human Relations.

If an organization ensures that a chain of command or hierarchy is well established, which characteristic of an effective bureaucracy does it exhibit? A) qualifications B) division of labor C) authority D) ownership E) rules and controls

C) authority

According to Abraham Maslow, the most advanced human need is for A) esteem. B) love or belonging. C) self-actualization. D) safety. E) homeostasis

C) self-actualization.

Research on ________ promoted the use of teamwork and semiautonomous work groups as important factors for creating efficient production systems. A) organizational behavior B) bureaucracy C) sociotechnical systems theory D) human relations E) administrative management

C) sociotechnical systems theory

Abraham Maslow contributed to the field of human relations by A) emphasizing the maintenance of inventories to meet consumer demand. B) being concerned with meeting the explosive growth in demand brought about by the Industrial Revolution. C) suggesting that humans have five levels of needs. D) concluding that management decisions were unsystematic. E) advocating the application of scientific methods to analyze work.

C) suggesting that humans have five levels of needs.

A criticism of the human relations approach to management is that A) too much authority may be vested in too few people. B) rules need to be followed in a routine and biased manner. C) the important characteristics of the formal organization are ignored. D) procedures may become the ends rather than the means. E) production tasks are reduced to a set of routine procedures that lead to quality control problems.

C) the important characteristics of the formal organization are ignored.

One drawback of the bureaucratic approach to management is that A) production tasks are reduced to machine-like movements that lead to boredom. B) this approach may not help managers deal with competitors and government regulations. C) this approach does not accommodate rapid decision making and flexibility. D) this approach emphasizes only money as a worker incentive. E) this approach ensures that all employees perform their best with excessive rules and regulations.

C) this approach does not accommodate rapid decision making and flexibility.

________, in the context of the systems theory, are situational characteristics. A) Systems B) Additions C) Experiments D) Inventories E) Contingencies

E) Contingencies

Identify the correct statement about the contribution made by Jack Welch toward management thought and practices. A) He is known for being the first person to discuss "management by objective" (MBO), by which a manager should be self-driven to accomplish key goals that link to organizational success. B) He established the need for organizations to set clear objectives and establish the means of evaluating progress toward those objectives. C) He contends that bureaucratic structures can eliminate the variability that results when managers in the same organization have different skills, experiences, and goals. D) He advocated the application of scientific methods to analyze work and to determine how to complete production tasks efficiently. E) He is widely viewed as having mastered "all of the critical aspects of leadership: people, process, strategy and structure."

E) He is widely viewed as having mastered "all of the critical aspects of leadership: people, process, strategy and structure."

________ is a contemporary approach to management. A) Scientific management B) Human relations C) Administrative management D) Systematic management E) Quantitative management

E) Quantitative management

During the Industrial Revolution in the 18th and 19th century, managers who could make minor improvements in management tactics were noteworthy. Why? A) They brought robotics technology to mass production. B) They subscribed to human relations theory. C) They perfected quantitative management. D) They developed the Hawthorne effect. E) They produced impressive increases in production quantity and quality.

E) They produced impressive increases in production quantity and quality.

Frederick Taylor's contributions to scientific management as an approach to management were significant because Taylor A) believed that supervisors could be motivated to provide training to underperforming workers. B) created the Gantt chart, which helps managers plan projects by task and time to complete those tasks. C) developed a system to lower costs and increase worker productivity by showing how employees could work smarter, not harder. D) focused less on the technical and more on the human side of management. E) advocated the use of the differential piecerate system.

E) advocated the use of the differential piecerate system.

The values, goals, skills, and attitudes of managers and workers in an organization are examples of A) inventories. B) outputs. C) esprit de corps. D) tasks. E) contingencies.

E) contingencies.

Bureaucracy can be defined as a classical management approach that A) applies scientific methods to analyze and determines the "one best way" to complete production tasks. B) attempts to understand and explain how human psychological and social processes interact with the formal aspects of the work situation to influence performance. C) attempts to build into operations the specific procedures and processes that would ensure coordination of effort to achieve established goals and plans. D) emphasizes the application of quantitative analysis to managerial decisions and problems. E) emphasizes a structured, formal network of relationships among specialized positions in the organization.

E) emphasizes a structured, formal network of relationships among specialized positions in the organization.

The ________ approach advocates that management must gain the cooperation of the group and promote job satisfaction and group norms consistent with the goals of the organization. A) systematic management B) scientific management C) administrative management D) bureaucracy E) human relations

E) human relations

A feature of organizational behavior is that A) the more recent contributions made by organizational behavior have a narrower viewpoint. B) unlike other approaches, it has always been appreciated for its broad perspective. C) it does not address factors like employee involvement and self-management. D) through the years, organizational behavior has consistently emphasized development of an organizations' human resources to achieve organizational rather than individual goals. E) in the past few years, many of the primary issues addressed by organizational behavior have experienced a rebirth with a greater interest in leadership.

E) in the past few years, many of the primary issues addressed by organizational behavior have experienced a rebirth with a greater interest in leadership.

The critics of scientific management claimed that A) organizations that need rapid decision making and flexibility may suffer with this approach. B) managers may ignore appropriate rules and regulations. C) managers were not trained to apply the principles of the theory. D) it leads to too much authority being vested in too few people. E) it did not help managers deal with broader external issues.

E) it did not help managers deal with broader external issues.

One of the major contributions of Peter Drucker was the A) discovery that great companies are managed by "level-5 leaders" who often display humility while simultaneously inspiring those in the organization to apply self-discipline. B) focus on the areas of organizational and change. C) ability to urge U.S. firms to fight their competition by refocusing their business strategies on several drivers of success like people and customers. D) focus on the "strategic and organizational challenges confronting managers in multinational corporations." E) need for organizations to set clear objectives and establish the means of evaluating progress toward those objectives.

E) need for organizations to set clear objectives and establish the means of evaluating progress toward those objectives.

In the context of the classical approaches to management, ________ did not address all the issues faced by 19th-century managers, but it tried to raise managers' awareness about the most pressing concerns of their job. A) human relations B) administrative management C) scientific management D) bureaucracy E) systematic management

E) systematic management

A Gantt chart graphs the relationships between A) speed and time. B) quality and speed. C) quality and time. D) tasks and quality. E) tasks and time.

E) tasks and time.

The aim of the human relations approach to management was A) emphasizing economical operations, adequate staffing, maintenance of inventories to meet consumer demand, and organizational control. B) applying scientific methods to analyze work and to determine how to complete production tasks efficiently. C) eliminating the variability that results when managers in the same organization have different skills, experiences, and goals. D) emphasizing the perspective of senior managers within the organization. E) understanding how psychological and social processes interact with the work situation to influence performance.

E) understanding how psychological and social processes interact with the work situation to influence performance.