MGMT Chapter 1 Quiz

In the context of the perspectives on management, the _____ is a subfield of the classical perspective that focuses on the total organization rather than the individual worker and delineates the management functions of planning, organizing, commanding, coordinating, and controlling. a. administrative principles approach b. human resources perspective c. humanistic perspective d. behavioral sciences approach

A

Rachel is the managing director of LivviPro Inc., a life insurance agency. She believes in using various disciplines such as sociology, psychology, anthropology, and economics to understand the employees in the organization. The agency uses employee profiles in its hiring process. This practice is most consistent with the _____. a. behavioral sciences approach b. conflict perspective c. quantitative perspective d. administrative principles approach

A

Taylor Robins's company has just experienced an accidental explosion at one of its facilities. Taylor must act in her role as _____ and provide the public with information about the situation. a. spokesperson b. negotiator c. figurehead d. monitor

A

Which of the following organizations participates in an administrative principles approach? a. Company B, which insists on unity of command, scalar chain, and division of work b. Company C, which supports effective control as based within the individual rather than imposed from without c. Company D, which focuses on managing the total organization to deliver quality to customers d. Company A, which has a hierarchical structure with rules and procedures uniformly applied to all employees

A

_____ is considered the "father of the quality movement," and his ideas form the basis of total quality management. a. W. Edwards Deming b. Peter Senge c. Peter Drucker d. Abraham Maslow

A

A manager uses social media to coordinate brainstorming sessions among team members who are geographically separated as a tool to effectively manage the principle of: a. leading. b. managing relationships. c. overseeing work. d. designing.

B

According to Mintzberg, which of the following manager roles involves initiating improvement projects and identifying new ideas? a. Disseminator b. Entrepreneur c. Negotiator d. Spokesperson

B

Arron, the CEO of a multinational corporation, believes that effective control in an organization comes from each employee's internal motivation rather than from authoritarian control from the top levels of management. In this scenario, Arron's beliefs are most consistent with the _____. a. administrative principles approach b. human relations movement c. conflict perspective d. bureaucratic organizations approach

B

At Street Industries, employee morale was low and affecting productivity. Management brought in consultants who trained them to be more positive with employees and give them tools to increase positive aspects of human relations within the company. The consultants work follows what was learned in _____ of the early 1900s. a. Theory X b. the Hawthorne studies c. total quality management d. the administrative principles approach

B

In fulfilling his main responsibility to the organization he works for, Manager A works to: a. select goals for the organization. b. achieve high performance. c. access raw materials. d. monitor production activities and make needed corrections.

B

The _____ tells managers that what works in one organizational situation might not work in others. a. humanistic perspective b. contingency view c. universalist view d. classical perspective

B

The concept of synergy says that the whole is equal to the sum of its parts. a. True b. False

B

The phrase to "design the rules of the game without specifying the actions of the players" refers to what type of manager? a. Keeping tabs b. Enablers c. Controllers d. Individuals over teams

B

The team members of the technical team in Wescrult Inc. are working on a crucial project. Their manager, Wendy, is thinking about her team and deciding what tasks have to be done next week, and which tasks to give to which employees. Their previous manager assigned responsibilities to each of them and directed them on how to accomplish these tasks. Their previous manager was most likely _______. a. planning b. organizing c. leading d. controlling

B

Which of the following would you NOT find among recent management trends? a. Virtual organizations b. Scientific management c. Customer relationship management d. E-business

B

In an organization, _____ pertains to the degree to which the organization achieves a stated goal or succeeds in accomplishing what it tries to do. a. efficiency b. feasibility c. effectiveness d. quality

C

Manager A oversees the work of five employees by monitoring their production output according to a rigid schedule. Manager B helps five employees set goals for meeting production output. In this management principle of overseeing work, Manager A would be described as a _____, whereas Manager B is more a(n) _____. a. collaborator; mobilizer b. mobilizer; supervisor c. controller; enabler d. leader; autocrat

C

Mike, a manager at a graphic design firm, spends his time initiating improvement projects, identifying new ideas, and delegating idea responsibility to others. Mike is most likely a(n) _______. a. disturbance handler b. negotiator c. entrepreneur d. resource allocator

C

Sergio, the manager of a software firm, has a new project for his team. He is preparing a set of targets and making decisions on how to attain these targets before assigning the tasks to his team members. In the context of the functions of management, Sergio is most likely _____. a. organizing b. controlling c. planning d. leading

C

Which of the following methods would NOT be included among the techniques of operations management? a. Linear programming b. Simulation c. Theory Y assumptions d. Forecasting

C

According to Mintzberg, which of the following is a function of a leader? a. Forwarding information to other organization members b. Maintaining information links inside and outside an organization c. Performing ceremonial and symbolic duties d. Directing and motivating subordinates

D

For new managers, one of the tasks they report as finding most stressful is: a. listening to employees. b. delegating duties. c. networking. d. managing time pressures.

D

Interest in the practices of management techniques that developed out of World War II was increased by the publication in 1946 of Peter Drucker's: a. Managing for Results. b. General and Industrial Management. c. The Human Side of Enterprise. d. Concept of the Corporation.

D

Management is the attainment of organizational goals in an effective and efficient manner through ______, ______, ______, and ______ organizational resources. a. environment, technology, leading, and enabling b. authority, communication, opportunity, and direction c. authority, organizing, learning, leadership d. planning, organizing, leading, and controlling

D

Managers in a large organization are less likely to be called upon in this role than a manager in a small business. a. Disturbance handler b. Leader c. Monitor d. Spokesperson

D

The _____ provided a way to address the massive and complicated problems associated with modern global warfare that presented managerial decision makers with the need for sophisticated tools. a. humanistic perspective b. conflict perspective c. classical perspective d. quantitative perspective

D

The ideas that organizations are often complex and need to be seen as a whole, that management decisions in one area will likely affect other areas, and that what works in one situation may not work in another are descriptive of: a. total quality management and scientific management. b. human resources and human relations perspectives. c. Theory Y and Maslow's hierarchy of needs. d. systems thinking and contingency view of managemen

D

The study of modern management began in the late nineteenth century with the _______ and is centered around scientific management, bureaucratic organizations, administrative principles, and management science. a. conflict perspective b. humanistic perspective c. behaviorist perspective d. classical perspective

D

What is the top reason managers fail in their role? a. Poor planning practices/reactionary behavior b. Lack of personal integrity and trustworthiness c. Inability to lead/motivate others. d. Ineffective communication skills and practices

D

Which of the following involves monitoring activities and making corrections? a. Organizing b. Planning c. Leading d. Controlling

D

Which of the following is one of the three necessary skills for managing a department or an organization? a. Motivational skills b. Marketable skills c. Commercial skills d. Human skills

D