Deck 2: Historical Foundations of Management

Question 1

The __________ principle, as defined by Henri Fayol, states that one person should be in charge of all activities having the same performance objective.

A) scalar chain
B) unity of direction
C) unity of command
D) classical design
E) Hawthorne

Answer 1

B

Question 2

The practical lessons of scientific management include all of the following EXCEPT:

A) carefully design jobs with efficient work methods.
B) allow workers to have input into the determination of work methods and performance standards.
C) select workers with the right abilities to do the job.
D) train supervisors to support workers so by carefully planning their work.
E) make results-based compensation a performance incentive.

Answer 2

B

Question 3

__________ analyses the motions and tasks that are required in any job and develops the most efficient ways to perform them.

A) Motion study
B) Task evaluation
C) Job evaluation
D) Time study
E) Efficiency management

Answer 3

D

Question 4

A follower of Frederick Taylor would be least likely to try to:

A) motivate workers by encouraging them to work in small groups.
B) offer workers proper training.
C) train supervisors to support workers by carefully planning their work.
D) make results-based compensation a performance incentive.
E) select workers with the right abilities to do the job.

Question 5

Max Weber was concerned that people in nineteenth century organisations were in positions of authority because of __________ rather than because of __________.

A) managerial competence; economic wealth
B) social standing; job-related capabilities
C) political connections; leadership traits
D) leadership qualities; job requirements
E) economic wealth; social standing

Question 6

According to Henri Fayol, the five rules of management are:

A) centralisation, stability, initiative, communication and espirit de corps.
B) authority, responsibility, discipline, remuneration and initiative.
C) prediction, hypothesis, observation, experimentation and verification.
D) foresight, organisation, command, coordination and control.
E) standardisation, centralisation, negative entropy, communication and homeostasis.

Question 7

Mary Parker Follett believed that business problems involve a wide variety of factors that must be considered in relationship to one another. This belief foreshadowed the contemporary management concern with:

A) job design.
B) multiculturalism.
C) corporate culture.
D) systems.
E) environmental analysis.

Question 8

The assumption that people are rational and primarily interested in economic incentives from their work is the underlying assumption of which approach to management thought?

A) Socioeconomic approach
B) Modern approach
C) Quantitative approach
D) Classical approach
E) Behavioural approach

Question 9

_________ is a rational and efficient form of organisation founded on logic, order and legitimate authority.

A) A rigidly structured system
B) An organic organisation
C) Bureaucracy
D) An adaptive organisation
E) A contingent organisation

Question 10

__________ refer(s) to a job science that includes careful selection and training of workers along with proper supervisory support.

A) Self-actualisation
B) Fayol's principles of management
C) Scientific management
D) Administrative principles
E) Contingency theory

Question 11

Which of the following is NOT a characteristic of bureaucratic organisations?

A) There is a clear hierarchy of authority, and each position reports to a higher level one.
B) Organisational members are promoted on the basis of their social status.
C) There is a division of labour, and work duties and responsibilities are explicitly defined.
D) Many written rules and procedures are used to guide activities.
E) Rules and procedures are applied impartially and uniformly.

Question 12

The classical management theorist, Mary Parker Follett, believed that:

A) organisations are communities in which managers and workers should labour in harmony.
B) the manager's job is to help people in organisations cooperate with one another and achieve an integration of interests.
C) groups were mechanisms through which diverse individuals could combine their talents for a greater good.
D) none of the options listed.
E) all of the options listed.

Question 13

Which of the following descriptions of the major schools of management thought is NOT accurate?

A) Modern management approaches focus on the systems view of organisations and contingency thinking in a dynamic and complex environment.
B) Quantitative management approaches focus on applying mathematical techniques for management problem solving.
C) Classical management approaches focus on developing universal principles for use in various management situations.
D) Behavioural management approaches focus on human needs, the work group, and the role of social factors in the workplace.
E) Socioeconomic management approaches focus on global awareness and leadership in developing economies.

Question 14

The work of Frank and Lillian Gilbreth on motion studies provided the basis for later advances in which of the following management areas?

A) Incentive wage plans
B) Work standards
C) Job simplification
D) None of the options listed.
E) All of the options listed.

Question 15

The __________ principle, as defined by Henri Fayol, states that each person should receive orders from only one boss.

A) unity of command
B) management order
C) organisation
D) unity of direction
E) scalar chain

Question 16

Efficiency in the utilisation of resources and fairness in the treatment of employees and clients are potential advantages of:

A) a bureaucracy.
B) scientific management.
C) self-actualisation.
D) an open system.
E) a closed system.

Question 17

__________ to management focus on the systems view of organisations and contingency thinking in a dynamic and complex environment.

A) Quantitative approaches
B) Visionary approaches
C) Modern approaches
D) Classical approaches
E) Behavioural approaches

Question 18

Oxford Industries Inc. installed a new computer system to clock every worker's pace to a thousandth of a second and to determine each worker's pay and bonus scale on the basis of his or her performance against the standard. This is an example of:

A) contingency theory.
B) self-actualisation.
C) administrative principles.
D) scientific management.
E) Fayol's principles of management.

Question 19

TNT Express Delivery Service makes use of calibrated productivity standards as well as the timing of package sorting, delivery, and pickup to keep productivity at the highest level per employee. In developing worker productivity standards, TNT obviously makes use of:

A) motion studies.
B) self-actualisation.
C) administrative principles.
D) behavioural theories.
E) systems theory.

Question 20

Which of the following is NOT one of the four principles of scientific management developed by Frederick Taylor?

A) Select workers based on their abilities.
B) Organise tasks into groups to encourage teamwork.
C) Train workers and provide incentives to follow rules.
D) Provide management support for workers.
E) Develop a science for every job.

Question 21

Maslow's hierarchy of needs theory includes which of the following needs?

A) Physiological, spiritual, social and psychological fulfilment
B) Physical safety, financial security and social status
C) Food, shelter, sex, money and prestige
D) Respect, prestige, recognition, security and power
E) Physiological, safety, social, esteem and self_actualisation

Question 22

At which need level of Maslow's hierarchy do the deficit and progression principles cease to operate?

A) Physiological needs
B) Safety needs
C) Self-actualisation needs
D) Esteem needs
E) Social needs

Question 23

Current management trends regarding innovative organisational forms seek to:

A) achieve the same goals as Weber wanted to achieve but with different structural approaches.
B) ignore Weber's structural goals.
C) create structures that are based on socioeconomic status.
D) achieve different structural goals than Weber pursued.
E) achieve the same goals as Weber pursued while using similar structural approaches.

Question 24

Which of the following best states the impetus for the development of a bureaucratic organisation?

A) Max Weber was attempting to upset German society.
B) Max Weber was attempting to identify a common set of employee needs in German society.
C) Max Weber was interested in formulating exact rules of behaviour for German managers.
D) Max Weber was trying to define the one best way to perform a job.
E) Max Weber was reacting to the performance deficiencies in organisations of his day.

Question 25

A psychological or physiological deficiency that a person feels compelled to satisfy is known as a(n):

A) obsession
B) desire
C) compulsion
D) need
E) satisfaction deficit

Question 26

According to McGregor, Theory Y managers tend to see their subordinates as:

A) irresponsible, resistant to change, lacking in ambition, disliking work and preferring to be led rather than to lead.
B) disliking work because they prefer to lead rather than to be led.
C) basically rational and motivated by money.
D) willing to work, willing to accept responsibility, capable of self_direction, capable of self-control, imaginative and creative.
E) passive, dependent and reluctant.

Question 27

According to the progression principle of Maslow's theory of human needs:

A) the most basic human need is the need for self_actualisation.
B) human needs are never truly fulfilled.
C) a need at any level only becomes activated when the next lower_level need has been satisfied.
D) the five human needs must all be satisfied before people can progress to self_actualisation.
E) human needs progress from stronger needs to weaker needs.

Question 28

McGregor believed that managers holding either Theory X or Theory Y assumptions could create situations in which employees acted as expected. This phenomenon is known as:

A) self-actualisation.
B) expectancy theory.
C) a self-fulfilling prophecy.
D) the Hawthorne effect.
E) Theory Z.

Question 29

Assume that an organisation has a clear division of labour, the duties and responsibilities of its employees are explicitly defined, it has standard rules and procedures, it has a hierarchy of authority, and its members are selected for technical competence. This is an example of:

A) a closed system.
B) an open system.
C) negative entropy.
D) scientific management.
E) a bureaucracy.

Question 30

__________ refer to the needs for security, protection, and stability in the events of daily life.

A) Self-actualisation needs
B) Social needs
C) Physiological needs
D) Esteem needs
E) Safety needs

Question 31

The Hawthorne Studies refer to __________ that was conducted at the Hawthorne Works of the Western Electric Company (predecessor to today's Lucent Technologies).

A) a research program on individual productivity
B) a research program on technology
C) a research program on management decision-making
D) an education program for fast-track managers
E) an intensive training program for workers

Question 32

Today's concerns for managerial ethics and corporate social responsibility were foreshadowed by the classical writings of __________ that businesses were services and that private profits should always be considered in relation to the public good.

A) Frederick Taylor
B) Henri Fayol
C) Mary Parker Follett
D) Lyndall Urwick
E) Max Weber

Question 33

__________ to management focus on developing universal principles for use in various management situations.

A) Behavioural approaches
B) Classical approaches
C) Quantitative approaches
D) Futuristic approaches
E) Modern approaches

Question 34

__________ showed that people's feelings, attitudes, and relationships with co-workers should be important to management.

A) The Hawthorne Studies
B) Max Weber
C) Henri Fayol
D) Scientific management
E) Frank and Lillian Gilbreth

Question 35

_________ concern the needs for love, affection and belongingness in one's relationships with other people.

A) Physiological needs
B) Social needs
C) Safety needs
D) Esteem needs
E) Self-actualisation needs

Question 36

__________ was based on the viewpoint that managers who used good human relations in the workplace would achieve productivity.

A) Modern relations
B) Human relations
C) Cultural relations
D) Scientific relations
E) Social relations

Question 37

Henri Fayol is noted for originating which of the following concepts?

A) All of the options listed
B) None of the options listed
C) The unity of command principle
D) The scalar chain principle
E) The unity of direction principle

Question 38

The __________ principle, as defined by Henri Fayol, states that there should be a clear and unbroken line of communication from top to bottom in the organisation's hierarchy of authority.

A) Hawthorne
B) communication control
C) unity of direction
D) unity of command
E) scalar chain

Question 39

A manager who allows his or her subordinates to participate in decision-making, who delegates authority to them, and who offers them greater job autonomy and job variety would be classified by Douglas McGregor as a __________ manager.

A) democratic
B) human relations
C) Theory Z
D) Theory X
E) Theory Y

Question 40

__________ create tensions that can influence a person's work attitudes and behaviours.

A) Obsessions
B) Needs
C) Desires
D) Whims
E) Compulsions

Question 41

Maslow's work in the area of human needs is important to which school of management thought?

A) Classical approach
B) Contingency theory
C) Human relations approach
D) Scientific management
E) Systems theory

Question 42

The study of individuals and groups in organisations is the management field known as:

A) Theory X and Theory Y.
B) organisational behaviour.
C) modern behavioural methods.
D) systems theory.
E) contingency theory.

Question 43

According to Maslow's theory, managers can improve worker performance and achieve productivity by:

A) facilitating need satisfaction.
B) eliminating wasted motion.
C) making a science of every job.
D) instituting a hierarchical chain of command.
E) listening to workers' complaints and acting on them.

Question 44

Modern management approaches maintain that people have multiple and varied needs, that their needs change over time, that they possess many talents and capabilities which can be developed, and that they:

A) respond best when treated as responsible, self-actualising adults regardless of the demands of the situation.
B) are very complex and must be managed strictly in all situations.
C) respond best in all situations to participatory management.
D) respond best when managers provide different managerial strategies and job opportunities to deal with the individual differences among workers.
E) respond best to Theory X management.

Question 45

Which of the following descriptions of management science applications is NOT accurate?

A) Linear programming is used to help allocate service personnel or workstations to minimise customer waiting time and service cost.
B) Network models break large tasks into smaller components to allow for better analysis, planning, and control of complex projects.
C) Simulation makes models of problems so different solutions under various assumptions can be tested.
D) Inventory modelling helps to establish how much to order and when to order.
E) Mathematical forecasting helps make future projections that are useful for planning.

Question 46

According to Douglas McGregor, managers should pay more attention to:

A) behaviour modification techniques.
B) social and self-actualisation needs.
C) social responsibility.
D) quantitative analysis.
E) motion studies.

Question 47

Quantitative approaches to management include all of the following characteristics EXCEPT:

A) a focus on costs, revenues, and return on investment.
B) the use of managerial rules of thumb that are based on personal experience and personal preferences.
C) a focus on decision making that has clear implications for management action.
D) the use of economic decision criteria.
E) the use of mathematical models that follow sophisticated rules and formulas.

Question 48

Which one of the following statements about bureaucracy is true?

A) Bill Gates bases the operations of Microsoft on Max Weber's theories of specialisation and division of labour.
B) The work of Max Weber influenced only European management thinkers.
C) Max Weber believed that a bureaucracy was the most rigid and apathetic form of organisation.
D) The work of Max Weber still has a major impact on the present trends and directions of management.
E) The work of Max Weber is too outdated to be used in the modern science of management.

Question 49

__________ to management focus on applying mathematical techniques for management problem-solving.

A) Behavioural approaches
B) Quantitative approaches
C) Classical approaches
D) Socioeconomic approaches
E) Modern approaches

Question 50

One major characteristic of modern management approaches is:

A) decision-making must be based solely on economic criteria.
B) people are social and self_actualising, but these characteristics have little impact on people's work behaviour.
C) people are totally rational.
D) Theory Y management leads to conflict and unhappiness.
E) no one model applies universally in all situations.

Question 51

According to the deficit principle of Maslow's theory of human needs:

A) people are always in need of something.
B) no matter what their condition in life, all people are looking for basic security.
C) people are not motivated by a satisfied need.
D) people have a variety of needs, or deficits, that they must satisfy at any given time.
E) each person has different needs.

Question 52

The Hawthorne Studies have been criticised for which of the following reasons?

A) The tendency of researchers to overgeneralise their findings
B) Weak empirical support for the conclusions drawn
C) Poor research design
D) None of the options listed
E) All of the options listed

Question 53

In using any quantitative approach to management, mathematical solutions to problems must be supported by:

A) extensive databases.
B) good managerial judgement and an appreciation of the human factor.
C) comprehensive computer networks.
D) all of the options listed.
E) none of the options listed.

Question 54

__________ include the needs for self-fulfilment, to grow and use abilities to the fullest and most creative extent.

A) Self-actualisation needs
B) Safety needs
C) Physiological needs
D) Social needs
E) Esteem needs

Question 55

Wendy is a manager in a not-for-profit organisation. She is interested in using Maslow's need hierarchy to guide her approach to managing the volunteers working for this not-for-profit organisation. In order to promote productivity, Wendy should:

A) create work environments that satisfy the needs of the volunteers.
B) ensure that the work is fulfilling for the volunteers.
C) create jobs that satisfy the needs of the volunteers.
D) all of the options listed.
E) none of the options listed.

Question 56

Red tape, slowness in handling problems, resistance to change, and employee apathy are disadvantages of which type of organisation?

A) Complex
B) Bureaucratic
C) Conservative
D) Administrative
E) Closed

Question 57

Which of the following statements accurately describe quantitative approaches to management?

A) Quantitative approaches are increasingly driven by computer technology.
B) Quantitative approaches are based on the assumption that mathematical techniques can be used to improve managerial problem solving.
C) Quantitative approaches to management developed about the same time as human resource approaches to management.
D) All of the options listed statements accurately describe quantitative approaches to management.
E) None of the options listed statements accurately describes quantitative approaches to management.

Question 58

The behavioural (or human resource) approach to management basically assumes that:

A) people are complex creatures.
B) management problems are best solved by qualitative rather than by quantitative analysis.
C) people are rational and responsive to economic incentives.
D) people at work will seek satisfying social relationships, respond to group pressures, and search for personal fulfilment.
E) environmental reinforcements determine people's behaviour.

Question 59

__________ and __________ are often used interchangeably to describe the scientific applications of mathematical techniques to management problems.

A) Systems theory; contingency theory.
B) Management research; operations management.
C) Modern management themes; computer technology.
D) Management science; operations research.
E) Management principles; operational principles.

Question 60

Which of the following statements about the Hawthorne Studies is incorrect?

A) The studies were started to determine the effect that different levels of lighting had on productivity.
B) In one study, workers' productivity increased as the level of illumination at their workstations was decreased.
C) The studies were started to identify the influence that 'social factors' had on productivity.
D) People would restrict output to avoid the displeasure of the group, even if it meant sacrificing pay.
E) The 'social setting' of the various experiments influenced the results of the studies.

Question 61

Which of the following are attributes of performance excellence, as identified by Peters and Waterman?

A) Knowing customer needs and valuing their satisfaction
B) Valuing human resources as keys to quality and performance
C) Minimising management levels and staff personnel
D) All of the options listed
E) None of the options listed

Question 62

A(n) __________ is a specific sequence of activities that transforms raw materials into a finished good or service.

A) transformational chain
B) value chain
C) materials requirement plan
D) distribution plan
E) activities system

Question 63

According to contingency theories:

A) the best management approach focuses on the economic realities of decision making
B) the best management approach takes all human factors into consideration
C) the best management approach is based on Theory Y assumptions
D) the best management approach employs formal mathematical models
E) there is no one best management approach

Question 64

All of the following are examples of subsystems in a typical organisation EXCEPT:

A) purchasing and inventory systems.
B) operations and service management systems.
C) trade associations.
D) marketing, sales, and distribution systems.
E) accounting and financial systems.

Question 65

Effective 21st century managers must do the 'right' things. Doing the 'right' things would include all of the following EXCEPT:

A) the things that exploit every possible situation within the limits of the law.
B) the things that make a real difference in competitive advantage
C) the things that add value to the organisations goods and/or services.
D) the things that make a real difference in performance results and competitive advantage.
E) the things that are ethical.

Question 66

The recognition that we live and work in a dynamic and constantly changing environment that puts unique and never-ending competitive pressures on organisations:

A) is unlikely to have much long-lasting impact on the way organisations operate.
B) has been brought to people's attention solely because of the revolution in information technology.
C) is one of the most important insights of accumulated management history.
D) all of the options listed.
E) none of the options listed.

Question 67

A manager is overheard to say: 'The best way to manage is to make sure that your response is appropriate to the demands and characteristics of the situation at hand.' His point of view is most closely associated with:

A) bureaucracy.
B) contingency thinking.
C) closed-systems thinking.
D) human relations thinking.
E) scientific management.

Question 68

__________ describes a management framework that incorporates a variety of insights from Japanese management models into North American management practices.

A) Theory X
B) Theory J
C) Theory Q
D) Theory Z
E) Theory Y

Question 69

Peters and Waterman's attributes of performance excellence include all of the following EXCEPT:

A) closeness of supervision.
B) autonomy and entrepreneurship.
C) productivity through people.
D) a bias toward action.
E) closeness to the customers.

Question 70

Which of the following statements accurately describe contingency thinking?

A) A structure that works for one organisation may not work well for another.
B) A management approach that works at one time may not work well at another time.
C) A management approach that works well in an uncertain environment will not necessarily work well in a stable environment.
D) All of the listed statements accurately describe contingency thinking.
E) None of the listed statements accurately describes contingency thinking.

Question 71

Managers in the 21st century must be capable of doing all of the following EXCEPT:

A) attracting highly motivated workers and inspiring their enthusiasm by creating high-performance climates where individuals and teams can do their best work.
B) sacrificing profitability goals for corporate social responsibility commitments.
C) recognising interconnections among nations, cultures and economies in the world community, and planning and acting with due consideration of them.
D) being comfortable with information technology, and understanding and using technological trends to the best advantage.
E) understanding the growing complexity of governmental regulations and the legal environment, and being able to relate them to the organisation's interests.

Question 72

Matching managerial responses to the problems and opportunities created by individual and environmental differences is the focus of:

A) contingency thinking.
B) quantitative management.
C) systems analysis.
D) hierarchical analysis.
E) human resources thinking.

Question 73

The environment is a critical element in the open_systems perspective on organisations because:

A) many potential customers are environmentalists.
B) the environment provides resources and feedback.
C) a responsible corporation must be concerned about the environment.
D) the environment is a source of entropy.
E) the environment is the most likely cause of imbalance in the organisation.

Question 74

Peters and Waterman's attributes of performance excellence include all of the following EXCEPT:

A) hands-on and value-driven.
B) simple form and lean staff.
C) simultaneous loose-tight properties.
D) sticking to the knitting.
E) strategic opportunities.

Question 75

A smaller component of a larger system is known as:

A) a contingent operation
B) a subsystem
C) a department
D) a team
E) a supersystem

Question 76

Which of the following accurately describes Peters and Waterman's attributes of performance excellence?

A) Supporting innovation, change, and risk taking
B) Focusing resources and attention on what the organisation does best
C) Having a clear sense of organisational purpose
D) All of the options listed
E) None of the options listed

Question 77

A __________ is a collection of interrelated parts that function together to achieve a common purpose.

A) contingency
B) mathematical model
C) quantitative structure
D) needs hierarchy
E) system

Question 78

According to systems thinking, the organisation is viewed as:

A) a clear division of labour with the duties and responsibilities of its employees being explicitly defined.
B) a system of standard rules and procedures and a clearly defined hierarchy of authority, where members are selected for technical competence.
C) a smaller component of a larger entity that operates to its own benefit.
D) highly efficient in the utilisation of resources.
E) a collection of interrelated parts that function together to achieve a common purpose.

Question 79

__________ and the new directions of __________ are important keys to personal and organisational performance.

A) Leadership; followership
B) Teamwork; innovative quality management
C) Learning leaders; team organisations
D) Leadership; teamwork
E) Leadership; learning organisations

Question 80

Pacific Rim Gasket and Seal Company manufactures a variety of rubber gaskets and seals for use in the automotive industry. In using a value chain philosophy, Pacific Rim Gasket and Seal would most likely do all of the following EXCEPT:

A) de-emphasise the role of product delivery to customers or clients.
B) focus on quality issues that relate directly to activities performed by the organisation.
C) build quality into all aspects of operations.
D) address quality issues that result from networks relationship with contractors.
E) expect the organisation's employees to stress quality in transforming raw materials into a finished good or service.