Deck 2: The Evolution of Management

Question 1

In the context of the classical approaches to management, the systematic management approach led to widespread production efficiency.

Answer 1

False

Question 2

If one does not anticipate change and adapt to it, one's firm will not thrive in a competitive business world.

Answer 2

True

Question 3

During the Industrial Revolution in the 18th and 19th century, managers who could make minor improvements in management tactics were noteworthy. Why?

A) They brought robotics technology to mass production.
B) They subscribed to human relations theory.
C) They perfected quantitative management.
D) They developed the Hawthorne effect.
E) They produced impressive increases in production quantity and quality.

Answer 3

E

Question 4

Toward the end of the Industrial Revolution, in the late 19th century, several university programs offering management and business education were founded, including the Wharton School at the University of Pennsylvania. Establishment of these programs

A) required federal government funding.
B) was an acknowledgment of management as a formal discipline.
C) was expected under the administrative management approach.
D) occurred despite the inability of quantitative management to accurately model management problems.
E) reflected economies of scale.

Question 5

Change continually creates both new opportunities and new demands for lowering costs and for achieving greater innovation, quality, and speed.

Question 6

The opportunities for mass production created by the ________ spawned intense and systematic thought about management problems and issues.

A) human relations approach
B) Industrial Revolution
C) resurgence methodology
D) management and business education schools
E) sociotechnical systems theory

Question 7

Around ________, the Greeks recognized management as a separate art and advocated a scientific approach to work.

A) 4000 BC
B) 500 BC
C) 400-350 BC
D) 1100 BC
E) 2000 BC

Question 8

In the context of the origins of management, throughout history, most managers operated by a(n) ________ basis.

A) trial-and-error
B) organizational behavior
C) scientific management
D) bureaucracy
E) contingency

Question 9

________ is a classical management approach that attempted to build into operations the specific procedures and processes that would ensure coordination of effort to achieve established goals and plans.

A) Scientific management
B) Administrative management
C) Systematic management
D) Human relations
E) Bureaucracy

Question 10

________ refer(s) to reductions in the average cost of a unit of production as the total volume produced increases.

A) Smoothing
B) Buffering
C) Systematic management
D) Economies of scale
E) Quantitative management

Question 11

One of the 14 principles of management identified by Henri Fayol was the subordination of individual interest to the general interest.

Question 12

Reductions in the average cost of a unit production as the total volume produced increases is

A) systematic management.
B) economies of scale.
C) Hawthorne effect.
D) human relations.
E) trial-and-error.

Question 13

The evolution of management thought is divided into ________ major sections.

A) two
B) three
C) four
D) five
E) six

Question 14

In the context of the origins of management, the emergence of the Hawthorne effect drove managers to strive for further growth.

Question 15

________ introduced the scientific management approach that advocated the application of scientific methods to analyze work and to determine how to complete production tasks efficiently.

A) Frederick Taylor
B) Henry L. Gantt
C) Lillian M. Gilbreth
D) Max Weber
E) Henri Fayol

Question 16

Lillian Gilbreth focused on the human side of management and was interested in how job satisfaction motivated employees.

Question 17

In the development of the assembly line for the manufacture of the Model T, Ford studied and standardized the steps and equipment necessary to assemble automobiles, selecting the "the one best way" to complete tasks. In doing so, Ford used the ________ management approach.

A) systematic
B) bureaucratic
C) scientific
D) administrative
E) quantitative

Question 18

What were the reasons that management by trial-and-error changed during the Industrial Revolution in the 18th and 19th centuries?

A) advances in technology, availability of low-skilled laborers, and growing size and complexity of businesses
B) advances in technology, availability of skilled laborers, and growing size and complexity of business
C) advances in technology, availability of skilled laborers, and declining economic trends
D) advances in technology, availability of low-skilled laborers, and economic trends favoring small businesses
E) advances in technology, availability of skilled laborers, and economic trends favoring small businesses

Question 19

________ helped organizations achieve goals through systematic management.

A) Emphasis on the application of quantitative analysis to managerial decisions and problems
B) Careful definition of duties and responsibilities
C) Preservation of employees' interpersonal relationships and other human aspects of the work
D) Focus on decentralization in decision making
E) Encouragement of participation and provision of opportunities for individual challenge

Question 20

Management could NOT emerge as a formal discipline even after the Industrial Revolution ended.

Question 21

One drawback of the bureaucratic approach to management is that

A) production tasks are reduced to machine-like movements that lead to boredom.
B) this approach may not help managers deal with competitors and government regulations.
C) this approach does not accommodate rapid decision making and flexibility.
D) this approach emphasizes only money as a worker incentive.
E) this approach ensures that all employees perform their best with excessive rules and regulations.

Question 22

If an organization ensures that a chain of command or hierarchy is well established, which characteristic of an effective bureaucracy does it exhibit?

A) qualifications
B) division of labor
C) authority
D) ownership
E) rules and controls

Question 23

Abraham Maslow contributed to the field of human relations by

A) emphasizing the maintenance of inventories to meet consumer demand.
B) being concerned with meeting the explosive growth in demand brought about by the Industrial Revolution.
C) suggesting that humans have five levels of needs.
D) concluding that management decisions were unsystematic.
E) advocating the application of scientific methods to analyze work.

Question 24

According to the five levels of needs suggested by Abraham Maslow, ________ is the most advanced need of those listed.

A) friendship
B) personal fulfillment
C) shelter
D) food
E) rest

Question 25

What does initiative refer to as one of Henri Fayol's 14 principles of management?

A) encouraging employees to act on their own in support of the organization's direction
B) promoting a unity of interests between employees and management
C) determining the relative importance of superior and subordinate roles
D) assigning only one supervisor to each employee
E) dividing work into specialized tasks and assigning responsibilities to specific individuals

Question 26

The ________ approach advocates that management must gain the cooperation of the group and promote job satisfaction and group norms consistent with the goals of the organization.

A) systematic management
B) scientific management
C) administrative management
D) bureaucracy
E) human relations

Question 27

The ________ approach was the first to emphasize informal work relationships and worker satisfaction, and it emerged from a scientific management study that resulted in the discovery of the Hawthorne effect.

A) human relations
B) Hawthorne studies
C) bureaucracy
D) administrative management
E) scientific management

Question 28

________ refers to people's reactions to being observed or studied resulting in superficial rather than meaningful changes in behavior.

A) Esprit de corps
B) The division of labor
C) The Hawthorne effect
D) Subordination of individual interest to the general interest
E) Scientific management

Question 29

________ is the most basic human need, as suggested by Abraham Maslow.

A) Physical
B) Power
C) Self-actualization
D) Love and belonging
E) Esteem

Question 30

Bureaucracy can be defined as a classical management approach that

A) applies scientific methods to analyze and determines the "one best way" to complete production tasks.
B) attempts to understand and explain how human psychological and social processes interact with the formal aspects of the work situation to influence performance.
C) attempts to build into operations the specific procedures and processes that would ensure coordination of effort to achieve established goals and plans.
D) emphasizes the application of quantitative analysis to managerial decisions and problems.
E) emphasizes a structured, formal network of relationships among specialized positions in the organization.

Question 31

According to Abraham Maslow, the most advanced human need is for

A) esteem.
B) love or belonging.
C) self-actualization.
D) safety.
E) homeostasis

Question 32

The ________ approach is aimed at understanding how psychological and social processes interact with the work situation to influence performance.

A) scientific management
B) systematic management
C) administrative management
D) human relations
E) bureaucracy

Question 33

Which of Henri Fayol's 14 principles of management refers to keeping communications within the chain of command?

A) discipline
B) authority
C) unity of command
D) scalar chain
E) equity

Question 34

The critics of scientific management claimed that

A) organizations that need rapid decision making and flexibility may suffer with this approach.
B) managers may ignore appropriate rules and regulations.
C) managers were not trained to apply the principles of the theory.
D) it leads to too much authority being vested in too few people.
E) it did not help managers deal with broader external issues.

Question 35

Frederick Taylor's contributions to scientific management as an approach to management were significant because Taylor

A) believed that supervisors could be motivated to provide training to underperforming workers.
B) created the Gantt chart, which helps managers plan projects by task and time to complete those tasks.
C) developed a system to lower costs and increase worker productivity by showing how employees could work smarter, not harder.
D) focused less on the technical and more on the human side of management.
E) advocated the use of the differential piecerate system.

Question 36

A principle of the human relations approach is that

A) scientific methods should be applied to analyze work.
B) social needs mattered more than economic needs.
C) management should cooperate with workers to ensure that jobs match plans.
D) wasteful movements can be identified and removed to increase productivity.
E) management is a profession and can be taught.

Question 37

A Gantt chart graphs the relationships between

A) speed and time.
B) quality and speed.
C) quality and time.
D) tasks and quality.
E) tasks and time.

Question 38

In the classical approaches to management, proponents of the ________ approach argued that managers should stress primarily employee welfare, motivation, and communication.

A) scientific management
B) systematic management
C) administrative management
D) human relations
E) bureaucracy

Question 39

________ argued that people try to satisfy their lower-level needs and then progress upward to the higher-level needs.

A) Elton Mayo
B) William Procter
C) Frederick Taylor
D) Abraham Maslow
E) Fritz Roethlisberger

Question 40

Henry Fayol identified five functions of management: planning, organizing, commanding, coordinating, and controlling. These are similar to the traditional four functions of management:

A) planning, organizing, leading, and controlling.
B) planning, organizing, leading, and communicating.
C) planning, organizing, listening, and communicating.
D) power, organization, leadership, and control.
E) planning, oversight, leading, and controlling.

Question 41

A criticism of the bureaucratic approach to management is that

A) once established, it is very difficult to dismantle such an organizational structure.
B) the concept that a happy worker is a productive worker is too simplistic.
C) the economic aspects of the workplace are overemphasized.
D) job-related factors were ignored by emphasizing only money.
E) production tasks were reduced to routine procedures which led to boredom.

Question 42

An important contribution of Frederick Taylor was his

A) suggestion that managers who encourage participation and allow opportunities for individual challenge and initiative would achieve superior performance.
B) development of a system to lower costs and increase worker productivity by showing how employees could work smarter, not harder.
C) conclusion that management decisions were unsystematic and that no research to determine the best means of production existed.
D) creation of a notion that managers desire flexibility and gave the differences between motivating groups and individuals.
E) suggestion that frontline supervisors should receive a bonus for each of their workers who completed their assigned daily tasks.

Question 43

Lillian Gilbreth studied how job satisfaction motivated employees, how motion studies could be used to help disabled individuals perform jobs, and how fatigue and stress affected workers' well-being and productivity. Why did she focus her attention in these areas?

A) She was more interested in the human side of management.
B) She disavowed the usefulness of scientific management principles.
C) She did not believe that bureaucratic positions can foster specialized skills.
D) She realized how the piece-rate system affected productivity.
E) She understood how mass production was encouraged by the Industrial Revolution.

Question 44

A criticism of the human relations approach to management is that

A) too much authority may be vested in too few people.
B) rules need to be followed in a routine and biased manner.
C) the important characteristics of the formal organization are ignored.
D) procedures may become the ends rather than the means.
E) production tasks are reduced to a set of routine procedures that lead to quality control problems.

Question 45

Systematic management

A) advocated the application of scientific methods to analyze work and to determine how to complete production tasks efficiently.
B) emphasized adequate staffing, maintenance of inventories to meet consumer demand, and organizational control.
C) stressed the importance of hiring and training a proper worker to do a particular job.
D) assumed workers were motivated by receiving money.
E) implemented a pay system in which workers were paid additional wages when they exceeded a standard level of output for each job.

Question 46

Why was Frederick Taylor's principle of the piecerate system beneficial to workers and managers?

A) The piece-rate system increased the number of motions necessary to accomplish tasks.
B) The piece-rate system incentivized workers to accomplish more, as well as earn more money for themselves.
C) The piece-rate system exemplified the Hawthorne effect.
D) The piece-rate system highlighted the contingency perspective.
E) The piece-rate system paid workers equally, despite differences in productivity.

Question 47

________ introduced the scientific management approach in response to the failure of systematic management to bring about widespread production efficiency.

A) Adam Smith
B) Frederick Taylor
C) Max Weber
D) Henri Fayol
E) Abraham Maslow

Question 48

In the context of Henri Fayol's 14 principles of management, ________ refers to making expectations clear and punishing violations.

A) order
B) authority
C) scalar chain
D) subordination of individual interest to the general interest
E) discipline

Question 49

Taylor's theory is criticized because it

A) ignored job-related social and psychological factors by emphasizing only money as a worker incentive.
B) was vested in too many people.
C) was too simplistic to be applicable to the real world.
D) treated the principles as universal truths for management.
E) promoted a unity of interest between employees and management.

Question 50

According to Henri Fayol's principles of management, ________ refers to promoting a unity of interest between employees and management.

A) remuneration
B) discipline
C) esprit de corps
D) centralization
E) scalar chain

Question 51

________ management emphasized internal operations because managers were concerned primarily with meeting the explosive growth in demand brought about by the Industrial Revolution.

A) Scientific
B) Systematic
C) Administrative
D) Bureaucratic
E) Quantitative

Question 52

In the context of the classical approaches to management, ________ did not address all the issues faced by 19th-century managers, but it tried to raise managers' awareness about the most pressing concerns of their job.

A) human relations
B) administrative management
C) scientific management
D) bureaucracy
E) systematic management

Question 53

The ________ approach to management was criticized for being too simplistic, believing that a happy worker was a productive worker.

A) scientific management
B) systematic management
C) bureaucratic
D) human relations
E) administrative management

Question 54

Taylor introduced the scientific management approach because he

A) believed that specific procedures and processes should be built into operations to ensure coordination of effort.
B) concluded that management decisions were unsystematic and that no research existed to determine the best means of production.
C) emphasized economical operations, adequate staffing, maintenance of inventories to meet consumer demand, and organizational control.
D) believed that bureaucratic structures can eliminate the variability that results when managers in the same organization have different skills, experiences, and goals.
E) advocated that the jobs themselves be standardized so that personnel changes would not disrupt the organization.

Question 55

Why did Henry Gantt suggest that frontline supervisors should receive a bonus for each of their workers who completed their assigned daily tasks?

A) Stronger employees would be motivated to do some of the work of the weaker employees.
B) More productive employees would prefer a flat daily wage rather than a piecerate system.
C) Supervisors would be motivated to provide extra attention and training to weaker employees.
D) Top-level managers would be motivated to do the work of the supervisors.
E) Supervisors would focus on meeting the human needs of their employees rather than their productivity.

Question 56

The aim of the human relations approach to management was

A) emphasizing economical operations, adequate staffing, maintenance of inventories to meet consumer demand, and organizational control.
B) applying scientific methods to analyze work and to determine how to complete production tasks efficiently.
C) eliminating the variability that results when managers in the same organization have different skills, experiences, and goals.
D) emphasizing the perspective of senior managers within the organization.
E) understanding how psychological and social processes interact with the work situation to influence performance.

Question 57

According to Max Weber, bureaucratic positions foster specialized skills, eliminating

A) the need for skilled workers.
B) many subjective judgments by managers.
C) authority that resides in positions.
D) the need for rules and controls.
E) the need for organization.

Question 58

Abraham Maslow argued that people try to satisfy their

A) lower-level needs and then progress upward to the higher-level needs.
B) higher-level needs and then progress downward to the lower-level needs.
C) mid-level needs first, then decide to progress upward or downward.
D) mid-level needs and then progress upward to the high-level needs.
E) mid-level needs and then progress downward to the lower-level needs.

Question 59

John, a floor manager in an automotive parts manufacturing plant, noted that production declined by 20 percent during a 6-month period. In an effort to understand why, John moved his office to the manufacturing floor and began periodic floor "walks" over a 3-month observation period. No changes were made to personnel or to production methods during this time. After the observation period, John re-examined production figures and noted that they were at an all-time high. The sharp upturn in production was most likely due to the

A) John Henry effect.
B) Pygmalion phenomenon.
C) observer-expectancy theory.
D) Hawthorne effect.
E) systems theory.

Question 60

________ approach to management ignored the more rational side of the worker and the important characteristics of the formal organization.

A) Scientific
B) Systematic
C) Human relations
D) Sociotechnical
E) Bureaucratic

Question 61

A feature of organizational behavior is that

A) the more recent contributions made by organizational behavior have a narrower viewpoint.
B) unlike other approaches, it has always been appreciated for its broad perspective.
C) it does not address factors like employee involvement and self-management.
D) through the years, organizational behavior has consistently emphasized development of an organizations' human resources to achieve organizational rather than individual goals.
E) in the past few years, many of the primary issues addressed by organizational behavior have experienced a rebirth with a greater interest in leadership.

Question 62

________ are inputs used by organizations.

A) Raw materials
B) Trademarks
C) Esprit de corps
D) Contingencies
E) Incentives

Question 63

When a manager treats employees as lazy, unmotivated, and in need of tight supervision, the employees eventually meet the manager's expectations by acting that way. According to Douglas McGregor, this is known as a(n)

A) contingency.
B) open system.
C) physiological need.
D) self-fulfilling prophecy.
E) bureaucratic approach.

Question 64

Which is the correct statement about the sociotechnical systems theory?

A) Most organizations did not adopt the sociotechnical systems theory for management problems until the year 2000.
B) It was the first major approach to emphasize informal work relationships and worker satisfaction.
C) It was developed in the early 1950s by researchers from the London-based Tavistock Institute of Human Relations.
D) It emphasized the perspective of senior managers within an organization.
E) It emphasized a structured, formal network of relationships among specialized positions in an organization.

Question 65

The systems theory

A) emphasizes that an organization is one system in a series of subsystems.
B) implements a piecerate system in which workers are paid additional wages when they exceed a standard level of output for each job.
C) enforces a system that suggests that frontline supervisors should receive a bonus for each of their workers who completed their assigned daily tasks.
D) develops a system to lower costs and increase worker productivity by showing how employees could work smarter, not harder.
E) suggests that organizations are effective when they have the social system and the technical system to make products and services that are valued by customers.

Question 66

According to Henri Fayol's principles of management, ________ refers to systematically rewarding efforts that support the organization's direction.

A) remuneration
B) centralization
C) scalar chain
D) equity
E) esprit de corps

Question 67

The classical approaches to management, as a whole, are criticized because

A) the relationship between an organization and its external environment is ignored.
B) most managers are not trained to use these techniques.
C) many aspects of a management decision cannot be expressed through mathematical symbols and formulas.
D) many of the decisions managers face are nonroutine and unpredictable.
E) there is only "one best way" to manage and organize because circumstances vary.

Question 68

Organizations are open systems, and they are dependent on ________ from the outside world, such as raw materials, human resources, and capital.

A) contingencies
B) inputs
C) intangibles
D) control systems
E) outputs

Question 69

The classical approaches as a whole were criticized because

A) they overemphasized the relationship between an organization and its external environment.
B) they assumed employees wanted to work and could direct and control themselves.
C) most managers were not trained in using the classical approaches.
D) they usually stressed one aspect of an organization or its employees at the expense of other considerations.
E) many aspects of a management decision could not be expressed through mathematical symbols and formulas.

Question 70

The ________ approach to management owes much to other major schools of thought, for example, the Gilbreths and Barnard and Follett.

A) administrative management
B) systematic management
C) scientific management
D) human relations
E) bureaucracy

Question 71

Organizational behavior

A) does not address factors like self-management.
B) has always been appreciated for its broad perspective, unlike other approaches.
C) relies upon mathematical models to solve management problems.
D) emphasizes development of an organization's human resources to achieve individual goals.
E) has had its primary focus shift away from leadership and employee involvement in the past few years.

Question 72

The ________ approach to management has been used in a limited manner because many aspects of a management decision cannot be expressed through mathematical symbols and formulas.

A) organizational behavior
B) systematic management
C) quantitative management
D) human relations
E) administrative management

Question 73

The sociotechnical systems theory

A) emphasizes the perspective of senior managers within the organization and argues that management is a profession and can be taught.
B) suggests that organizations are effective when their employees have the right tools, training, and knowledge to make products and services that are valued by customers.
C) believes that bureaucratic structures can eliminate the variability that results when managers in the same organization have different skills, experiences, and goals.
D) advocates the application of scientific methods to analyze work and to determine how to complete production tasks efficiently.
E) attempts to build specific procedures and processes into operations to ensure coordination of effort.

Question 74

The use of quantitative management is limited because

A) it is difficult to discontinue the use of this process once it has been established.
B) many of the decisions managers face are nonroutine and unpredictable.
C) managers are oriented more toward things than toward people.
D) it holds that all aspects of a management decision should mandatorily be expressed through mathematical symbols and formulas.
E) it believes that economic needs have precedence over social needs.

Question 75

In the context of contemporary approaches to management, managers may use ________ to compare alternatives and eliminate weaker options.

A) quantitative management
B) organizational behavior
C) the sociotechnical systems theory
D) the contingency perspective
E) administrative management

Question 76

McGregor advocated a ________, suggesting that managers who encourage participation and allow opportunities for individual challenge and initiative would achieve superior performance.

A) Theory X perspective
B) Theory Y perspective
C) bureaucratic approach
D) human relations approach
E) contingency perspective

Question 77

Research on ________ promoted the use of teamwork and semiautonomous work groups as important factors for creating efficient production systems.

A) organizational behavior
B) bureaucracy
C) sociotechnical systems theory
D) human relations
E) administrative management

Question 78

________ is a contemporary management approach that studies and identifies management activities that promote employee effectiveness by examining the complex and dynamic nature of individual, group, and organizational processes.

A) Quantitative management
B) Organizational behavior
C) Systems theory
D) Contingency perspective
E) Sociotechnical systems theory

Question 79

________ is a contemporary approach to management.

A) Scientific management
B) Human relations
C) Administrative management
D) Systematic management
E) Quantitative management

Question 80

A manager who follows ________ assumes workers are lazy and irresponsible and require constant supervision and external motivation to achieve organizational goals.

A) Theory X
B) sociotechnical systems approach
C) bureaucracy approach
D) human relations approach
E) Theory Y