Question 1

Human relations management focused on managers' roles and authority.

Accepted Answer

A) True 
 B)False  False

Question 2

At about the same time as management theorists were developing scientific management principles in the United States, Max Weber was in Europe developing:

Accepted Answer

A)  human relations management 
B)  group dynamics theory 
C)  systems management 
D)  contingency management 
E)  bureaucratic management 
A)  human relations management 
B)  group dynamics theory 
C)  systems management 
D)  contingency management 
E)  bureaucratic management E

Question 3

According to the principles of scientific management, work and the responsibility for the work should be divided equally between workers and management.

Accepted Answer

A) True 
 B)False  True

Question 4

Today thanks to _____, Unverferth, a farm equipment manufacturer, was able to produce parts for its new 12-row subsoiler even without examining parts that were previously made.

Accepted Answer

A)  Henry Ford 
B)  Henry Gantt 
C)  Gaspard Monge 
D)  Eli Whitney 
E)  Pietro Beretta 
A)  Henry Ford 
B)  Henry Gantt 
C)  Gaspard Monge 
D)  Eli Whitney 
E)  Pietro Beretta

Question 5

Technological management involves managing the daily production of goods and services.

Accepted Answer

A) True 
 B)False

Question 6

The goal of scientific management was to:

Accepted Answer

A)  make sure workers did not consider their work boring or repetitive 
B)  decreased wages for individual workers 
C)  eliminate conflict between workers and management 
D)  find the one best way to perform each task 
E)  find different ways to motivate workers 
A)  make sure workers did not consider their work boring or repetitive 
B)  decreased wages for individual workers 
C)  eliminate conflict between workers and management 
D)  find the one best way to perform each task 
E)  find different ways to motivate workers

Question 7

The Gantt chart:

Accepted Answer

A)  was a precursor to the organizational chart 
B)  is a chart that shows when and where tasks need to be completed so that a job can be completed in a timely fashion 
C)  was an early method for breaking jobs down into their smallest common denominator 
D)  was a major tool of scientific managers and is not widely used today 
E)  is a method for continuous training of front-line employees 
A)  was a precursor to the organizational chart 
B)  is a chart that shows when and where tasks need to be completed so that a job can be completed in a timely fashion 
C)  was an early method for breaking jobs down into their smallest common denominator 
D)  was a major tool of scientific managers and is not widely used today 
E)  is a method for continuous training of front-line employees

Question 8

Nearly all organizations should be viewed as ______ that interact with their environments and depend on them for survival.

Accepted Answer

A)  covert systems 
B)  open systems 
C)  synergistic subsystems 
D)  closed systems 
E)  entropic subsystems 
A)  covert systems 
B)  open systems 
C)  synergistic subsystems 
D)  closed systems 
E)  entropic subsystems

Question 9

Frank and Lillian Gilbreth studied the psychology of groups.

Accepted Answer

A) True 
 B)False

Question 10

Which of the following management theorists helped develop human relations management?

Accepted Answer

A)  Max Weber 
B)  Mary Parker Follett 
C)  Henri Fayol 
D)  Frederick Taylor 
E)  Henry Gantt 
A)  Max Weber 
B)  Mary Parker Follett 
C)  Henri Fayol 
D)  Frederick Taylor 
E)  Henry Gantt

Question 11

How did the Industrial Revolution change jobs and organizations?

Accepted Answer

A)  Managers realized the importance of synergistic tasks. 
B)  Managers realized the importance of customer relations. 
C)  Low-paid, unskilled workers running machines began to replace high-paid, skilled artisans. 
D)  Skilled jobs were performed in homes rather than in factories. 
E)  Managers learned to use delegation. 
A)  Managers realized the importance of synergistic tasks. 
B)  Managers realized the importance of customer relations. 
C)  Low-paid, unskilled workers running machines began to replace high-paid, skilled artisans. 
D)  Skilled jobs were performed in homes rather than in factories. 
E)  Managers learned to use delegation.

Exam 2: History of Management: Part A

Human relations management focused on managers' roles and authority.

At about the same time as management theorists were developing scientific management principles in the United States, Max Weber was in Europe developing:

According to the principles of scientific management, work and the responsibility for the work should be divided equally between workers and management.

Today thanks to _____, Unverferth, a farm equipment manufacturer, was able to produce parts for its new 12-row subsoiler even without examining parts that were previously made.

Technological management involves managing the daily production of goods and services.

The goal of scientific management was to:

The Gantt chart:

Nearly all organizations should be viewed as ______ that interact with their environments and depend on them for survival.

Frank and Lillian Gilbreth studied the psychology of groups.

Which of the following management theorists helped develop human relations management?

How did the Industrial Revolution change jobs and organizations?

Management

Management: Part A

Management: Part B

History of Management

History of Management: Part B

Organizational Environments and Cultures

Organizational Environments and Cultures: Part A

Organizational Environments and Cultures: Part B

Ethics and Social Responsibility

Ethics and Social Responsibility: Part A

Ethics and Social Responsibility: Part B

Planning and Decision Making

Planning and Decision Making: Part A

Planning and Decision Making: Part B

Organizational Strategy

Organizational Strategy: Part A

Organizational Strategy: Part B

Innovation and Change

Innovation and Change: Part A

Innovation and Change: Part B

Global Management

Global Management: Part A

Global Management: Part B

Designing Adaptive Organizations

Designing Adaptive Organizations: Part A

Designing Adaptive Organizations: Part B

Managing Teams

Managing Teams: Part A

Managing Teams: Part B

Managing Human Resource Systems

Managing Human Resource Systems: Part A

Managing Human Resource Systems: Part B

Managing Individuals and a Diverse Work Force

Managing Individuals and a Diverse Work Force: Part A

Managing Individuals and a Diverse Work Force: Part B

Motivation

Motivation: Part A

Motivation: Part B

Leadership

Leadership: Part A

Leadership: Part B

Managing Communication

Managing Communication: Part A

Managing Communication: Part B

Control

Control: Part A

Control: Part B

Managing Information

Managing Information: Part A

Managing Information: Part B

Managing Service and Manufacturing Operations

Managing Service and Manufacturing Operations: Part A

Managing Service and Manufacturing Operations: Part B

Filters