Question 1

Feedback is one of the four parts of a system.

Accepted Answer

A) True 
 B)False

Question 2

The first person to identify the major functions of management was Henri Fayol.

Accepted Answer

A) True 
 B)False

Question 3

The classical viewpoint emphasized ways to manage work more independently.

Accepted Answer

A) True 
 B)False

Question 4

Over her years as a manager, Rose has had a very diverse group of employees; some were very interested in the financial rewards the company offered while others really would prefer extra time off or even to be recognized at the monthly department meetings.Rose should consider the ______ viewpoint of management in this case.

Accepted Answer

A) behavioral 
B) systems 
C) contingency 
D) variance management 
E) classical 
A) behavioral 
B) systems 
C) contingency 
D) variance management 
E) classical

Question 5

Organizations that actively create, acquire, and transfer knowledge within themselves and are able to modify their behavior to reflect this new knowledge are called __________ organizations.

Accepted Answer

A) Hawthorne 
B) information 
C) Theory Y 
D) TQM 
E) learning 
A) Hawthorne 
B) information 
C) Theory Y 
D) TQM 
E) learning

Question 6

The strategy for minimizing errors by managing each stage of production is called

Accepted Answer

A) TQM. 
B) six sigma. 
C) quality assurance. 
D) zero defects. 
E) quality control. 
A) TQM. 
B) six sigma. 
C) quality assurance. 
D) zero defects. 
E) quality control.

Question 7

Behavioral science relies on __________ for developing theories about human behavior that can help managers.

Accepted Answer

A) rules of thumb 
B) scientific research 
C) intuition 
D) simulations 
E) trial and error 
A) rules of thumb 
B) scientific research 
C) intuition 
D) simulations 
E) trial and error

Question 8

Describe the fundamental ideas underlying the classical viewpoint to management, and give at least one example of a modern practice that has its roots in this view.Compare and contrast its two approaches.

Accepted Answer

The classical viewpoint is based on the

Question 9

Many technology companies are hesitant to involve customers in the development of their products, since they are trying to protect their latest products and ideas from competitors' attempts to replicate them.This typically results in a fairly ______ system.

Accepted Answer

A) responsive 
B) closed 
C) distinctive 
D) stable 
E) intelligent 
A) responsive 
B) closed 
C) distinctive 
D) stable 
E) intelligent

Question 10

Amanda was a tough manager and made it a regular practice to check up on her staff, looking for cheating on timesheets and people coming back late from lunch.Her employees were often dissatisfied with Amanda since she was a(n) ________ manager.

Accepted Answer

A) operations 
B) Theory X 
C) soldiering 
D) Hawthorne 
E) administrative 
A) operations 
B) Theory X 
C) soldiering 
D) Hawthorne 
E) administrative

Question 11

An optimistic view of workers that envisions them as capable of accepting responsibility and working in a self-directed manner is representative of

Accepted Answer

A) hierarchy of accountability. 
B) hierarchy of needs. 
C) Theory X. 
D) Theory Y. 
E) self-fulfilling prophecy. 
A) hierarchy of accountability. 
B) hierarchy of needs. 
C) Theory X. 
D) Theory Y. 
E) self-fulfilling prophecy.

Question 12

Part of evidence-based management is understanding the potential danger in conventional wisdom about management.

Accepted Answer

A) True 
 B)False

Question 13

In a closed system, an organization's outputs are recycled to become inputs.

Accepted Answer

A) True 
 B)False

Question 14

Shanice recently took a management job in the book publishing industry, which is undergoing dramatic change.She should study theoretical perspectives of management to help her predict some of the probable outcomes of this change and help her decide on potential strategy going forward.

Accepted Answer

A) True 
 B)False

Question 15

________ management means translating principles based on best evidence into organizational practice, bringing rationality to the decision-making process.

Accepted Answer

A) Total quality 
B) Operations 
C) Administrative 
D) Evidence-based 
E) Scientific 
A) Total quality 
B) Operations 
C) Administrative 
D) Evidence-based 
E) Scientific

Question 16

Managers at Montaigne Prefecture Glass needed to take some important steps to get out ahead of the growing competition.Recently, new talent had been hired, the training and development budget had been doubled, and cross-functional teams were added to improve information flow.It appears that Montaigne is attempting to become a ______ organization.

Accepted Answer

A) closed system 
B) Theory Y 
C) contingency 
D) learning 
E) virtual 
A) closed system 
B) Theory Y 
C) contingency 
D) learning 
E) virtual

Question 17

Scientific and administrative management are part of the ________ viewpoint.

Accepted Answer

A) behavioral 
B) contingency 
C) classical 
D) quantitative 
E) quality 
A) behavioral 
B) contingency 
C) classical 
D) quantitative 
E) quality

Question 18

Which of the following viewpoints emphasized the importance of understanding human actions and of motivating employees toward achievement?

Accepted Answer

A) Qualitative viewpoint 
B) Behavioral viewpoint 
C) Classical viewpoint 
D) Contingency viewpoint 
E) Management science viewpoint 
A) Qualitative viewpoint 
B) Behavioral viewpoint 
C) Classical viewpoint 
D) Contingency viewpoint 
E) Management science viewpoint

Question 19

Hugo Munsterberg suggested that psychologists could contribute to industry by studying jobs and determining which people are best suited to specific jobs.

Accepted Answer

A) True 
 B)False

Question 20

One of the problems with the classical viewpoint is that its principles are too focused on human needs rather than on organizational ones.

Accepted Answer

A) True 
 B)False

Feedback is one of the four parts of a system.

The first person to identify the major functions of management was Henri Fayol.

The classical viewpoint emphasized ways to manage work more independently.

Organizations that actively create, acquire, and transfer knowledge within themselves and are able to modify their behavior to reflect this new knowledge are called __________ organizations.

The strategy for minimizing errors by managing each stage of production is called

Behavioral science relies on __________ for developing theories about human behavior that can help managers.

Describe the fundamental ideas underlying the classical viewpoint to management, and give at least one example of a modern practice that has its roots in this view.Compare and contrast its two approaches.

Many technology companies are hesitant to involve customers in the development of their products, since they are trying to protect their latest products and ideas from competitors' attempts to replicate them.This typically results in a fairly ______ system.

Amanda was a tough manager and made it a regular practice to check up on her staff, looking for cheating on timesheets and people coming back late from lunch.Her employees were often dissatisfied with Amanda since she was a(n) ________ manager.

An optimistic view of workers that envisions them as capable of accepting responsibility and working in a self-directed manner is representative of

Part of evidence-based management is understanding the potential danger in conventional wisdom about management.

In a closed system, an organization's outputs are recycled to become inputs.

Shanice recently took a management job in the book publishing industry, which is undergoing dramatic change.She should study theoretical perspectives of management to help her predict some of the probable outcomes of this change and help her decide on potential strategy going forward.

________ management means translating principles based on best evidence into organizational practice, bringing rationality to the decision-making process.

Scientific and administrative management are part of the ________ viewpoint.

Which of the following viewpoints emphasized the importance of understanding human actions and of motivating employees toward achievement?

Hugo Munsterberg suggested that psychologists could contribute to industry by studying jobs and determining which people are best suited to specific jobs.

One of the problems with the classical viewpoint is that its principles are too focused on human needs rather than on organizational ones.

The Exceptional Manager: What You Do, How You Do It

The Managers Changing Work Environment and Ethical Responsibilities: Doing the Right Thing

Global Management: Managing Across Borders

Planning: the Foundation of Successful Management

Strategic Management: How Exceptional Managers Realize a Grand Design

Individual and Group Decision Making: How Managers Make Things Happen

Organizational Culture, Structure, and Design: Building Blocks of the Organization

Human Resource Management: Getting the Right People for Managerial Success

Organizational Change and Innovation: Lifelong Challenges for the Exceptional Manager

Managing Individual Differences and Behavior: Supervising People As People

Motivating Employees: Achieving Superior Performance in the Workplace

Groups and Teams: Increasing Cooperation, Reducing Conflict

Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader

Interpersonal Organizational Communication: Mastering the Exchange of Information

Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

Filters

Exam 2: Management Theory: Essential Background for the Successful Manager

Feedback is one of the four parts of a system.

The first person to identify the major functions of management was Henri Fayol.

The classical viewpoint emphasized ways to manage work more independently.

Organizations that actively create, acquire, and transfer knowledge within themselves and are able to modify their behavior to reflect this new knowledge are called __________ organizations.

The strategy for minimizing errors by managing each stage of production is called

Behavioral science relies on __________ for developing theories about human behavior that can help managers.

Describe the fundamental ideas underlying the classical viewpoint to management, and give at least one example of a modern practice that has its roots in this view.Compare and contrast its two approaches.

Many technology companies are hesitant to involve customers in the development of their products, since they are trying to protect their latest products and ideas from competitors' attempts to replicate them.This typically results in a fairly ______ system.

Amanda was a tough manager and made it a regular practice to check up on her staff, looking for cheating on timesheets and people coming back late from lunch.Her employees were often dissatisfied with Amanda since she was a(n) ________ manager.

An optimistic view of workers that envisions them as capable of accepting responsibility and working in a self-directed manner is representative of

Part of evidence-based management is understanding the potential danger in conventional wisdom about management.

In a closed system, an organization's outputs are recycled to become inputs.

Shanice recently took a management job in the book publishing industry, which is undergoing dramatic change.She should study theoretical perspectives of management to help her predict some of the probable outcomes of this change and help her decide on potential strategy going forward.

________ management means translating principles based on best evidence into organizational practice, bringing rationality to the decision-making process.

Scientific and administrative management are part of the ________ viewpoint.

Which of the following viewpoints emphasized the importance of understanding human actions and of motivating employees toward achievement?

Hugo Munsterberg suggested that psychologists could contribute to industry by studying jobs and determining which people are best suited to specific jobs.

One of the problems with the classical viewpoint is that its principles are too focused on human needs rather than on organizational ones.

The Exceptional Manager: What You Do, How You Do It

The Managers Changing Work Environment and Ethical Responsibilities: Doing the Right Thing

Global Management: Managing Across Borders

Planning: the Foundation of Successful Management

Strategic Management: How Exceptional Managers Realize a Grand Design

Individual and Group Decision Making: How Managers Make Things Happen

Organizational Culture, Structure, and Design: Building Blocks of the Organization

Human Resource Management: Getting the Right People for Managerial Success

Organizational Change and Innovation: Lifelong Challenges for the Exceptional Manager

Managing Individual Differences and Behavior: Supervising People As People

Motivating Employees: Achieving Superior Performance in the Workplace

Groups and Teams: Increasing Cooperation, Reducing Conflict

Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader

Interpersonal Organizational Communication: Mastering the Exchange of Information

Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

Filters