228. In order to determine how to deal with a problem employee, Sharon evaluated the employee, the problem, and the
context in which the problem occurred. She is applying which of the following perspectives?
a. Participative view
b. Universalist view
c. Autonomy view
d. Contingency view
e. Humanist view
229. A consultant who recommends a praticular problem-solving model to every organization he serves is violating the
basics of which of the following perspectives?
a. Efficiency perspective
b. Universalist perspective
c. Contingency perspective
d. Scientific management perspective
e. Quantitative perspective
230. Which of the following is often considered the “father of the quality movement?”
a. Weber
b. Gilbreth
c. Follett
d. Deming
e. Gehrke
231. focuses on managing the whole organization to deliver quality to customers.
a. Bureaucracy
b. Theory Z
c. Management-by–objective
d. Total quality management
e. Organization-customer relationship
232. Elements of TQM include:
a. employee detachment.
b. focus on profits.
c. benchmarking.
d. accidental improvement.
e. all of these.
233. is a process whereby companies find out how others do something better than they do and then try to
imitate or improve on it.
a. TQM
b. Continuous improvement
c. Benchmarking
d. Empowerment
e. MBO
234. The implementation of small incremental improvements in all areas of the organization on an ongoing basis is
referred to as:
a. benchmarking.
b. empowerment.
c. systems theory.
d. contingency perspective.
e. continuous improvement.
235. Which of the following refers to managing the sequence of suppliers and purchasers, covering all stages of
processing from obtaining raw materials to distributing finished goods to consumers?
a. E-commerce
b. E-business
c. Supply chain management
d. Knowledge management
e. Customer relationship management
236. Which of the following uses the latest information technology to keep in close touch with customers and to collect
and manage large amounts of customer data?
a. Supply Chain Management
b. Learning Organizations
c. Scientific Management
d. Customer Relationship Management
e. The Humanistic Approach
237. Which of the following is identified as a recent trend that has staying power?
a. Corporate takeovers
b. Hedging
c. Insourcing
d. Customer relationship management
e. Task management
Scenario – Britney Marr
The opportunity to gain a foothold in the snack cracker industry had just been found. Britney Marr, an account
executive manager for Baked Wheat Industries had developed an interest in wheat crackers two months ago when
one of her newly hired account execs, Amy Bender, had convinced her about the high margins and promising future
associated with that market. Marr had always believed that if you do your homework in hiring the best people then
it only makes sense to listen to their recommendations and implement their suggestions.
Marr had given her approval to Bender to explore opportunities to move into this promising new market. This
morning, Bender had reported that the Jackson Corporation had severed its contract with Feel Good Crackers
Incorporated. Apparently, the Feel Good salesman had shared sensitive information about Jackson at a cocktail
party. Bender had already established a good relationship with Feel Good buyers and so recognized this as an
opportunity to expand her market into wheat crackers.
238. Marr’s behavior provides an example of:
a. the use of scalar rope.
b. division of organization.
c. the principle of inversion.
d. unity of direction.
e. all of these.
239. Marr’s management style reflects a belief in:
a. theory Y.
b. developing her employees through control.
c. grieving theory.
d. all of these.
e. none of these.
240. From a System’s theory perspective:
a. Marr should increase teamwork, leading to more entropy.
b. Marr should listen to and reward her people well to increase synergy.
c. the Jackson account was lost because Feel Good was too closed to its environment.
d. all of these.
e. none of these.
241. Contingency theory recommends:
a. Marr should manage all of her employees the way she manages Bender.
b. the goal of every manager should be high return on investment, so Marr should expand her
market only if it increases ROI.
c. Bender should focus on her expertise, recognizing the potential risk of failure with a new
market.
d. all of these.
e. none of these.
242. A management perspective that emerged during the nineteenth and early twentieth centuries that emphasized a
rational, scientific approach to the study of management and sought to make organizations efficient operating
machines is called .
243. is considered the “father of scientific management.”
244. Weber’s vision of organizations that would be managed on an impersonal, rational basis is called a(n) .
245. A subfield of the classical management perspective that focused on the total organization rather than the individual
worker, delineating the management functions of planning, organizing, commanding, coordinating, and controlling is
called .
246. According to Fayol, similar activities in an organization should be grouped together under one manager. This
administrative principle is known as .
247. A management perspective that emerged around the late nineteenth century that emphasized understanding human
behavior, needs, and attitudes in the workplace is referred to as a(n) .
248. A management perspective that suggests jobs should be designed to meet higher-level needs by allowing workers to
use their full potential is called a(n) .
249. Organizational development is one specific set of management techniques based in the approach.
250. 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) .
251. refers to the field of management that specializes in the physical production of goods or services.
252. The concept that the whole is greater than the sum of its parts is known as .
253. The view of management is an integration of the case and universalist viewpoints.
254. The process by which companies find out how others do something better than they do and then try to copy and/or
improve it is known as .
255. refers to the sequence of suppliers and purchasers, covering all stages of processing from obtaining raw
materials to distributing finished goods to consumers.
256. collect and manage large amounts of data about customers and make them available to employees, enabling
better decision making and superior customer service.
257. List three of the basic ideas of scientific management.
258. List the three assumptions associated with McGregor’s Theory X.
259. Discuss the advantages and disadvantages of Taylor’s Scientific Management.
260. 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.
261. Briefly describe what happened in the Hawthorne Studies and explain the results and conclusions of these studies.
262. Describe the assumptions behind McGregor’s Theory X and Theory Y. How do the theories relate to the classical
perspective on management and early human relations ideas?
263. Briefly describe systems theory, including synergy.
264. Discuss the differences between the case view, the universalist view, and the contingency view.