Management 4

1. Which of the following descriptions of the major schools of management thought is NOT accurate?
A. Classical management approaches focus on developing universal principles for use in various management situations.
B. Quantitative management approaches focus on applying mathematical techniques for management problem solving.
C. Behavioural management approaches focus on human needs, the work group, and the role of social factors in the workplace.
D. Modern management approaches focus on the systems view of organisations and contingency thinking in a dynamic and complex environment.
E. Socioeconomic management approaches focus on global awareness and leadership in developing economies.

2. __________ to management focus on applying mathematical techniques for management problem solving.
A. Quantitative approaches
B. Socioeconomic approaches
C. Classical approaches
D. Modern approaches
E. Behavioural approaches

3. __________ to management focus on developing universal principles for use in various management situations.
A. Behavioural approaches
B. Modern approaches
C. Classical approaches
D. Futuristic approaches
E. Quantitative approaches

4. __________ to management focus on the systems view of organisations and contingency thinking in a dynamic and complex environment.
A. Behavioural approaches
B. Quantitative approaches
C. Classical approaches
D. Visionary approaches
E. Modern approaches

5. The assumption that people are rational and primarily interested in economic incentives from their work is the underlying assumption of which approach to management thought?
A. Classical approach
B. Socioeconomic approach
C. Modern approach
D. Behavioural approach
E. Quantitative approach

6. A follower of Frederick Taylor would be least likely to try to
A. motivate workers by encouraging them to work in small groups.
B. make results-based compensation a performance incentive.
C. select workers with the right abilities to do the job.
D. offer workers proper training.
E. train supervisors to support workers by carefully planning their work.

7. __________ analyses the motions and tasks that are required in any job and develops the most efficient ways to perform them.
A. Job evaluation
B. Task evaluation
C. Motion study
D. Time study
E. Efficiency management

8. __________ refer(s) to a job science that includes careful selection and training of workers along with proper supervisory support.
A. Contingency theory
B. Scientific management
C. Self-actualisation
D. Administrative principles
E. Fayol's principles of management

9. Oxford Industries Inc. installed a new computer system to clock every worker's pace to a thousandth of a second and to determine each worker's pay and bonus scale on the basis of his or her performance against the standard. This is an example of
A. contingency theory.
B. scientific management.
C. Fayol's principles of management.
D. administrative principles.
E. self-actualisation.

10. Which of the following is NOT one of the four principles of scientific management developed by Frederick Taylor?
A. Train workers and provide incentives to follow rules.
B. Organise tasks into groups to encourage teamwork.
C. Provide management support for workers.
D. Select workers based on their abilities.
E. Develop a science for every job.

11. The practical lessons of scientific management include all of the following EXCEPT
A. make results-based compensation a performance incentive.
B. carefully design jobs with efficient work methods.
C. allow workers to have input into the determination of work methods and performance standards.
D. select workers with the right abilities to do the job.
E. train supervisors to support workers so by carefully planning their work.

12. The work of Frank and Lillian Gilbreth on motion studies provided the basis for later advances in which of the following management areas?
A. Job simplification
B. Incentive wage plans
C. Work standards
D. All of the above.
E. None of the above.

13. TNT Express Delivery Service makes use of calibrated productivity standards as well as the timing of package sorting, delivery, and pickup to keep productivity at the highest level per employee. In developing worker productivity standards, TNT obviously makes use of
A. self-actualisation
B. systems theory
C. behavioural theories
D. motion studies
E. administrative principles

14. According to Henri Fayol, the five rules of management are
A. standardisation, centralisation, negative entropy, communication and homeostasis.
B. foresight, organisation, command, coordination and control.
C. prediction, hypothesis, observation, experimentation and verification.
D. centralisation, stability, initiative, communication and espirit de corps.
E. authority, responsibility, discipline, remuneration and initiative.

15. Henri Fayol is noted for originating which of the following concepts?
A. The scalar chain principle
B. The unity of command principle
C. The unity of direction principle
D. All of the above
E. None of the above

16. The __________ principle, as defined by Henri Fayol, states that there should be a clear and unbroken line of communication from top to bottom in the organisation's hierarchy of authority.
A. unity of command
B. Hawthorne
C. scalar chain
D. communication control
E. unity of direction

17. The __________ principle, as defined by Henri Fayol, states that each person should receive orders from only one boss.
A. organisation
B. management order
C. unity of command
D. scalar chain
E. unity of direction

18. The __________ principle, as defined by Henri Fayol, states that one person should be in charge of all activities having the same performance objective.
A. unity of command
B. scalar chain
C. unity of direction
D. classical design
E. Hawthorne

19. The classical management theorist, Mary Parker Follett, believed that
A. groups were mechanisms through which diverse individuals could combine their talents for a greater good.
B. organisations are communities in which managers and workers should labour in harmony.
C. the manager's job is to help people in organisations cooperate with one another and achieve an integration of interests.
D. All of the above.
E. None of the above.

20. Mary Parker Follett believed that business problems involve a wide variety of factors that must be considered in relationship to one another. This belief foreshadowed the contemporary management concern with
A. systems.
B. corporate culture.
C. environmental analysis.
D. multiculturalism.
E. job design.

21. Today's concerns for managerial ethics and corporate social responsibility were foreshadowed by the classical writings of __________ that businesses were services and that private profits should always be considered in relation to the public good.
A. Lyndall Urwick
B. Henri Fayol
C. Max Weber
D. Mary Parker Follett
E. Frederick Taylor

22. Which of the following best states the impetus for the development of a bureaucratic organisation?
A. Max Weber was attempting to upset German society.
B. Max Weber was trying to define the one best way to perform a job.
C. Max Weber was reacting to the performance deficiencies in organisations of his day.
D. Max Weber was interested in formulating exact rules of behaviour for German managers.
E. Max Weber was attempting to identify a common set of employee needs in German society.

23. Max Weber was concerned that people in nineteenth century organisations were in positions of authority because of __________ rather than because of __________.
A. social standing; job-related capabilities
B. managerial competence; economic wealth
C. economic wealth; social standing
D. leadership qualities; job requirements
E. political connections; leadership traits

24. _________ is a rational and efficient form of organisation founded on logic, order and legitimate authority.
A. An organic organisation
B. An adaptive organisation
C. A rigidly structured system
D. A contingent organisation
E. Bureaucracy

25. Which of the following is NOT a characteristic of bureaucratic organisations?
A. Rules and procedures are applied impartially and uniformly.
B. There is a clear hierarchy of authority, and each position reports to a higher level one.
C. There is a division of labour, and work duties and responsibilities are explicitly defined.
D. Organisational members are promoted on the basis of their social status.
E. Many written rules and procedures are used to guide activities.

26. Assume that an organisation has a clear division of labour, the duties and responsibilities of its employees are explicitly defined, it has standard rules and procedures, it has a hierarchy of authority, and its members are selected for technical competence. This is an example of
A. an open system.
B. a closed system.
C. scientific management.
D. negative entropy.
E. a bureaucracy.

27. Efficiency in the utilisation of resources and fairness in the treatment of employees and clients are potential advantages of
A. a bureaucracy.
B. scientific management.
C. a closed system.
D. an open system.
E. self-actualisation.

28. Red tape, slowness in handling problems, resistance to change, and employee apathy are disadvantages of which type of organisation?
A. Complex
B. Closed
C. Conservative
D. Administrative
E. Bureaucratic

29. Which one of the following statements about bureaucracy is true?
A. The work of Max Weber influenced only European management thinkers.
B. The work of Max Weber is too outdated to be used in the modern science of management.
C. The work of Max Weber still has a major impact on the present trends and directions of management.
D. Bill Gates bases the operations of Microsoft on Max Weber's theories of specialisation and division of labour.
E. Max Weber believed that a bureaucracy was the most rigid and apathetic form of organisation.

30. The behavioural (or human resource) approach to management basically assumes that
A. management problems are best solved by qualitative rather than by quantitative analysis.
B. people at work will seek satisfying social relationships, respond to group pressures, and search for personal fulfillment.
C. environmental reinforcements determine people's behaviour.
D. people are complex creatures.
E. people are rational and responsive to economic incentives.

31. Current management trends regarding innovative organisational forms seek to
A. achieve the same goals as Weber pursued while using similar structural approaches.
B. create structures that are based on socioeconomic status.
C. achieve different structural goals than Weber pursued.
D. ignore Weber's structural goals.
E. achieve the same goals as Weber wanted to achieve but with different structural approaches.

32. The Hawthorne Studies refer to __________ that was conducted at the Hawthorne Works of the Western Electric Company (predecessor to today's Lucent Technologies).
A. a research program on management decision-making
B. a research program on individual productivity
C. an education program for fast-track managers
D. a research program on technology
E. an intensive training program for workers

33. Conclusions from the Hawthorne relay assembly test room studies were that
A. workers are more productive when their pay scale is increased to match their effort.
B. workers perform well when they share pleasant social relations with one another and when supervision is participatory.
C. workers are basically rational.
D. workers cannot be productive at various levels of illumination.
E. workers are more productive when their work areas are well lighted.

34. Which of the following statements about the Hawthorne Studies is incorrect?
A. In one study, workers' productivity increased as the level of illumination at their workstations was decreased.
B. The 'social setting' of the various experiments influenced the results of the studies.
C. The studies were started to determine the effect that different levels of lighting had on productivity.
D. People would restrict output to avoid the displeasure of the group, even if it meant sacrificing pay.
E. The studies were started to identify the influence that 'social factors' had on productivity.

35. The Hawthorne Studies have been criticised for which of the following reasons?
A. Poor research design
B. Weak empirical support for the conclusions drawn
C. The tendency of researchers to overgeneralise their findings
D. All of the above
E. None of the above

36. The Hawthorne Studies shifted the attention of managers and scholars away from the technical and structural concerns emphasised by the classical management approach and toward
A. a more scientific approach to management
B. a Theory X approach to management science
C. the study of social and human concerns as keys to productivity
D. the use of computers to deal with more complex mathematical models
E. in studies of actual case histories and individual experiences

37. __________ showed that people's feelings, attitudes, and relationships with coworkers should be important to management.
A. Scientific management
B. Henri Fayol
C. Frank and Lillian Gilbreth
D. The Hawthorne Studies
E. Max Weber

38. The tendency of persons singled out for special attention to perform as predicted just because of expectations created by the situation itself is called
A. the glass ceiling effect.
B. the Engersoll finding.
C. the Bakersfield method.
D. the deficit principle.
E. the Hawthorne effect.

39. __________ was based on the viewpoint that managers who used good human relations in the workplace would achieve productivity.
A. Cultural relations
B. Modern relations
C. Scientific relations
D. Human relations
E. Social relations

40. The study of individuals and groups in organisations is the management field known as
A. modern behavioural methods.
B. organisational behaviour.
C. Theory X and Theory Y.
D. contingency theory.
E. systems theory.

41. Maslow's work in the area of human needs is important to which school of management thought?
A. Systems theory
B. Classical approach
C. Scientific management
D. Contingency theory
E. Human relations approach

42. __________ create tensions that can influence a person's work attitudes and behaviours.
A. Desires
B. Whims
C. Obsessions
D. Needs
E. Compulsions

43. A psychological or physiological deficiency that a person feels compelled to satisfy is known as a(n)
A. satisfaction deficit
B. desire
C. obsession
D. need
E. compulsion

44. Maslow's hierarchy of needs theory includes which of the following needs?
A. Physical safety, financial security and social status
B. Physiological, safety, social, esteem and self
C. Physiological, spiritual, social and psychological fulfilment
D. Food, shelter, sex, money and prestige
E. Respect, prestige, recognition, security and power

45. According to the deficit principle of Maslow's theory of human needs,
A. no matter what their condition in life, all people are looking for basic security.
B. each person has different needs.
C. people are not motivated by a satisfied need.
D. people have a variety of needs, or deficits, that they must satisfy at any given time.
E. people are always in need of something.

46. According to the progression principle of Maslow's theory of human needs,
A. human needs progress from stronger needs to weaker needs.
B. a need at any level only becomes activated when the next lowerneed has been satisfied.
C. the five human needs must all be satisfied before people can progress to self.
D. human needs are never truly fulfilled.
E. the most basic human need is the need for self.

47. At which need level of Maslow's hierarchy do the deficit and progression principles cease to operate?
A. Self-actualisation needs
B. Safety needs
C. Physiological needs
D. Esteem needs
E. Social needs

48. According to Maslow's theory, managers can improve worker performance and achieve productivity by
A. listening to workers' complaints and acting on them.
B. eliminating wasted motion.
C. instituting a hierarchical chain of command.
D. facilitating need satisfaction.
E. making a science of every job.

49. _________ concern the needs for love, affection, and belongingness in one's relationships with other people.
A. Safety needs
B. Social needs
C. Physiological needs
D. Esteem needs
E. Self-actualisation needs

50. __________ include the needs for self-fulfilment, to grow and use abilities to the fullest and most creative extent.
A. Safety needs
B. Social needs
C. Self-actualisation needs
D. Physiological needs
E. Esteem needs

51. __________ refer to the needs for security, protection, and stability in the events of daily life.
A. Social needs
B. Safety needs
C. Esteem needs
D. Self-actualisation needs
E. Physiological needs

52. Wendy is a manager in a nonprofit organisation. She is interested in using Maslow's need hierarchy to guide her approach to managing the volunteers working for this nonprofit organisation. In order to promote productivity, Wendy should
A. create jobs that satisfy the needs of the volunteers.
B. create work environments that satisfy the needs of the volunteers.
C. ensure that the work is fulfilling for the volunteers.
D. All of the above
E. None of the above

53. According to Douglas McGregor, managers should pay more attention to
A. social responsibility
B. motion studies
C. quantitative analysis
D. behaviour modification techniques
E. social and self-needs

54. According to McGregor, Theory Y managers tend to see their subordinates as
A. disliking work because they prefer to lead rather than to be led.
B. willing to work, willing to accept responsibility, capable of selfcapable of self imaginative and creative.
C. irresponsible, resistant to change, lacking in ambition, disliking work and preferring to be led rather than to lead.
D. basically rational and motivated by money.
E. passive, dependent and reluctant.

55. McGregor believed that managers holding either Theory X or Theory Y assumptions could create situations in which employees acted as expected. This phenomenon is known as
A. the Hawthorne effect.
B. Theory Z.
C. a self-prophecy.
D. self.
E. expectancy theory.

56. Douglas McGregor would describe managers who tend to be directive in their relationships with others and who take a command-and-control orientation as __________ managers.
A. scientific principles
B. Theory X
C. Theory Y
D. Theory Z
E. administrative-principles

57. A manager who allows his or her subordinates to participate in decision-making, who delegates authority to them, and who offers them greater job autonomy and job variety would be classified by Douglas McGregor as a __________ manager.
A. democratic
B. Theory Z
C. Theory Y
D. Theory X
E. human relations

58. Which of the following statements accurately describe quantitative approaches to management?
A. Quantitative approaches to management developed about the same time as human resource approaches to management.
B. Quantitative approaches are based on the assumption that mathematical techniques can be used to improve managerial problem solving.
C. Quantitative approaches are increasingly driven by computer technology.
D. All of the above statements accurately describe quantitative approaches to management.
E. None of the above statements accurately describes quantitative approaches to management.

59. __________ and __________ are often used interchangeably to describe the scientific applications of mathematical techniques to management problems.
A. Management science; operations research.
B. Modern management themes; computer technology.
C. Management principles; operational principles.
D. Management research; operations management.
E. Systems theory; contingency theory.

60. Which of the following descriptions of management science applications is NOT accurate?
A. Network models break large tasks into smaller components to allow for better analysis, planning, and control of complex projects.
B. Simulation makes models of problems so different solutions under various assumptions can be tested.
C. Linear programming is used to help allocate service personnel or workstations to minimise customer waiting time and service cost.
D. Mathematical forecasting helps make future projections that are useful for planning.
E. Inventory modelling helps to establish how much to order and when to order.

61. Quantitative approaches to management include all of the following characteristics EXCEPT
A. the use of mathematical models that follow sophisticated rules and formulas.
B. a focus on decision making that has clear implications for management action.
C. the use of economic decision criteria.
D. a focus on costs, revenues, and return on investment.
E. the use of managerial rules of thumb that are based on personal experience and personal preferences.

62. In using any quantitative approach to management, mathematical solutions to problems must be supported by
A. comprehensive computer networks.
B. extensive databases.
C. good managerial judgment and an appreciation of the human factor.
D. all of the above.
E. none of the above.

63. One major characteristic of modern management approaches is
A. people are social and selfbut these characteristics have little impact on people's work behaviour
B. people are totally rational
C. no one model applies universally in all situations
D. decision-making must be based solely on economic criteria
E. Theory Y management leads to conflict and unhappiness

64. Modern management approaches maintain that people have multiple and varied needs, that their needs change over time, that they possess many talents and capabilities which can be developed, and that they
A. respond best in all situations to participatory management.
B. respond best when managers provide different managerial strategies and job opportunities to deal with the individual differences among workers.
C. are very complex and must be managed strictly in all situations.
D. respond best to Theory X management.
E. respond best when treated as responsible, self-actualising adults regardless of the demands of the situation.

65. A __________ is a collection of interrelated parts that function together to achieve a common purpose.
A. system
B. mathematical model
C. needs hierarchy
D. quantitative structure
E. contingency

66. All of the following are examples of subsystems in a typical organisation EXCEPT
A. accounting and financial systems.
B. trade associations.
C. marketing, sales, and distribution systems.
D. purchasing and inventory systems.
E. operations and service management systems.

67. A smaller component of a larger system is known as
A. a supersystem
B. a contingent operation
C. a subsystem
D. a team
E. a department

68. The environment is a critical element in the openperspective on organisations because
A. a responsible corporation must be concerned about the environment.
B. the environment is the most likely cause of imbalance in the organisation.
C. the environment is a source of entropy.
D. the environment provides resources and feedback.
E. many potential customers are environmentalists.

69. According to systems thinking, the organisation is viewed as
A. a smaller component of a larger entity that operates to its own benefit.
B. a system of standard rules and procedures and a clearly defined hierarchy of authority, where members are selected for technical competence.
C. highly efficient in the utilisation of resources.
D. a clear division of labour with the duties and responsibilities of its employees being explicitly defined.
E. a collection of interrelated parts that function together to achieve a common purpose.

70. Matching managerial responses to the problems and opportunities created by individual and environmental differences is the focus of
A. Systems analysis.
B. Quantitative management.
C. Hierarchical analysis.
D. Human resources thinking.
E. Contingency thinking.

71. According to contingency theories,
A. the best management approach employs formal mathematical models
B. the best management approach is based on Theory Y assumptions
C. the best management approach takes all human factors into consideration
D. the best management approach focuses on the economic realities of decision making
E. there is no one best management approach

72. A manager is overheard to say: 'The best way to manage is to make sure that your response is appropriate to the demands and characteristics of the situation at hand.' His point of view is most closely associated with
A. human relations thinking.
B. bureaucracy.
C. scientific management.
D. contingency thinking.
E. closed-systems thinking.

73. Which of the following statements accurately describe contingency thinking?
A. A structure that works for one organisation may not work well for another.
B. A management approach that works at one time may not work well at another time.
C. A management approach that works well in an uncertain environment will not necessarily work well in a stable environment.
D. All of the above statements accurately describe contingency thinking.
E. None of the above statements accurately describes contingency thinking.

74. The recognition that we live and work in a dynamic and constantly changing environment that puts unique and never-ending competitive pressures on organisations
A. is one of the most important insights of accumulated management history.
B. has been brought to people's attention solely because of the revolution in information technology.
C. is unlikely to have much long-lasting impact on the way organisations operate.
D. All of the above.
E. None of the above.

75. Which of the following statements does NOT accurately describe the orientation toward quality in progressive contemporary organisations?
A. Managers and workers are quality conscious.
B. The best organisational cultures reinforce quality in all aspects of the work environment.
C. The best organisational cultures include quality as a core value.
D. Managers and workers in the best organisational cultures know the one best way to achieve superior product and service quality.
E. Managers and workers understand the link between competitive advantage and quality.

76. A(n) __________ is a specific sequence of activities that transforms raw materials into a finished good or service.
A. activities system
B. materials requirement plan
C. transformational chain
D. value chain
E. distribution plan

77. Pacific Rim Gasket and Seal Company manufactures a variety of rubber gaskets and seals for use in the automotive industry. In using a value chain philosophy, Pacific Rim Gasket and Seal would most likely do all of the following EXCEPT
A. expect the organisation's employees to stress quality in transforming raw materials into a finished good or service.
B. de-emphasise the role of product delivery to customers or clients.
C. build quality into all aspects of operations.
D. address quality issues that result from networks relationship with contractors.
E. focus on quality issues that relate directly to activities performed by the organisation.

78. Which of the following are attributes of performance excellence, as identified by Peters and Waterman?
A. Knowing customer needs and valuing their satisfaction
B. Valuing human resources as keys to quality and performance
C. Minimising management levels and staff personnel
D. All of the above
E. None of the above

79. Which of the following accurately describes Peters and Waterman's attributes of performance excellence?
A. Having a clear sense of organisational purpose
B. Focusing resources and attention on what the organisation does best
C. Supporting innovation, change, and risk taking
D. All of the above
E. None of the above

80. Peters and Waterman's attributes of performance excellence include all of the following EXCEPT
A. a bias toward action.
B. productivity through people.
C. autonomy and entrepreneurship.
D. closeness to the customers.
E. closeness of supervision.

81. Peters and Waterman's attributes of performance excellence include all of the following EXCEPT
A. simultaneous loose-tight properties.
B. simple form and lean staff.
C. strategic opportunities.
D. hands-on and value-driven.
E. sticking to the knitting.

82. __________ describes a management framework that incorporates a variety of insights from Japanese management models into North American management practices.
A. Theory X
B. Theory Z
C. Theory J
D. Theory Y
E. Theory Q

83. A North American management framework incorporates Japanese management practices such as providing long-term employment, slower promotions and more lateral job movements, attention to career planning and development, use of consensus decision making, and emphasis on the use of groups and employee involvement. This management framework is known as
A. attributes of performance excellence.
B. quality employment.
C. Theory X.
D. Theory Z.
E. the international management theory.

84. A __________ operates with values and systems that result in continuous change and improvement based on the lessons of experience.
A. values organisation.
B. systems organisation.
C. change organisation.
D. experience-based organisation.
E. learning organisation.

85. During a job interview, Jim was told by one of the team leaders that the company uses lessons of experience to promote continuous change and improvement. Jim interviewed for a job in which kind of organisation?
A. A contingency organisation
B. A Theory X organisation
C. A learning organisation
D. A bureaucratic organisation
E. A mature organisation

86. Which of the following statements provides an incorrect description of learning organisations?
A. Learning organisations refer to vendors that provide training programs for other organisations.
B. Learning organisations depend on special leadership qualities that emphasise motivation and rewards, communication, conflict and negotiation, teamwork, and change.
C. Learning organisations are important keys to personal and organisational performance.
D. Learning organisations require a value-driven culture.
E. Learning organisations should emphasise values that focus on information, teamwork, empowerment, participation and leadership.

87. __________ and the new directions of __________ are important keys to personal and organisational performance.
A. Leadership; teamwork
B. Leadership; learning organisations
C. Leadership; followership
D. Teamwork; innovative quality management
E. Learning leaders; team organisations

88. Performance by people and organisations is the key to
A. society's economic development and growth.
B. global awareness.
C. time and motion studies.
D. establishing a bureaucratic organisation.
E. transforming a business into a learning organisation.

89. Managers in the 21st century must be capable of doing all of the following EXCEPT
A. recognising interconnections among nations, cultures and economies in the world community, and planning and acting with due consideration of them.
B. understanding the growing complexity of governmental regulations and the legal environment, and being able to relate them to the organisation's interests.
C. being comfortable with information technology, and understanding and using technological trends to the best advantage.
D. sacrificing profitability goals for corporate social responsibility commitments.
E. attracting highly motivated workers and inspiring their enthusiasm by creating high-performance climates where individuals and teams can do their best work.

90. New managers who expect to survive in today's dynamic organisations must be committed to all of the following EXCEPT
A. continuous improvement.
B. pursuing self-interest.
C. maintaining and upgrading job-relevant skills.
D. understanding international dimensions.
E. cultivating and using the ability to make things happen.

91. Effective 21st century managers must do the 'right' things. Doing the 'right' things would include all of the following EXCEPT
A. do the things that are ethical.
B. do the things that make a real difference in performance results and competitive advantage.
C. do the things that exploit every possible situation within the limits of the law.
D. do the things that add value to the organisations goods and/or services.
E. do the things that make a real difference in competitive advantage