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d.
Closed system
e.
Weberian math
114. It is often difficult to make decisions about subsystems because they are _____.
a.
interdependent
b.
independent
c.
managed differently
d.
filled with employees
e.
organizationally based
115. After decades of being a manager, Jeffrey has learned that an organizational structure that is effective for one
company is likely to be ineffective for a different company. This knowledge reflects which current management
perspective?
a.
Systems thinking
b.
Contingency view
c.
Total quality management
d.
Benchmarking
e.
Scientific management view
116. _____ specifies a goal of no more than 3.4 defects per million parts.
a.
Benchmarking
b.
Total quality management
c.
Six sigma
d.
Balanced scorecard
e.
Jugaad
117. In _____, every situation is viewed as unique.
a.
a universalist view
b.
a contingency view
c.
a case view
d.
a scientific management view
e.
none of these
118. 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
119. A consultant who recommends the effectiveness of sensitivity training 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
120. Which of the following is often considered the "father of the quality movement?"
a.
Weber
b.
Gilbreth
c.
Follett
d.
Deming
e.
Gehrke
121. _____ 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
122. Elements of TQM include:
a.
employee detachment.
b.
focus on profits.
c.
benchmarking.
d.
accidental improvement.
e.
all of these.
123. _____ 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
124. 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.
125. 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
126. 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
127. Which of the following is identified as a recent trend that has staying power?
a.
Corporate takeovers
b.
Hedging
c.
Insourcing
d.
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.
128. 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.
129. 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.
130. From a systems 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.
131. 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.
132. A(n) _____ perspective provides a broader way of thinking, a way of searching for patterns and determining whether
they recur across time periods.
133. _____ refer to the aspects of a culture that guide and influence relationships among people.
134. _____ refer to the influence of political and legal institutions on people and organizations.
135. _____ pertain to the availability, production, and distribution of resources in a society.
136. 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 _____.
137. _____ is considered the "father of scientific management."
138. Weber's vision of organizations that would be managed on an impersonal, rational basis is called a(n) _____.
139. 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 _____.
140. According to Fayol, similar activities in an organization should be grouped together under one manager. This
administrative principle is known as _____.
141. 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) _____.
142. 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) _____.
143. Organizational development is one specific set of management techniques based in the _____ approach.
144. 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) _____.
145. _____ refers to the field of management that specializes in the physical production of goods or services.
146. The concept that the whole is greater than the sum of its parts is known as _____.
147. The _____ view of management is an integration of the case and universalist viewpoints.
148. 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 _____.
149. ______ refers to the sequence of suppliers and purchasers, covering all stages of processing from obtaining raw
materials to distributing finished goods to consumers.
150. _____ collect and manage large amounts of data about customers and make them available to employees, enabling
better decision making and superior customer service.
151. List three of the basic ideas of scientific management.
152. List the three assumptions associated with McGregor's Theory X.
153. Discuss the advantages and disadvantages of Taylor's Scientific Management.
154. 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.
155. Briefly describe what happened in the Hawthorne Studies and explain the results and conclusions of these studies.
156. 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?
157. Briefly describe systems theory, including synergy.
158. Discuss the differences between the case view, the universalist view, and the contingency view.
159.
Social media has become a state-of-the-art business leadership tool. Write a short essay that identifies some popular social
media platforms and expounds on how they can help managers balance production goals with employee needs.
160. The classical perspective emphasizes managing with a rational, scientific approach. The humanistic perspective
emphasizes understanding the behavior, needs, and attitudes of those involved in the work process. Isolate two main
characteristics of each approach and combine them to form your own hybrid management perspective.
161. Management science (or the quantitative perspective) uses mathematics, statistics, and computer technology for
complex problem solving, decision making, and record keeping. Define the three subsets of management science, and
evaluate the usefulness of this management technique in today's workplace, including at least one advantage and one
disadvantage
162.
Systems thinking is a management concept that considers all the interrelated parts of the system that function as a whole
and in common. Changes in any one part of the system affect the whole organization and, in fact, the whole is greater than
the sum of its parts. Write a short paragraph in which you explain how change in one part of a system (or organization or
product or community) can affect the whole system (or organization or product or community) either to its benefit or
detriment. List some contingencies that might influence a manager's decision making. Use your imagination In choosing
system that is “managed.”
163. The boss-less workplace is one modern management technique that strives to meet new management challenges and
address the needs of employees, customers, and the environment. There is no hierarchy in a boss-less workplace, and all
workers are created equal. What additional management technique must be practiced in order to facilitate a boss-less
workplace? In your judgment, is going "boss-less" a realistic approach to today's workplace?
