(DONE!) Managing People and Work - Chapter 2
Adam Smith advocated _______ to produce products more quickly. A. job specialization B. division of labor C. unity of direction D. job rotation E. centralization
A.
Carl works for a printing business that offers printing and copying, bookbinding, and graphic design. The business has a single, comprehensive long-term plan that guides every department. The business is following Fayol's principle of: A. unity of direction. B. centralization. C. order. D. unity of command. E. line of authority.
A.
Every year, Johnson-Murphy holds a company picnic with competitive games and fun activities so its employees can get to know one another in a more social setting. Johnson-Murphy is focusing on Fayol's concept of: A. esprit de corps. B. subordination of individual interests to the common interest. C. remuneration of personnel. D. order. E. unity of direction.
A.
The primary message of _______ is that there is no one best way to organize. A. Theory X B. administrative management theory C. contingency theory D. behavioral management theory E. management science theory
C.
What is the Hawthorne effect? A. Workers will conceal the true potential efficiency of a work system to protect their interests. B. Employees in a "no-talking" workplace develop ways of talking to one another out of the sides of their mouths. C. Workers' productivity is affected more by their manager's personal behavior than by the work setting. D. Productivity increases, regardless of the level of illumination in the workplace. E. Group members may subject those workers who violate the group norms to sanctions.
C.
_______ refers to a system of task and authority relationships that controls how employees use resources to achieve a company's goals. A. A closed system B. Organic structure C. Organizational structure D. Bureaucracy E. An open system
C.
Teece uses the term _______ to describe a company's ability to identify and assess opportunities outside the company. A. sensing B. appraisal C. transforming D. seizing E. evaluating
A.
Max Weber developed the: A. principles of scientific management. B. principles of bureaucracy. C. Theory X and Theory Y assumptions. D. principles of management. E. contingency theory.
B.
Fayol recommended the use of _______ to show the position and duties of each employee and to indicate which positions an employee might move to or be promoted to in the future. A. an organizational chart B. an initiative analysis C. unity of direction D. the critical path method (CPM) E. an extensive career plan
A.
Frederick W. Taylor is best known for defining the techniques of: A. scientific management. B. administrative management. C. behavioral management. D. management science. E. organizational management.
A.
If a manager designs the organizational hierarchy based on the characteristics of the organizational environment, he is acting in accordance with _______ theory. A. contingency B. queuing C. chaos D. equity E. Fayol's
A.
In the context of management, rules refer to: A. formal written instructions that specify actions to be taken under different circumstances. B. the performance gains that result when individuals and departments coordinate their actions. C. the methodical arrangement of positions to provide the organization with the greatest benefit. D. the ability of an individual to act on his own accord without direction from a superior. E. a reporting relationship in which an employee receives orders from only one superior.
A.
Katz, Kahn, and Thompson viewed the organization as an open system, which means: A. it takes in resources from its external environment and converts them into goods that are then sent back to that environment for purchase by customers. B. it uses resources from the external environment for internal processes but does not return anything to the external environment. C. it is more likely to experience entropy than is a closed system. D. it is a self-contained system that is not affected by changes in its environment. E. the input, process, and output stages in the production process are performed in the external environment.
A.
Mary Parker Follett's primary criticism of Taylor's system of scientific management was that Taylor: A. was ignoring the human side of the organization and did not allow workers to exercise initiative and contribute to the organization. B. advocated that workers, rather than managers, should be in control of the work process itself. C. did not use scientific techniques like time-and-motion studies to analyze workers' jobs. D. said that managers should behave as coaches and facilitators—not as monitors and supervisors. E. proposed that managers should involve workers in analyzing their jobs to identify better ways to perform tasks.
A.
Sally works on a production line. Her manager moves several of her coworkers around to achieve the right worker-task specialization and to link people and tasks by the speed of the production line. If successful, the manager will: A. lower costs B. increase workplace monotony C. increase job satisfaction D. decrease organizational output E. decrease mechanization of the work process.
A.
The owners of Hae-Won's company make all of the important decisions even through there are middle managers who supervise front-line employees. When there are problems, these managers are reluctant to make decisions without speaking with one of the owners. This illustrates the problem with which of Fayol's principles of management? A. centralization B. discipline C. equity D. unity of direction E. order
A.
_______ is a contemporary approach to management that focuses on the use of rigorous quantitative techniques to assist managers to make the best use of organizational resources to produce goods and services. A. Management science theory B. Behavioral management C. The human relations movement D. Contingency theory E. Administrative management
A.
A "ratebuster," according to Elton Mayo's and F. J. Roethlisberger's bank wiring room experiments, was a person performing: A. below the work-group performance norm. B. above the work-group performance norm. C. below the company performance standard. D. at the pace the manager requests. E. at a pace he feels matches his pay.
B.
According to Henri Fayol, esprit de corps refers to: A. the ability to act on one's own without direction from a superior. B. shared feelings of comradeship, enthusiasm, or devotion to a common cause among members of a group. C. the justice, impartiality, and fairness to which all organizational members are entitled. D. the methodical arrangement of positions to provide the organization with the greatest benefit and to provide employees with career opportunities. E. obedience, energy, application, and other outward marks of respect for a superior's authority.
B.
An example of a company's standard operating procedure is: A. a general recommendation that all employees leave their work machines in good order. B. a compulsory practice of employees cleaning their work areas at the end of each day. C. an informal code of conduct prescribing that employees help each other if time permits. D. a suggestion by the technical department to save all work-related files on the company FTP site. E. a recommendation by the human resources department that employees wear formal clothes during the week.
B.
Employees at Southwest Airlines have highly flexible job descriptions that enable them to chip in and help where needed. Employees are encouraged to help solve problems where they see them. Thus, it's not uncommon to see a Southwest manager helping move passenger luggage into aircraft or check in passengers at a gate. This demonstrates the concepts in: A. organizational environment theory. B. Theory Y. C. contingency theory. D. Theory X. E. management science theory.
B.
Fayol's principle of initiative suggests that: A. managers must act fairly and equitably. B. managers should encourage employees to act on their own without direction from a supervisor. C. managers should ensure that the tasks and roles of each employee require innovation and creativity. D. organizations provide employees with career opportunities that satisfy their needs. E. managers should use rewards to motivate the behavior of employees.
B.
Henri Fayol's principles of management are: A. no longer considered a useful theory of management. B. the bedrock on which much of recent management theory and research is based. C. strongly based on Weber's theory of management. D. opposed to the division of labor in principle. E. based primarily on the belief that authority should be concentrated at the top of the chain of command.
B.
Managers whose attitudes regarding employees are consistent with Theory Y: A. do not believe in giving workers any autonomy in solving problems. B. create work settings that allow workers to exercise initiative. C. control workers' behavior by means of rewards and punishments. D. closely supervise their employees. E. create work settings that reflect a belief that workers are lazy.
B.
Michel's company's IT department sent an email to all employees explaining how employees must secure their computers when they leave their offices. Employees would most likely consider these instructions: A. norms B. rules C. suggestions D. orders E. recommendations
B.
Tae Min feels that it would be unfair to his team and his company to take a sick day to sleep in. He understands Fayol's principle of: A. unity of command. B. subordination of individual interests to the common interest. C. remuneration of personnel. D. esprit de corps. E. stability of tenure of personnel.
B.
What did Frank and Lillian Gilbreth discover in their study of fatigue in the workplace? A. Fatigue occurs less often with specialization of tasks. B. Lighting and the color of the walls had an effect on fatigue. C. The more quickly a job could be done, the less fatigue was experienced. D. Job stress did not lead to fatigue. E. There was not a strong correlation between fatigue and job performance.
B.
When Apple created the iPod, it shifted its focus from computers to consumer electronics, demonstrating Teece's concept of: A. expanding B. transforming C. seizing D. sensing E. converting
B.
_______ is the idea that the organizational structures and control systems that are chosen by managers depend on characteristics of the external environment in which the organization operates. A. Equity theory B. Contingency theory C. Theory X D. Theory Y E. Behavioral management theory
B.
_______ is the study of the factors that have an impact on how individuals and groups respond to and act in organizations. A. Hawthorne studies B. Organizational behavior C. Management science D. Scientific management E. Administrative management
B.
_______ refers to a formal system of organization and administration designed to ensure efficiency and effectiveness: A. empowerment B. bureaucracy C. an open system D. synergy E. authority
B.
Josh works for an advertising agency. There are several middle managers, but Josh only receives orders from and reports to one manager. Which of Fayol's principles of management is illustrated by Josh's relationship with his manager? A. equity B. centralization C. unity of command D. initiative E. unity of direction
C,
According to Taylor, the production process becomes more efficient with: A. an increase in the effort that each worker puts in to produce a unit of output. B. an increase in the amount of time required to produce a unit of output. C. an increase in division of labor through specialization. D. the use of informal rule-of-thumb knowledge. E. the use of intuitive knowledge.
C.
In a bureaucracy, a manager's formal authority derives from: A. informal rule-of-thumb knowledge. B. codifying the new methods of performing tasks into written rules. C. the position the manager holds in the organization. D. the manager's social standing and personal contacts. E. intuitive knowledge.
C.
In an organization that follows Weber's principles of bureaucracy, positions are arranged: A. by salary level. B. in a flat line. C. hierarchically. D. by skills. E. by functional departments.
C.
Joan has been working in a bicycle factory for several months. The assembly process requires multiple tasks, and Joan's supervisor assigns her to apply the custom paint and add the decals. Adding the decals requires perfection, and Joan does it quickly and always performs the task well, so her supervisor decides to keep her in this position. This is an example of: A. the human relations movement. B. standard operating procedures. C. job specialization. D. job rotation. E. time-and-motion study.
C.
Paolo is a manager for a small business. He wants his five employees to have positive working relationships and he wants to create a welcoming office environment. To encourage socializing and to motivate his staff to meet organizational goals, Paolo invites his employees to lunch once a week. Within a few weeks, Peter sees an increase in performance and improved collaboration among the staff members. This demonstrates the use of: A. standard operating procedures (SOPs). B. administrative management. C. behavioral management. D. scientific management. E. organizational behavior.
C.
Paula starts a new bakery business. Because she must meet specific requirements from the state health department, Paula decides to use a mechanistic structure for management. What demonstrates Paula's choice to organize and control the business with a mechanistic structure? A. The organization uses the structure only when needed—when the organizational environment is unstable. B. A mechanistic structure requires more managerial time, money, and effort than an organic structure. C. Employees are closely supervised and follow well-defined rules and standard operating procedures. D. Authority is decentralized to middle and first-line managers to encourage them to take responsibility. E. Managers can react more quickly to a changing environment than can managers in an organic structure.
C.
Steve Jobs recognized that consumers wanted a smaller mp3 player than they could buy at the time, so Apple developed the iPod. This demonstrates Teece's A. Theory X B. Theory Y C. theory of dynamic capabilities D. management science theory E. contingency theory
C.
Tayler is an engineer at an assembly plant for an auto company. Tayler receives orders from, and reports to, both his department manager and his project manager. This violates Fayol's principle of: A. centralization. B. division of authority and responsibility. C. unity of command. D. unity of direction. E. line of authority.
C.
The _______ theory was introduced in the latter part of the 19th century shortly after the industrial revolution had occurred in Europe and America A. administrative management B. management science C. scientific management D. behavioral management E. organizational environment
C.
An employee who respects her manager's authority and strives to achieve the organization's goals is demonstrating Fayol's principle of A. esprit de corps. B. order. C. equity. D. discipline. E. remuneration of personnel.
D.
Chris has a job as a sales representative for a pharmaceutical company. The company offers both quarterly and annual bonuses based on performance. The company also has a profit-sharing plan for its employees. This demonstrates Fayol's principle of A. subordination of individual interests to the common interest. B. initiative. C. esprit de corps. D. remuneration of personnel. E. equity.
D.
Dayfair Mobile's external environment is changing rapidly, and it responds by decentralizing decisions to allow lower-level managers to react faster. Which type of organizational structure allows this? A. formal B. organizational C. bureaucratic D. organic E. mechanistic
D.
Managers who accept the assumptions of Theory X: A. view workers as motivated and capable of exercising self-control. B. create a work setting that encourages commitment to organization goals. C. provide opportunities for workers to be imaginative. D. counteract workers' natural tendencies to avoid work. E. focus on giving employees opportunities to exercise initiative.
D.
Mel knows that the hair-styling business is highly competitive and new trends are constantly emerging, so she regularly provides training for her stylists, so they not only keep up with the latest hairstyles and techniques but are also able to provide new services to their customers. This, according to Teece, demonstrates the business's: A. external focus. B. organic structure. C. user credibility. D. dynamic capabilities. E. organizational synergy.
D.
What practice was advocated by Mary Parker Follett? A. Authority should align with hierarchical positions rather than knowledge. B. Managers should behave as monitors and supervisors. C. Workers should not be allowed to participate in the work development process. D. Workers should be allowed to exercise initiative in their everyday work lives. E. Members of each department should stick to their own department; cross-functioning should be discouraged.
D.
When an organization ignores the external environment and fails to acquire inputs, it is likely to experience A. contingency. B. synergy. C. control. D. entropy. E. conversion.
D.
According to Fayol, _______ refers to the chain of command extending from the top to the bottom of an organization. A. centralization B. division of labor C. unity of direction D. unity of command E. line of authority
E.
Administrative management is the study of how to: A. control the organization's relationship with its external environment. B. tap into the feelings, thoughts, and behavior of work-group members and managers that affect worker performance. C. determine characteristics of the work setting that affect worker performance. D. motivate employees and encourage them to take on tasks outside their job title. E. create an organizational structure that leads to high efficiency and effectiveness.
E.
Administrative management is the study of how to: A. motivate employees and encourage them to take on tasks outside their job title. B. tap into the feelings, thoughts, and behavior of work-group members and managers that affect worker performance. C. control the organization's relationship with its external environment. D. determine characteristics of the work setting that affect worker performance. E. create an organizational structure that leads to high efficiency and effectiveness.
E.
At Home Service, Inc., employees stay with the organization for many years and develop skills on the job that help Home Service, Inc. become more efficient. This is consistent with Fayol's principle of A. order. B. unity of direction. C. discipline. D. unity of command. E. stability of tenure.
E.
Frederick Taylor believed that written rules and standard operating procedures: A. limited initiative and should be avoided. B. spelled out the division of labor and increased effectiveness. C. stifled esprit de corps. D. made workers like their jobs less. E. standardized and simplified jobs, making them more efficient.
E.
Henri Fayol's principle of equity refers to: A. the concentration of authority at the top of the managerial hierarchy. B. shared feelings of comradeship, enthusiasm, or devotion to a common cause among members of a group. C. the methodical arrangement of positions to provide the organization with the greatest benefit and to provide employees with career opportunities. D. development of skills for long-term employees. E. the justice, impartiality, and fairness to which all organizational members are entitled.
E.
Managers who accept the assumptions of Theory Y: A. rely on rewards and punishments as motivators. B. view workers as unable to manage their own time. C. focus on developing rules and procedures to structure the workplace. D. give little autonomy to workers because they are inherently lazy. E. create a work setting that encourages commitment to organizational goals.
E.
Mel knows that the hair-styling business is highly competitive and new trends are constantly emerging, so she regularly provides training for her stylists, so they not only keep up with the latest hairstyles and techniques but are also able to provide new services to their customers. This, according to Teece, demonstrates the business's A. organizational synergy. B. organic structure. C. external focus. D. user credibility. E. dynamic capabilities.
E.
Millibytes, Inc. implements an organic structure, which means that at Millibytes, A. employees are discouraged from taking up more responsibilities. B. forming of cross-departmental or functional teams is discouraged. C. employees are closely supervised and follow well-defined rules. D. emphasis is placed on strict discipline and order. E. authority is decentralized to middle and first-line managers.
E.
When the tasks and authority associated with various positions in the organization are clearly specified, it creates a scenario where: A. order and discipline are undermined. B. employees are not sure of what is expected of them. C. confused employees create havoc within the formal hierarchy of authority. D. managers face difficulty in tracking the assigned tasks. E. employees can be held strictly accountable for their actions.
E.
Which of Teece's managerial activities would a company embrace if it wanted to use company resources to capture value for the organization from previously determined opportunities? A. controlling B. transforming C. positioning D. sensing E. seizing
E.
_______ is the performance gain caused by two or more departments coordinating their efforts. A. Entropy B. Group performance C. Contingency theory D. Organizational performance E. Synergy
E.