Chapter 2: History of Management
TRUE/FALSE
1. Management ideas and practices have actually been used from the earliest times of recorded history.
2. For most of humankind’s history, people have commuted to work.
3. After the Industrial Revolution, jobs mostly occurred in large, formal organizations where hundreds of
people worked under one roof.
4. Frederick Taylor was the father of systems management.
5. One of Taylor’s scientific management principles concerned how workers should be selected.
6. According to the principles of scientific management, work and the responsibility for the work should
be divided equally between workers and management.
7. K-M-S Industries in Ohio specializes in making one-of-a-kind precision parts for performance racing,
energy, transportation, and aerospace applications. The company’s high degree of specialization is
consistent with the beliefs supported by Chester Barnard.
8. Frank and Lillian Gilbreth studied the psychology of groups.
9. A time study allows each task or job to be broken down into separate motions. Once this is done, then
unnecessary or repetitive motions can be eliminated.
10. The FAA has conducted time studies to determine how long an airline pilot should fly an airplane
before needing rest. The value of time studies, such as these, was proven by Lillian and Frank
Gilbreth.
11. A Gantt chart can be used to track informal communication paths.
12. Utilities companies can use Gantt charts to schedule and route emergency crews and trucks as needed
at weather disaster sites.
13. Weber’s concept of bureaucratic management supported qualification-based hiring and merit-based
promotion.
14. According to Weber’s bureaucratic management, people should lead by virtue of their rational-legal
authority.
15. A strong distaste for favoritism was partly responsible for Henri Fayol’s development of
administrative management.
16. According to bureaucratic management principles, those higher in the chain of command do not have
the right to give commands, take action, and make decisions concerning activities occurring anywhere
below them in the chain.
17. One of the limitations of bureaucratic management is the resistance of bureaucracies to change.
18. Henri Fayol classified management functions into five categories.
19. According to Fayol’s 14 principles of management, esprit de corps is a source of major organizational
conflict.
2.5.
20. Human relations management focused on managers’ roles and authority.
21. Mary Parker Follett believed that managers could deal with conflict through accommodation,
mediation, and coercion.
22. The point of integrative conflict resolution is to have both parties indicate their preferences and then
work together to find an alternative that meets the needs of both.
23. Unlike other managers at the time, Mary Parker Follett believed that conflict could be beneficial.
24. Elton Mayo was one of the first researchers to focus on studying human relations management.
25. The Hawthorne Studies proved that financial incentives weren’t necessarily the most important
motivator for workers.
26. Chester Barnard argued that managers can gain others’ cooperation by completing three executive
functions. They are securing essential services from individuals, formulating an organization’s purpose
and objectives, and providing a system of communication.
27. According to Chester Barnard, for many managerial requests or directives, there is a zone of
indifference in which managers don’t really care if the request is met or the directive is performed.
28. Technological management involves managing the daily production of goods and services.
29. One of the most commonly used operations management tools is cognitive mapping to better
understand the psychology of the workers.
30. Today because of Eli Whitney’s ideas for increasing production in a gun-manufacturing operation,
most products are manufactured using standardized, interchangeable parts.
31. Systems management is involved with inventory maintenance while operations management is
concerned with inventory transportation.
32. A systems approach to management encourages managers to view each division as a separate, vital
organism.
33. According to the systems approach to management, an open system can function without interacting
with its environment.
34. One of the advantages of a systems view of management is that it forces managers to be aware of how
the environment affects specific parts of the organization.
35. The contingency approach to management holds that there is not one best way to manage an
organization.
36. According to the contingency approach to management, a manager may deal differently with employee
dissatisfaction depending upon various situation variables.
MULTIPLE CHOICE
1. Which of the following statements about the origins of management is true?
a.
Job enrichment was developed during the last half of the twentieth century.
b.
Management as a field of study is only about 125 years old.
c.
Information management appeared with the first computers.
d.
The use of management functions would have made the building of the Egyptian pyramids
more efficient.
e.
All of the above statements about the origin of management are true.
2. How did the Industrial Revolution change jobs and organizations?
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.
3. Prior to the introduction of _____, five workers given an identical task might use five different
methods to perform the task with some methods being significantly more efficient than others.
a.
contingency management
b.
scientific management
c.
bureaucratic management
d.
information management
e.
systems management
4. _____ occurs when workers deliberately slow down their pace or restrict their work outputs.
a.
Job loitering
b.
Chugging
c.
Roadblocking
d.
Lagging
e.
Soldiering
5. Frederick Taylor is famous for:
a.
developing time and motion studies
b.
first defining the functions of managers
c.
developing the 14 principles of management
d.
creating the principles of scientific management
e.
doing all of these
6. The goal of scientific management was to:
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
7. Which of the following is NOT one of the principles of scientific management?
a.
Use group dynamics to ensure organizational goals are met.
b.
Give employees rest breaks throughout the day
c.
Find the one best way for doing each task.
d.
Divide the work and the responsibility equally between management and workers.
e.
Scientifically select, train, teach, and develop workers to help them reach their potential.
8. Frank and Lillian Gilbreth are important to management because they:
a.
used motion studies to eliminate unnecessary or repetitive motions from the work process
b.
proved the effectiveness of nonfinancial motivators in convincing workers to strive for
organizational goals
c.
realized how the principles of sociology applied to worker performance
d.
viewed the organization as a system that influenced its environment and that was
influenced by its environment
e.
identified the four functions managers perform
9. During World War I, battlefield surgery was crude. Which of the following management theorists
would most likely have used their understanding of how work is done to help surgeons eliminate
unnecessary motions, operate more efficiently, and save more lives by closely studying how surgeries
were performed?
a.
Henri Fayol
b.
Chester Barnard
c.
Mary Parker Follett
d.
Frederick Taylor
e.
Frank Gilbreth
10. Which management theorist said, “The greatest waste in the world comes from needless, ill-directed,
and ineffective motions”?
a.
Frederick Taylor
b.
Frank Gilbreth
c.
Elton Mayo
d.
Henri Fayol
e.
Chester Barnard
11. A contractor was feeling defeated because the job he was working on was so far behind schedule. As
he looked at the job site, he saw one worker moving bricks by carrying two at a time from where they
were unloaded to where they were needed. He saw another climbing up a ladder with a few shingles,
climbing back down to get more, and then repeating the process. _____ could be used to determine
how the workers could perform their tasks more efficiently.
a.
Time and motion studies
b.
Resource assessments
c.
Workload analyses
d.
Systems analyses
e.
Cost-benefit analyses
12. Frank and Lillian Gilbreth played a critical role in:
a.
learning how group dynamics influence work efficiency
b.
reducing employee turnover
c.
the passage of the Americans with Disabilities Act
d.
the rehabilitation and employment of disabled workers
e.
the identification of the various roles leaders play within the organization
13. The Gantt chart:
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
14. In which of the following situations would a Gantt chart be appropriate to use?
a.
building a bridge
b.
installing a local area network for a computer system
c.
rebuilding a community destroyed by a hurricane
d.
planning a Mardi Gras parade
e.
all of these
15. Which of the following management theorists created a task and bonus system that did not punish
workers for not achieving higher levels of production?
a.
Henri Fayol
b.
Lillian Gilbreth
c.
Henry Gantt
d.
Mary Parker Follett
e.
Frederick Taylor
16. At about the same time as management theorists were developing scientific management principles in
the United States, Max Weber was in Europe developing:
a.
human relations management
b.
group dynamics theory
c.
systems management
d.
contingency management
e.
bureaucratic management
17. As a surgical nurse, Mariah Hopkins has been instructed by the operating room administrators to use a
special, expensive type of gauze only to pack deep wounds. Several of the surgeons for whom she
works have demanded that she give them the gauze to use during surgeries because of its absorbency.
The surgeons do not feel they have to abide by the rules that govern the behavior of other hospital
employees. Hopkins is miserable because of the conflicting demands she receives. Whose
management theories most specifically dealt with the issues described in this scenario?
a.
Henri Fayol
b.
Max Weber
c.
Frank Gilbreth
d.
Elton Mayo
e.
Mary Parker Follett
18. According to Weber, a bureaucracy:
a.
should be based on the theory of behavioral reinforcement
b.
allows political connections to determine an individual’s power base within organizations
c.
is the exercise of control on the basis of knowledge, expertise, or experience
d.
is the exercise of control by virtue of family connections
e.
relies on scheduled, periodic corrective actions to operate at its most efficient
19. Which of the following statements about division of labor is true?
a.
Division of labor is a factor in bureaucratic management.
b.
By using division of labor, managers can assign the best qualified people to perform tasks.
c.
Division of labor is designed to improve both effectiveness and efficiency.
d.
One of the reasons division of labor works is because authority is vested in the position,
not in the people.
e.
All of the above statements about division of labor are true.
20. As defined by Weber, the goal of bureaucracy is to:
a.
achieve an organization’s goal in the most efficient way possible
b.
create sustainable nonfinancial motivation tools
c.
provide managers with the tools needed to adapt to different situations
d.
create synergy within the organization’s departments
e.
provide managers with the general tools they need to assume the various managerial roles
21. Which of the following is NOT associated with Max Weber’s bureaucratic management?
a.
merit-based promotion
b.
span of management
c.
division of labor
d.
chain of command
e.
qualification-based hiring
22. One limitation of bureaucratically managed companies is:
a.
the continued adherence to the goal of personal gain
b.
synergy
c.
an ever-changing organizational culture
d.
reliance on favoritism
e.
their strong resistance to change
23. _____ is best known for developing the five functions of managers and the 14 principles of
management.
a.
Henri Fayol
b.
Max Weber
c.
Frank Gilbreth
d.
Elton Mayo
e.
Mary Parker Follett
24. Which of the following activities indicate the described company adheres to at least one of the
management theories supported by Henri Fayol?
a.
The company uses time and motion studies to increase production efficiency.
b.
The company relies on teamwork to get the job done better.
c.
The company sends all of its managers to school to learn how to manage.
d.
The company uses nonmaterial and material incentives to get workers to cooperate with
each other.
e.
The company’s managerial hierarchy operates as if there is not one best way to manage a
company.
25. Which of the following management theorists used his own personal experiences as a CEO to create
his theory of management?
a.
Elton Mayo
b.
Frederick Taylor
c.
Henri Fayol
d.
Max Weber
e.
Frank Gilbreth
26. Henri Fayol is responsible for developing _____ management.
a.
bureaucratic
b.
administrative
c.
operations
d.
contingency
e.
human relations
27. Which management theorist said, “The success of an enterprise generally depends much more on the
administrative ability of its leaders than on their technical ability”?
a.
Henri Fayol
b.
Mary Parker Follett
c.
Max Weber
d.
Chester Barnard
e.
Lillian Gilbreth
28. According to Henri Fayol’s 14 principles of management, _____ requires that each employee should
report to and receive orders from just one boss.
a.
unity of direction
b.
centralization
c.
vertical authority
d.
span of management
e.
unity of command
29. Tim Smit is a social entrepreneur and is involved in revitalizing the economy in Cornwall, a region of
England. Tim Smit wants to like the people he works with. So, applicants for most jobs are asked to
perform in front of him and the team interviewing them—ten minutes of music, dance, juggling, or
story-telling. Tim Smit says the interview process takes two days, and most job applicants are
interviewed by the people who will work under them, as well as alongside them. Smit is most likely to
relate best to the principles of:
a.
administrative management
b.
operational management
c.
human relations management
d.
bureaucracy
e.
strategic management
30. The _____ approach to management focuses on the psychological and social aspects of work.
a.
employee
b.
human relations
c.
reinforcement theory
d.
systems
e.
operations
31. According to human relations management:
a.
success follows from strict adherence to the chain of command principle
b.
effective managers must be able to perform all four managerial functions simultaneously
c.
success depends on treating workers well
d.
efficiency equals organizational success
e.
people are simply extensions of the machines they operate
32. Which of the following management theorists helped develop human relations management?
a.
Max Weber
b.
Mary Parker Follett
c.
Henri Fayol
d.
Frederick Taylor
e.
Henry Gantt
33. The Joint Committee on the Accreditation of Healthcare Organizations (CAHO) has determined that
the highest level of teamwork (85 percent) was attributed to certified RN anesthetists, closely followed
by general surgical nurses (83.5 percent). Anesthesiologists rated third in teamwork at 79 percent.
Surgeons exhibited the lowest level of teamwork at 65 percent. It is the belief of the CAHO that
coordination of the surgical team is essential to surgical success rates. The management theories of
_____ would be most helpful in achieving better working relationships among surgical team members.
a.
Henri Fayol
b.
Chester Barnard
c.
Mary Parker Follett
d.
Frederick Taylor
e.
Frank Gilbreth
34. When Doug Parker merged the ailing America West and the twice-bankrupt US Airways, the pilots
and mechanics of the two airlines rebelled at his efforts to combine the two workforces. According to
Mary Parker Follett, Parker could have used _____ to settle the conflict.
a.
integrative conflict resolution
b.
conflict benchmarking
c.
dialectical benchmarking
d.
conflict domination
e.
conflict coordination
35. According to Mary Parker Follett, _____ is an approach to dealing with conflict in which one party
deals with the conflict by satisfying its desires and objectives at the expense of the other party’s desires
and objectives.
a.
resolution
b.
integration
c.
domination
d.
coercion
e.
negotiation
36. According to Mary Parker Follett, _____ is used to settle or reduce conflict when each of the parties
involved give up some of what they want.
a.
reallocation
b.
mediation
c.
arbitration
d.
negotiation
e.
compromise
37. In a departure from mainstream management thinking, Mary Parker Follett believed:
a.
rules and procedures should be applied without favoritism
b.
group dynamics produces positive peer pressure
c.
conflict could be beneficial
d.
work specialization was the key to efficiency
e.
pay should be performance-based
38. Mary Parker Follett believed managers could deal with conflict in three ways. They are:
a.
domination, compromise, and integration
b.
accommodation, mediation, and coercion
c.
coercion, mediation, and integration
d.
administration, coercion, and negotiation
e.
facilitation, mediation, and coercion
39. According to Mary Parker Follett, _____ is the easiest way to deal with conflict for the moment, but it
is not usually successful in the long run.
a.
coercion
b.
domination
c.
mediation
d.
arbitration
e.
compromise
40. With integrative conflict resolution:
a.
a third party’s decision settles the conflict
b.
both parties work together to create an alternative solution that includes shared preferences
and integrates interests
c.
both parties involved agree to give up something
d.
both parties in the conflict are coerced into accepting a less-than-optimal solution
e.
peer pressure determines the settlement of the conflict
41. According to Mary Parker Follett:
a.
most things that occur in organizations are interrelated
b.
coordination is a continuing process
c.
conflict can be beneficial
d.
integration is the most effective approach to conflict resolution
e.
all of these are true
42. _________was the management theorist who said, “As conflict is here in this world, as we cannot
avoid it, we should, I think, use it to work for us. Instead of condemning it, we should set it to work for
us.”
a.
Frederick Taylor
b.
Henri Fayol
c.
Lillian Gilbreth
d.
Henry Gantt
e.
Mary Parker Follett
43. Which management theorist is best known for his/her role in the Hawthorne Studies?
a.
Elton Mayo
b.
Chester Barnard
c.
Mary Parker Follett
d.
Henry Gantt
e.
Frank Gilbreth
44. In 1913, the federal government created the _____ “to foster, promote, and develop the welfare of
working people, to improve their working conditions, and to enhance their opportunities for profitable
employment.”
a.
National Workers’ Aid Bureau
b.
U.S. Department of Human Resources
c.
U.S. Department of Labor
d.
National Labor Relations Board
e.
Bureau of Labor Relations
45. The Wagner Act of 1935:
a.
created a mediation board to handle labor disputes
b.
established the U.S. Department of Labor
c.
gave workers the right to form unions and engage in collective bargaining
d.
prohibited the use of favoritism in hiring practices
e.
banned rate busting
46. The Hawthorne Studies showed how __________ can influence work group performance, for better or
worse.
a.
organizational codes of ethics
b.
group norms and group behaviors
c.
realistic work quotas
d.
important work
e.
merit-based promotion
47. During the Bank Wiring Room phase of his Hawthorne Studies, Elton Mayo witnessed behavior
reminiscent of the _____ Frederick Taylor observed.
a.
lagging behavior
b.
group dissonance
c.
positive effects of employee empowerment
d.
rate busting
e.
soldiering
48. Which management theorist provided managers with a better understanding of the effect group social
interactions and employee satisfaction have on individual and group performance?
a.
Elton Mayo
b.
Chester Barnard
c.
Henri Fayol
d.
Max Weber
e.
Frederick Taylor
49. Chester Barnard defined a(n) _____ as “a system of consciously coordinated activities or forces of two
or more persons.”
a.
bureaucracy
b.
department
c.
work unit
d.
organization
e.
administration
50. According to Chester Barnard, which of the following is an example of an organization?
a.
the four authors who co-authored a principles of management textbook
b.
a basketball team
c.
the crew working on the construction of a new church
d.
AT&T
e.
all of the above
51. Chester Barnard argued that managers can gain others’ cooperation by completing three executive
functions. They are securing essential services from individuals, formulating an organization’s
purpose and objectives, and:
a.
monitoring the environment
b.
handling conflict
c.
making sure workers know what is expected of them
d.
creating an equitable motivational system
e.
providing a system of communication