Principles of management quiz 1

characteristics of an effective bureaucracy

- division of labor - authority - qualifications - ownership - rules

what are the major challenges managers face?

- globilization - technological change - the importance of knowledge and ideas - collaboration across organizational boundaries - increasingly diverse labor forces.

four functions of management?

- planning - leading - organizing - controlling

the chinese applied the managerial concepts of delegation, cooperation, efficiency, organization, and control

1100

the greeks recognized management as a separate art and advocated a scientific approach to work

400-350 BC

the egyptians used planning, organizing, leading, and controlling to build their great pyramids

4000 BC

Sun Tzu discussed the importance of planning and leading in his book "The Art of War"

500 BC

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 managers assume workers are lazy and irresponsible and require constant supervision and external motivation to achieve organizational goals

Nancy Williams, Chief Operating Officer of Glenmore products, told her that her human resources manager, "obviously, the individual managers in our organization have different skills. But following our implementation of a ___ approach, our management has been much more successful, consistent, and efficient in decision making- including for issues that are non-routine and unpredictable. Much of the variability has been successfully eliminated" ~ A. bureaucratic ~B. administrative ~C. human relations ~ D. quantitative management

A. bureaucratic approach

A criticism of the bureaucratic approach to management is? ~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.

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 defer to men during negotiations.

A. sexism and pay inequities remain

The classical approaches to management as a whole were criticized because? ~A. the relationship between an organization and its external environment was ignored and usually stressed one aspect of the organization or its employees at the expense of other considerations. ~B. most managers were not trained to use these techniques. ~C. many aspects of a management decision could not be expressed through mathematical symbols and formulas. ~D. many of the decisions managers faced were non-routine and unpredictable. ~E. there was only "one best way" to manage and organize because circumstances vary.

A. the relationship between an organization and its external environment was ignored and usually stressed one aspect of the organization or its employees at the expense of other considerations.

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.

WorldMart Inc. periodically reviews the goals of the company. During the process, the managers of the company analyze their current strategies as compared to their competitors' strategies, determine goals that they will pursue, and decide upon specific actions for each area of the company to take in pursuit of these goals. With these actions, the managers are engaged in the management function of? ~A. organizing ~B. planning ~C. goal coordination ~D. controlling ~E. leading

B. planning

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 acknowledgement 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 acknowledgement of management as a formal discipline

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 generally 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 generally accommodate rapid decision making and flexibility.

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

At Bogue 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 Bogue's CEO. ~A. remuneration ~B. contingency management ~C. quantitative management ~D. management by objectives ~E. time-and-motion studies

E. time and motion studies.

who introduced scientific management?

Frederick Taylor

expanded on the piece rate system by suggesting that frontline supervisors should receive a bonus for each of their workers who completed their assigned daily tasks

Henry L. Gantt

ability to lead, motivate, and communicate effectively with others. People skills

Interpersonal skills

As the success of modern business so often depends on the knowledge used for innovation and the delivery of service, organizations need to manage that? ~a. knowledge ~b. success ~c. resource ~d. innovation ~e. communication

a. knowledge

Technology both complicates things and creates new opportunities. The challenges come from? ~a. the rapid rate at which technology changes. ~b. the lack of transportation ~c. inaccurate information ~d. unchanging technologies ~e. the limit on new opportunities

a. the rapid rate at which technology changes

What will be the result when managers use new forms of organizing? ~a. they will build organizations that are flexible and adaptive. ~b. they will create an organization chart by identifying business functions. ~c. they will specify the goals to be achieved and decide in advance the appropriate actions needed to achieve those goals. ~d. they will establish a top-down approach where top executives establish business plans and tell others to implement them. ~e. they will monitor performance and make necessary changes in a timely manner.

a. they will build organizations that are flexible and adaptive

One component of emotional intelligence is? ~a. understanding oneself ~b. dealing with power plays made by others. ~c. understanding the shortcomings of people you work with. ~d. advising others how to stay happy at work ~e. helping others understand that you are correct.

a. understanding oneself

a classical management approach that attempted to identify major principles and functions that managers could use to achieve superior organizational performance.

administrative management

delegate authority along with responsibility

authority

In a major announcement at an annual medical conference, Dr. Harold Weinter, Research Director of Assop Pharmaceuticals, informs the medical community of a breakthrough in the treatment of diabetes. As __________ for his organization, he answers questions posed to him by his medical research colleagues and members of the press. ~A. disseminator ~B. spokesperson ~c. liaison ~D. figurehead ~e. disturbance handler

b. spokesperson

a classical management approach emphasizing a structured, formal network of relationships among specialized positions in the organization

bureaucracy

cost competitiveness means that one ~a. sacrifices quality to keep costs low. ~b. carefully monitors costs mainly during the setting up of business ~c. prices his or her products or services at a level attractive to consumers. ~d. manages his or her costs by maintaining the status quo. ~e. offers a high-quality product at a higher price.

c. prices his or her products or services at a level attractive to consumers.

collaboration requires communication among departments, divisions, or other subunits

collaboration boosts performance

ability to identify and resolve problems for the benefit of the organization and its members

conceptual and decision skills

- means learning and changing - must include monitoring performance and making necessary changes

controlling

keeping costs low to achieve profits and be able to offer prices that are attractive to consumers

cost competitiveness

Mary Smith, Vice President of Human Resources, is finding that competition for human talent is becoming fiercer. She has implemented creative solutions to leverage diversity of the labor force to the benefit of her organization. For example, Mary has found that___ allows her to supplement her available staff, particularly during times of work overload. ~a. turning down new work orders ~b. hiring illegal immigrants ~c. slowing down production ~d. hiring older workers on a part-time basis. ~e. decreasing time off for lunch and other breaks.

d. hiring older workers on a part-time basis

Audrey is the lead attorney representing RockWork, Inc. and she is in back-and-forth discussions with parties, inside as well as outside the firm, to finalize a contract with Murphy Realty. Audrey knows that, in her role as __________, she is making important business decisions for RockWork. ~a. spokesperson ~b. liaison ~c. leader ~d. negotiator ~e. monitor

d. negotiator

make expectations clear and punish violations

discipline

divide work into specialized tasks and assign responsibilities to specific individuals

division of work

promote a unity of interests between employees and management

esprit de corps

used "motion studies" to identify and remove wasteful movements so workers could be more efficient and productive

frank and lily Gilbreth

link between management and nonmanagement

frontline managers

lower-level managers who execute the operational activities of the organization

frontline managers

advocated administrative managment

henri fayol

a classical management approach that attempted to understand and explain how human psychological and social processes interact with the formal aspects of the work situation to influence performance

human relations

encourage employees to act on their own in support of the organizations direction

initiative

the introduction of new goods and services. Not the product itself, but how it is delivered

innovation

set of practices aimed at discovering and harnessing an organization's intellectual resources

knowledge management

- today's leaders must be good at mobilizing and inspiring people to fully engage in work and contribute their ideas

leading

the process of working with people and resources to accomplish organizational goals efficiently and effectively

management

stated the ideal model for management is the bureaucracy approach

max weber

managers located in the middle layers of the organizational hierarchy, reporting to top-level executives.

middle-level managers

tactical managers

middle-level managers

an approach that studies and identifies management activities that promote employee effectiveness by examining the complex and dynamic nature of individual, group, and organizational processes.

organizational behavior

- goal is to build a dynamic organization - effective managers using new forms of organizing; consider people as their most valuable resource - flexible and adaptive

organizing

the field of management as a formal area of study is relatively new; however, evidence of formalized management practices have been found dating back to 5000 BC

origins of management

- sets the stage for action - traditionally top-down, now a dynamic and continual process throughout organization

planning

the excellence of your product. Referred to attractiveness, lack of defects, reliability, and long-term dependability

quality

an approach that emphasizes the application of quantitative analysis to managerial decisions and problems

quantitative management

netflix chief, had a global vision that disrupted the tv industry

reed hastings

systematically reward efforts that support the organization's direction

remuneration

a classical management approach that applied scientific methods to analyze and determine the "one best way" to complete production tasks.

scientific management

the speed and dependability with which an organization delivers what customers want.

service

an approach to job design that attempts to redesign tasks to optimize operation of a new technology while preserving employees interpersonal relationships and other human aspects of the work

sociotechnical systems theory

four contemporary approaches to management

sociotechnical systems, quantitative management, organizational behavior, systems theory

promote employee loyalty and lonevity

stability and tenure of personnel

reducing resource use and waste, especially for polluting and nonrenewable resources.

sustainability

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

systematic management

classical approaches to management

systematic management, scientific management, bureaucracy, administrative management, human relations

a theory stating that an organization is managed system that changes inputs into outputs

systems theory

creates and supports a positive social climate, challenges the team and provides feedback

team leader

employees who are responsible for facilitating successful team performance

team leader

ability to perform a specialized task involving a particular method or process. Web design

technical skills

complicates things and creates new opportunites. Impact felt by businesses, individual employees, and managers

technological change

senior executives responsible for the overall management and effectiveness of the organization

top-level managers

strategic managers

top-level managers

each employee should be assigned to only one supervisor

unity of command

employees efforts should be focused on achieving organizational objectives

unity of direction