Question 1

Which of these forces comprises unwritten, common rules and perceptions about relationships?

Accepted Answer

A)  Economic force 
B)  Political force 
C)  Social force 
D)  Legal force 
E)  Personal force 
A)  Economic force 
B)  Political force 
C)  Social force 
D)  Legal force 
E)  Personal force

Question 2

A social group within an organization is part of the

Accepted Answer

A)  formal organizational structure. 
B)  informal organization. 
C)  scalar chain. 
D)  reorganization process. 
E)  top management level. 
A)  formal organizational structure. 
B)  informal organization. 
C)  scalar chain. 
D)  reorganization process. 
E)  top management level.

Question 3

Standardization of work and wage incentives are characteristics of

Accepted Answer

A)  bureaucratic organizations. 
B)  scientific management. 
C)  quantitative management. 
D)  administrative management. 
E)  behavioral science. 
A)  bureaucratic organizations. 
B)  scientific management. 
C)  quantitative management. 
D)  administrative management. 
E)  behavioral science.

Question 4

The writings of Fayol, Taylor, and Weber provide the foundation for modern management. Identify the school of thought associated with each writer and compare the focus that each writer takes in relation to the organization.

Accepted Answer

Fayol is associated with the Administrat

Question 5

A(n) ____ must interact with the environment to survive.

Accepted Answer

A)  closed system 
B)  entropy 
C)  synergy 
D)  universal view 
E)  open system 
A)  closed system 
B)  entropy 
C)  synergy 
D)  universal view 
E)  open system

Question 6

____________________ refers to the sequence of suppliers and purchasers, covering all stages of processing from obtaining raw materials to distributing finished goods to consumers.

Accepted Answer

Supply cha

Question 7

Frank Gilbreth felt that efficiency equated with ____.

Accepted Answer

A)  one best way to do work 
B)  leadership flows from the top down 
C)  procedures and policies 
D)  scientific management 
E)  bureaucracy 
A)  one best way to do work 
B)  leadership flows from the top down 
C)  procedures and policies 
D)  scientific management 
E)  bureaucracy

Question 8

The concept that the whole is greater than the sum of its parts is known as ____________________.

Accepted Answer

The answer of The concept that the whole is greater...

Question 9

Scientific management developed a standard method for performing each job.

Accepted Answer

A) True 
 B)False

Question 10

Weber's vision of organizations that would be managed on an impersonal, rational basis is called a(n) ____________________.

Accepted Answer

The answer of Weber's vision of organizations that would be...

Question 11

A management perspective that emerged after World War II, and applied mathematics, statistics, and other quantitative techniques to managerial problems is referred to as a(n) ____________________.

Accepted Answer

management

Question 12

Theory Y proposes that organizations can take advantage of the imagination and intellect of all of their employees.

Accepted Answer

A) True 
 B)False

Question 13

Chester Bernard felt that ____ could help a poorly managed organization.

Accepted Answer

A)  bureaucracy 
B)  line managers 
C)  efficiencies 
D)  informal relations 
E)  top/down flow of information 
A)  bureaucracy 
B)  line managers 
C)  efficiencies 
D)  informal relations 
E)  top/down flow of information

Question 14

Fayol's Unity of Direction Principle emphasizes that each subordinate receives orders from one, and only one.

Accepted Answer

A) True 
 B)False

Question 15

Maslow's hierarchy of needs started with which of these needs?

Accepted Answer

A)  Esteem 
B)  Love 
C)  Safety 
D)  Physiological 
E)  Belongingness 
A)  Esteem 
B)  Love 
C)  Safety 
D)  Physiological 
E)  Belongingness

Question 16

According to Douglas McGregor, the classical perspective on management is consistent with which of the following?

Accepted Answer

A)  Theory X manager 
B)  Theory Y manager 
C)  Theory Z manager 
D)  Theory A manager 
E)  None of these 
A)  Theory X manager 
B)  Theory Y manager 
C)  Theory Z manager 
D)  Theory A manager 
E)  None of these

Question 17

The management science perspective emerged after World War II to treat problems associated with

Accepted Answer

A)  modern global warfare. 
B)  environmental issues. 
C)  employee involvement. 
D)  Germany. 
E)  improving manufacturing. 
A)  modern global warfare. 
B)  environmental issues. 
C)  employee involvement. 
D)  Germany. 
E)  improving manufacturing.

Question 18

____ focuses on managing the whole organization to deliver quality to customers.

Accepted Answer

A)  Bureaucracy 
B)  Theory Z 
C)  Management-by-objective 
D)  Total Quality Management 
E)  Organization-customer relationship 
A)  Bureaucracy 
B)  Theory Z 
C)  Management-by-objective 
D)  Total Quality Management 
E)  Organization-customer relationship

Question 19

The behavioral science approach develops theories about human behavior based on scientific methods and study.

Accepted Answer

A) True 
 B)False

Question 20

Benchmarking involves finding out what the customer wants.

Accepted Answer

A) True 
 B)False

Which of these forces comprises unwritten, common rules and perceptions about relationships?

A social group within an organization is part of the

Standardization of work and wage incentives are characteristics of

The writings of Fayol, Taylor, and Weber provide the foundation for modern management. Identify the school of thought associated with each writer and compare the focus that each writer takes in relation to the organization.

A(n) ____ must interact with the environment to survive.

____________________ refers to the sequence of suppliers and purchasers, covering all stages of processing from obtaining raw materials to distributing finished goods to consumers.

Frank Gilbreth felt that efficiency equated with ____.

The concept that the whole is greater than the sum of its parts is known as ____________________.

Scientific management developed a standard method for performing each job.

Weber's vision of organizations that would be managed on an impersonal, rational basis is called a(n) ____________________.

A management perspective that emerged after World War II, and applied mathematics, statistics, and other quantitative techniques to managerial problems is referred to as a(n) ____________________.

Theory Y proposes that organizations can take advantage of the imagination and intellect of all of their employees.

Chester Bernard felt that ____ could help a poorly managed organization.

Fayol's Unity of Direction Principle emphasizes that each subordinate receives orders from one, and only one.

Maslow's hierarchy of needs started with which of these needs?

According to Douglas McGregor, the classical perspective on management is consistent with which of the following?

The management science perspective emerged after World War II to treat problems associated with

____ focuses on managing the whole organization to deliver quality to customers.

The behavioral science approach develops theories about human behavior based on scientific methods and study.

Benchmarking involves finding out what the customer wants.

Innovative Management for Turbulent Times

The Environment and Corporate Culture

Managing in a Global Environment

Managing Ethics and Social Responsibility

Managerial Planning and Goal Setting

Strategy Formulation and Implementation

Managerial Decision Making

Designing Adaptive Organizations

Managing Change and Innovation

Managing Human Resources

Managing Diversity

Dynamics of Behavior in Organizations

Leadership

Motivating Employees

Managing Communication

Leading Teams

Managing Quality and Performance

Managing the Value Chain, Information Technology, and E-Business

Managing Small Business Start-Ups

Filters

Exam 2: The Evolution of Management Thinking

Which of these forces comprises unwritten, common rules and perceptions about relationships?

A social group within an organization is part of the

Standardization of work and wage incentives are characteristics of

The writings of Fayol, Taylor, and Weber provide the foundation for modern management. Identify the school of thought associated with each writer and compare the focus that each writer takes in relation to the organization.

A(n) ____ must interact with the environment to survive.

____________________ refers to the sequence of suppliers and purchasers, covering all stages of processing from obtaining raw materials to distributing finished goods to consumers.

Frank Gilbreth felt that efficiency equated with ____.

The concept that the whole is greater than the sum of its parts is known as ____________________.

Scientific management developed a standard method for performing each job.

Weber's vision of organizations that would be managed on an impersonal, rational basis is called a(n) ____________________.

A management perspective that emerged after World War II, and applied mathematics, statistics, and other quantitative techniques to managerial problems is referred to as a(n) ____________________.

Theory Y proposes that organizations can take advantage of the imagination and intellect of all of their employees.

Chester Bernard felt that ____ could help a poorly managed organization.

Fayol's Unity of Direction Principle emphasizes that each subordinate receives orders from one, and only one.

Maslow's hierarchy of needs started with which of these needs?

According to Douglas McGregor, the classical perspective on management is consistent with which of the following?

The management science perspective emerged after World War II to treat problems associated with

____ focuses on managing the whole organization to deliver quality to customers.

The behavioral science approach develops theories about human behavior based on scientific methods and study.

Benchmarking involves finding out what the customer wants.

Innovative Management for Turbulent Times

The Environment and Corporate Culture

Managing in a Global Environment

Managing Ethics and Social Responsibility

Managerial Planning and Goal Setting

Strategy Formulation and Implementation

Managerial Decision Making

Designing Adaptive Organizations

Managing Change and Innovation

Managing Human Resources

Managing Diversity

Dynamics of Behavior in Organizations

Leadership

Motivating Employees

Managing Communication

Leading Teams

Managing Quality and Performance

Managing the Value Chain, Information Technology, and E-Business

Managing Small Business Start-Ups

Filters