Exam 2: The History of Management

Laveall has created seven global product divisions-fragrances, baby care, batteries, oral care, men's grooming, convenience foods, and detergents-and three marketing divisions-one for North America, one for Asia, and one for Europe. In the context of the systems approach to management, these ten divisions are examples of _____.

The management of Won League Lotteries was planning to shut down one of its offices. This shutdown was going to result in layoffs, and the employees were not happy. The employees stopped picking up client calls and started leaving work before completing their eight-hour shifts. In the context of scientific management, this behavior of the employees is known as _____.

According to Chester Barnard, in the context of cooperation and acceptance of authority, which of the following statements is true of a zone of indifference?

In a company that produces containers, the employees were divided into two teams to foster competition in order to increase production. Each team produced 100 containers per day. When the managers of the company integrated the two teams into one, they found that the number of containers produced per day was 300. This was due to the increased division of labor and coordination among the employees. This approach is an example of _____.

Which of the following is a bureaucratic organization?

An implication of the contingency approach to management is that:

Which of the following is true of bureaucratic organizations?

In his work with companies, Henry Gantt found that workers achieved their best performance levels if they were trained first.

Jason's manager was making him work overtime and refusing to pay him for the extra hours he was putting in. Jason approached the director of the company and explained his situation to him. The director took appropriate action against Jason's manager, reduced Jason's work hours, and paid him for the extra time he had earlier put in. Based on the given information, Jason's company is most likely a _____.

The workers of Tight Footing, a tile manufacturing plant, wanted a raise. However, the management did not want to give the workers a raise. The workers started taking longer breaks and did little to no work for the next two weeks. In the context of scientific management, this behavior of the workers is known as _____.

A(n) _____ is a group member whose work pace is significantly faster than the normal pace in his or her group.

A Gantt chart shows tasks on the x-axis and time in various units on y-axis.

Contingency is the amount and number of raw materials, parts, and finished products that a company has in its possession.

When workers deliberately slow their pace or restrict their work output, it is known as _____.

According to Henri Fayol's principles of management, which of the following is true of unity of direction?

For most of recorded history, information has been costly, difficult to obtain, and slow to spread.

Two teams in a company have a conflict over which team will work on a lucrative project. Both teams want to work on the project. Eventually, they decide to work together on the project and share the credit for its completion. In the given scenario, which of the following methods did the teams use to resolve the conflict?

Which of the following best defines scientific management?

The Hawthorne Studies showed that _____.

Motion study involved timing how long it took good workers to complete each part of their jobs.