Question 1

Which of the following is not true from a human resource theory of management?

Accepted Answer

A)  Employees are motivated by social needs. 
B)  Employees want to be evaluated based on clear job roles. 
C)  Employees like training and development opportunities. 
D)  Employees are generally self-motivated. 
A)  Employees are motivated by social needs. 
B)  Employees want to be evaluated based on clear job roles. 
C)  Employees like training and development opportunities. 
D)  Employees are generally self-motivated. A

Question 2

Which of the following is not a characteristic of a teamwork approach to management?

Accepted Answer

A)  Team members have control over physical and human resources. 
B)  Personal goals are subordinated to team goals. 
C)  Rewards are given out based on individual accomplishments. 
D)  Team members make important decisions about their work environment. 
A)  Team members have control over physical and human resources. 
B)  Personal goals are subordinated to team goals. 
C)  Rewards are given out based on individual accomplishments. 
D)  Team members make important decisions about their work environment. C

Question 3

An interpretive researcher examining an organization that relies heavily on a classical management theory might observe that

Accepted Answer

A)  employees understand how to work around the chain of command. 
B)  communication breaks down in middle management. 
C)  people are creating problems by working around the system. 
D)  supervisors do not give clear directions to subordinates. 
A)  employees understand how to work around the chain of command. 
B)  communication breaks down in middle management. 
C)  people are creating problems by working around the system. 
D)  supervisors do not give clear directions to subordinates. A

Question 4

Douglas McGregor's theory emphasized how managers' own assumptions about human nature determined the way they manage and communicate with others.

Accepted Answer

A) True 
 B)False

Question 5

Describe and differentiate the characteristic communication patterns of a classical approach from a human resources approach to managing employees.

Accepted Answer

The classical approach to managing emplo

Question 6

The classical management sought to eliminate

Accepted Answer

A)  rate busting and social interaction. 
B)  uneven work and systematic soldiering. 
C)  piecework pay and time and motion studies. 
D)  centralization and financial rewards. 
A)  rate busting and social interaction. 
B)  uneven work and systematic soldiering. 
C)  piecework pay and time and motion studies. 
D)  centralization and financial rewards.

Question 7

Time and motion studies were used to determine

Accepted Answer

A)  how to supervise foreign workers in early twentieth century factories. 
B)  the one best way to do a given job. 
C)  how workers should avoid repetitive work injuries. 
D)  the most appropriate number of employees a manager could oversee. 
A)  how to supervise foreign workers in early twentieth century factories. 
B)  the one best way to do a given job. 
C)  how workers should avoid repetitive work injuries. 
D)  the most appropriate number of employees a manager could oversee.

Question 8

Which of the following is a characteristic of a human relations approach to management?

Accepted Answer

A)  Employees are primarily motivated by financial concerns. 
B)  Managers need to listen to employees to understand their concerns. 
C)  Managers delegate decisions to groups of employees to empower them. 
D)  Employees are motivated by self-esteem and self-actualization needs. 
A)  Employees are primarily motivated by financial concerns. 
B)  Managers need to listen to employees to understand their concerns. 
C)  Managers delegate decisions to groups of employees to empower them. 
D)  Employees are motivated by self-esteem and self-actualization needs.

Question 9

Teamwork results in concertive control when which of the following occurs?

Accepted Answer

A)  Teams routinely meet their goals and objectives. 
B)  Teams adopt stricter self-imposed controls than management. 
C)  Teams are given responsibility for making decisions. 
D)  Teams are rewarded collectively for their productivity. 
A)  Teams routinely meet their goals and objectives. 
B)  Teams adopt stricter self-imposed controls than management. 
C)  Teams are given responsibility for making decisions. 
D)  Teams are rewarded collectively for their productivity.

Question 10

A possible criticism or flaw of the human resources perspective is that the approach assumes

Accepted Answer

A)  workers are motivated enough to care about organizational goals. 
B)  happy workers are productive workers. 
C)  workers are basically lazy. 
D)  self-managed work teams are s useful way of maximizing peer influence. 
A)  workers are motivated enough to care about organizational goals. 
B)  happy workers are productive workers. 
C)  workers are basically lazy. 
D)  self-managed work teams are s useful way of maximizing peer influence.

Question 11

High job satisfaction is negatively associated with employees' intention to leave the organization.

Accepted Answer

A) True 
 B)False

Question 12

Which of the following is not a characteristic of a human relations approach to management?

Accepted Answer

A)  Employees are primarily motivated by financial concerns. 
B)  Employee productivity improves if managers listen to them. 
C)  Managers need to listen to employees to understand their concerns. 
D)  Managers should persuade rather than coerce employees. 
A)  Employees are primarily motivated by financial concerns. 
B)  Employee productivity improves if managers listen to them. 
C)  Managers need to listen to employees to understand their concerns. 
D)  Managers should persuade rather than coerce employees.

Question 13

Frederick Taylor recommended that managers should get advice from frontline workers regarding how to improve operations.

Accepted Answer

A) True 
 B)False

Question 14

Many organizations assign their employees to teams without practicing teamwork. Which of the following is important for creating a real teamwork approach?

Accepted Answer

A)  Employees on the team all wear the same clothing or uniforms. 
B)  Employees on the team are given responsibilities for managing human and physical resources. 
C)  Employees on the team have specific goals and objectives to meet for the team to be successful. 
D)  Employees on the team have interdependent tasks. 
A)  Employees on the team all wear the same clothing or uniforms. 
B)  Employees on the team are given responsibilities for managing human and physical resources. 
C)  Employees on the team have specific goals and objectives to meet for the team to be successful. 
D)  Employees on the team have interdependent tasks.

Question 15

Nonprofits rely heavily on unpaid volunteers instead of paid employees. Choose the management approach that you believe would be most effective in managing volunteers. Explain which characteristics of that management approach were important in making that choice.

Accepted Answer

The most effective management approach f

Question 16

Which of the following is not generally a characteristic of classical management as developed by Taylor, Fayol, and Weber?

Accepted Answer

A)  Decision-making is centralized in management. 
B)  Employees should receive orders from management. 
C)  Jobs should be divided into small parts with clear, easy directions. 
D)  Communication feedback from employees improves organizational productivity. 
A)  Decision-making is centralized in management. 
B)  Employees should receive orders from management. 
C)  Jobs should be divided into small parts with clear, easy directions. 
D)  Communication feedback from employees improves organizational productivity.

Question 17

Teamwork or Theory Z would probably work best in which of these conditions?

Accepted Answer

A)  Employees are strongly committed to each other. 
B)  The work of employees is mostly independent from others. 
C)  Rewards are based on individual accomplishments. 
D)  Motivation among employees is rather low. 
A)  Employees are strongly committed to each other. 
B)  The work of employees is mostly independent from others. 
C)  Rewards are based on individual accomplishments. 
D)  Motivation among employees is rather low.

Question 18

Describe Elton Mayo's observation and how that observation led to the human relations approach to managing employees.

Accepted Answer

Elton Mayo's observation was based on th

Question 19

A post-positivist researcher examining an organization that relies heavily on a teamwork approach to management might observe that the teams

Accepted Answer

A)  are inefficient in communicating to meet output expectations. 
B)  share important values and beliefs about work. 
C)  impose harsh rules that marginalize women and minorities. 
D)  agree on what their roles are within the groups. 
A)  are inefficient in communicating to meet output expectations. 
B)  share important values and beliefs about work. 
C)  impose harsh rules that marginalize women and minorities. 
D)  agree on what their roles are within the groups.

Question 20

Differentiate rate-busting from systematic soldiering.

Accepted Answer

Rate-busting and systematic soldiering a

Which of the following is not true from a human resource theory of management?

Which of the following is not a characteristic of a teamwork approach to management?

An interpretive researcher examining an organization that relies heavily on a classical management theory might observe that

Douglas McGregor's theory emphasized how managers' own assumptions about human nature determined the way they manage and communicate with others.

Describe and differentiate the characteristic communication patterns of a classical approach from a human resources approach to managing employees.

The classical management sought to eliminate

Time and motion studies were used to determine

Which of the following is a characteristic of a human relations approach to management?

Teamwork results in concertive control when which of the following occurs?

A possible criticism or flaw of the human resources perspective is that the approach assumes

High job satisfaction is negatively associated with employees' intention to leave the organization.

Which of the following is not a characteristic of a human relations approach to management?

Frederick Taylor recommended that managers should get advice from frontline workers regarding how to improve operations.

Many organizations assign their employees to teams without practicing teamwork. Which of the following is important for creating a real teamwork approach?

Nonprofits rely heavily on unpaid volunteers instead of paid employees. Choose the management approach that you believe would be most effective in managing volunteers. Explain which characteristics of that management approach were important in making that choice.

Which of the following is not generally a characteristic of classical management as developed by Taylor, Fayol, and Weber?

Teamwork or Theory Z would probably work best in which of these conditions?

Describe Elton Mayo's observation and how that observation led to the human relations approach to managing employees.

A post-positivist researcher examining an organization that relies heavily on a teamwork approach to management might observe that the teams

Differentiate rate-busting from systematic soldiering.

Introduction

Communication and Anticipatory Socialization

Communication and Organizational Encounter

Communication Channels and Structures

Communication and Organizational Culture

Communication With Organizational Members

Communication and Leadership

Communication and Decision-Making

Communication and Conflict

Communication, Power, and Resistance

Communication and Work-Nonwork Issues

Communication and the Changing Work Environment: Technology, Diversity, and Globalization

Communication During Career and Organizational Transitions

Communication During Organizational Exit

Filters

Exam 4: Communication and Management Theory

Which of the following is not true from a human resource theory of management?

Which of the following is not a characteristic of a teamwork approach to management?

An interpretive researcher examining an organization that relies heavily on a classical management theory might observe that

Douglas McGregor's theory emphasized how managers' own assumptions about human nature determined the way they manage and communicate with others.

Describe and differentiate the characteristic communication patterns of a classical approach from a human resources approach to managing employees.

The classical management sought to eliminate

Time and motion studies were used to determine

Which of the following is a characteristic of a human relations approach to management?

Teamwork results in concertive control when which of the following occurs?

A possible criticism or flaw of the human resources perspective is that the approach assumes

High job satisfaction is negatively associated with employees' intention to leave the organization.

Which of the following is not a characteristic of a human relations approach to management?

Frederick Taylor recommended that managers should get advice from frontline workers regarding how to improve operations.

Many organizations assign their employees to teams without practicing teamwork. Which of the following is important for creating a real teamwork approach?

Nonprofits rely heavily on unpaid volunteers instead of paid employees. Choose the management approach that you believe would be most effective in managing volunteers. Explain which characteristics of that management approach were important in making that choice.

Which of the following is not generally a characteristic of classical management as developed by Taylor, Fayol, and Weber?

Teamwork or Theory Z would probably work best in which of these conditions?

Describe Elton Mayo's observation and how that observation led to the human relations approach to managing employees.

A post-positivist researcher examining an organization that relies heavily on a teamwork approach to management might observe that the teams

Differentiate rate-busting from systematic soldiering.

Introduction

Communication and Anticipatory Socialization

Communication and Organizational Encounter

Communication Channels and Structures

Communication and Organizational Culture

Communication With Organizational Members

Communication and Leadership

Communication and Decision-Making

Communication and Conflict

Communication, Power, and Resistance

Communication and Work-Nonwork Issues

Communication and the Changing Work Environment: Technology, Diversity, and Globalization

Communication During Career and Organizational Transitions

Communication During Organizational Exit

Filters