Question 1

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 B

Question 2

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 C

Question 3

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
That interact with their environments and depend on them for 
A)  covert systems 
B)  open systems 
C)  synergistic subsystems 
D)  closed systems 
E)  entropic subsystems
That interact with their environments and depend on them for B

Question 4

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

Question 5

Human relations management focused on managers' roles and authority.

Accepted Answer

A) True 
 B)False

Question 6

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.

Question 7

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 8

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

Accepted Answer

A) True 
 B)False

Question 9

Frank and Lillian Gilbreth studied the psychology of groups.

Accepted Answer

A) True 
 B)False

Question 10

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

Question 11

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

Exam 2: Section 2: History of Management

Which of the following management theorists helped develop human relations 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.

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

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

Human relations management focused on managers' roles and authority.

How did the Industrial Revolution change jobs and organizations?

The goal of scientific management was to:

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

Frank and Lillian Gilbreth studied the psychology of groups.

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

The Gantt chart:

Section 1: Management

Section 2: Management

Section 3: Management

Section 1: History of Management

Section 3: History of Management

Section 1: Organizational Environments and Cultures

Section 2: Organizational Environments and Cultures

Section 3: Organizational Environments and Cultures

Section 1: Ethics and Social Responsibility

Section 2: Ethics and Social Responsibility

Section 3: Ethics and Social Responsibility

Section 1: Planning and Decision Making

Section 2: Planning and Decision Making

Section 3: Planning and Decision Making

Section 1: Organizational Strategy

Section 2: Organizational Strategy

Section 3: Organizational Strategy

Section 1: Innovation and Change

Section 2: Innovation and Change

Section 3: Innovation and Change

Section 1: Global Management

Section 2: Global Management

Section 1: Designing Adaptive Organizations

Section 2:designing Adaptive Organizations

Section 1: Managing Teams

Section 2: Managing Teams

Section 3: Managing Teams

Section 1: Managing Human Resource Systems

Section 2: Managing Human Resource Systems

Section 3: Managing Human Resource Systems

Section 1: Managing Individuals and a Diverse Work Force

Section 2: Managing Individuals and a Diverse Work Force

Section 3: Managing Individuals and a Diverse Work Force

Section 1: Motivation

Section 2: Motivation

Section 3: Motivation

Section 1: Leadership

Section 2: Leadership

Section 3: Leadership

Section 1: Managing Communication

Section 2: Managing Communication

Section 1: Control

Section 2: Control

Section 3: Control

Section 1: Managing Information

Section 2: Managing Information

Section 3: Managing Information

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