Chapter 2 Management Test - Grace Giambalvo

17. How do the deficit and progression principles operate in Maslow's hierarchy?

According to the deficit principle, a satisfied need is not a motivator of behavior. Th e social need, for example, will motivate only if it is deprived or in deficit. According to the progression principle, people move step by step up Maslow's hierarchy as they strive to satisfy their needs. For example, the esteem need becomes activated only after the social need is satisfied. Maslow also suggested, however, that the progression principle stops operating at the level of self-actualization; the more this need is satisfied, the stronger it gets.

19. Explain by example several ways a manager might use contingency thinking in the management process.

Contingency thinking takes an "if-then" approach to situations. It seeks to modify or adapt management approaches to fit the needs of each situation. An example would be to give more customer contact responsibility to workers who want to satisfy social needs at work, while giving more supervisory responsibilities to those who want to satisfy their esteem or ego needs.

18. Compare the Hawthorne effect with McGregor's notion of self-fulfilling prophecies.

The Hawthorne effect occurs when people singled out for special attention tend to perform as expected. An example would be giving a student a lot of personal attention in class with the result that he or she ends up studying harder and performing better. This is really the same thing as McGregor's notion of the self-fulfilling prophecy, with the exception that McGregor identified how it works to both the positive and the negative. When managers, for example, have positive assumptions about people, they tend to treat them well, and the people respond in ways that reinforce the original positive thinking. This is a form of the Hawthorne effect. McGregor also pointed out that negative self-fulfilling prophecies result when managers hold negative assumptions about people and behave accordingly.

16. Give an example of how principles of scientific management can apply in organizations today.

You can see scientific management principles operating everywhere, from UPS delivery, to fast-food restaurants, to order fulfillment centers. In each case, the workers are trained to perform highly specified job tasks that are carefully engineered to be the most efficient. Their supervisors try to keep the process and workers well supported. In some cases, the workers may be paid on the basis of how much work they accomplish in a time period, such as per day or per week. The basic principles are to study the job, identify the most efficient job tasks and train the workers, and then support and reward the workers for doing the tasks well.

10. When a worker is a responsible parent, makes car payments, and is active in local organizations, how might Argyris explain her poor work performance? a. She isn't treated as an adult at work. b. Managers are using Theory Y assumptions. c. Organizational subsystems are inefficient. d. She doesn't have the right work skills.

a. She isn't treated as an adult at work.

12. The big interest today in ____ refers to the management practice of using mathematics and computing power to examine "big data" for insights on business. a. continuous improvement b. Theory X c. analytics d. total quality management

a. continuous improvement

1. A management consultant who advises managers to carefully study jobs, train workers to do them with efficient motions, and tie pay to job performance is using ideas from ____. a. scientific management b. contingency thinking c. Henri Fayol d. Theory Y

a. scientific management

4. If your local bank or credit union is a complex system, then the loan processing department of the bank would be considered a ____. a. subsystem b. closed system c. learning organization d. bureaucracy

a. subsystem

9. If an organization was performing poorly, what would Henri Fayol most likely advise as a way to improve things? a. teach managers to better plan, organize, lead, and control b. give workers better technology c. promote only the best workers to management d. find ways to improve total quality management

a. teach managers to better plan, organize, lead, and control

6. Which of the following is one of the characteristics of Weber's ideal bureaucracy? a. Few rules and procedures b. Impersonality c. Promotion by privilege not by merit d. Ambiguous hierarchy of authority

b. Impersonality

15. When managers make decisions based on solid facts and information, this is known as ____. a. continuous improvement b. evidence-based management c. Theory Y d. the scalar chain

b. evidence-based management

8. One of the conclusions from the Hawthorne studies was that ____. a. motion studies could improve performance b. groups can sometimes restrict the productivity of their members c. people respond well to monetary incentives d. supervisors should avoid close relations with their subordinates

b. groups can sometimes restrict the productivity of their members

2. The Hawthorne studies were important in management history because they raised awareness about the influence of ____ on productivity. a. organization structures b. human factors c. physical work conditions d. pay and rewards

b. human factors

14. If an organization is considered an open system, work activities that turn resources into outputs are part of the ____ process. a. input b. transformation c. output d. feedback

b. transformation

5. When a manager puts Danté in a customer relations job because he has strong social needs and gives Sherrill lots of daily praise because she has strong ego needs, he is displaying ____. a. systems thinking b. Theory X c. contingency thinking d. administrative principles

c. contingency thinking

13. The highest level in Maslow's hierarchy is ____. a. safety b. esteem c. self-actualization d. physiological

c. self-actualization

3. If Douglas McGregor heard an instructor complaining that her students were lazy and irresponsible, he would say these assumptions ____. a. violated scientific management ideas b. focused too much on needs c. would create a negative self-fulfilling prophecy d. showed contingency thinking

c. would create a negative self-fulfilling prophecy

11. Which major approach to management thinking assumes that people and organizational systems are complex and ever changing? a. Classical b. Neoclassical c. Administrative d. Modern

d. Modern

7. Which principle states that a person should only receive orders from one boss in an organization? a. Scalar b. Contingency c. Hawthorne d. Unity of command

d. Unity of command