52. According to Chester Barnard, managers can gain workers’ willing cooperation by offering them
material incentives, nonmaterial incentives, and:
a.
equity
b.
job enrichment
c.
synergistic opportunities
d.
conflict mediators
e.
associational incentives
53. According to Chester Barnard, for many managerial requests or directives, there is a zone of
indifference. A zone of indifference:
a.
needs to be monitored to make sure it does not grow
b.
can create apathy
c.
requires few resources
d.
derives from the concept of personal space
e.
appears when the acceptance of managerial authority is automatic
54. In general, people will be indifferent to managerial directives or orders if they:
a.
are understood
b.
are consistent with the purpose of the organization
c.
can actually be carried out by those people
d.
are compatible with the people’s personal interests
e.
meet all of the above qualifications
55. Which of the following management theorist believed that workers ultimately grant managers their
authority?
a.
Chester Barnard
b.
Max Weber
c.
Mary Parker Follett
d.
Elton Mayo
e.
Frank and Lillian Gilbreth
56. The Navy’s Aircraft Wiring Support Equipment Commodity Program team developed the Aircraft
Wiring Information System. This comprehensive database allows the standardization of repair tooling,
specifications, and processes across all Navy and Marine Corps aircraft. The team’s standardization
efforts have reduced the proliferation of tools and support equipment and realized a total cost
avoidance of $15.9 million. This team combined:
a.
information and contingency management
b.
administrative and bureaucratic management
c.
scientific and information management
d.
information management and operations management
e.
operations management and scientific management
57. Milk directly from the cow must be separated and processed into cream, cheese, yogurt, and other
products. The dairy industry uses separation equipment to produce the various milk components. Tetra
Pak Inc. has 60 percent of the separator market in the world. Much of its success is due to the fact that
Tetra Pak relies heavily on parts standardization. Its separators have the same frame size, and each
utilizes many of the same components. Which of the following management theorists has a large part
in Tetra Pak’s success in the separation equipment industry?
a.
Eli Whitney
b.
Frank Gilbreth
c.
Mary Parker Follett
d.
Frederick Taylor
e.
Chester Barnard
58. When Doug Parker merged his ailing America West and the twice-bankrupt US Airways under the
name US Airways, one of his peers described him thusly, “Parker is not an operations guy with jet fuel
in his veins.” What is probably meant by this description?
a.
Parker is not concerned about managing the daily production of airline services.
b.
Parker believes that the situation dictates what management style to use.
c.
Parker is most concerned with the social aspects of work.
d.
Parker wants to locate and use the most efficient way to perform each task associated with
flying people to their destinations.
e.
Parker is more concerned about the subsystems of the airlines that the airline as a whole.
59. _____ management involves managing the daily production of goods and services.
a.
Operations
b.
Resource
c.
Systems
d.
Contingency
e.
Bureaucratic
60. Which of the following is NOT an example of a commonly used operations management tool?
a.
capacity planning
b.
linear programming
c.
scheduling systems
d.
target marketing
e.
Gantt charts
61. _____ is responsible for the fact that most products are manufactured using standardized,
interchangeable parts.
a.
Henri Fayol
b.
Eli Whitney
c.
Chester Barnard
d.
Frederick Taylor
e.
Elton Mayo
62. In general, _____ uses a quantitative approach to find ways to increase productivity, improve quality,
and manage or reduce costly inventories.
a.
administrative management
b.
management science
c.
information management
d.
communications management
e.
operations management
63. Today thanks to _____, Unverferth, a farm equipment manufacturer, was able to use computer-assisted
design in the development of its new 12-row subsoiler for cotton production.
a.
Henry Ford
b.
Henry Gantt
c.
Gaspard Monge
d.
Eli Whitney
e.
Pietro Beretta
64. What is the term used for the amount and number of raw materials, parts, and finished products that a
company has in its possession?
a.
supplies
b.
material resources
c.
distributed materials
d.
inventory
e.
physical resources
65. Which of the following statements about information management is true?
a.
It is a form of management that appeared with the introduction of computers.
b.
Two types of information technology are the cash register and the typewriter.
c.
Throughout history, organizations have been reticent to adopt new information
technologies.
d.
Businesses are not typically interested in information technologies that offer speed.
e.
All of these statements about information management are true.
66. A systems view of management allows managers to:
a.
deal with the complex environment in which their companies operate
b.
manage employee attendance
c.
communicate efficiently
d.
store and retrieve all types of information
e.
eliminate production bottlenecks
67. A(n) _____ is a set of interrelated elements or parts that function as a whole.
a.
synergistic graph
b.
dependency
c.
relationship
d.
organism
e.
system
68. All _____ can function without interacting with their environment.
a.
covert systems
b.
entropic systems
c.
closed systems
d.
synergistic subsystems
e.
open systems
69. Nearly all organizations should be viewed as ______ that interact with their environments and depend
on them for survival.
a.
covert systems
b.
open systems
c.
synergistic subsystems
d.
closed systems
e.
entropic subsystems
70. _____ occurs when 1 + 1 = 3.
a.
An open system
b.
Synergy
c.
Entropy
d.
Reciprocity
e.
A closed system
71. Synergy occurs when:
a.
workers deliberately slow down their pace or restrict their work outputs
b.
productivity increases as a result of workers’ belief that management really cares about
them
c.
two or more subsystems working together can produce more than they can working apart
d.
a system deteriorates
e.
a system of consciously coordinated activities or forces is created by an organization
72. Phillips-Van Heusen’s business is comprised of three major business groups: the Calvin Klein
division, the Dress Shirt Group, and the Sportswear Group. Because these groups operate as
interrelated elements of the whole company, they would be an example of a(n):
a.
synergistic graph
b.
dependency
c.
relationship
d.
organism
e.
system
73. Phillips-Van Heusen owns or licenses 19 of America’s most successful apparel and footwear brands.
Its multiple brands, multiple channels, and multiple price point strategies are designed to provide
stability should market trends such as the economy or consumer taste shift. In other words, the
company is responsive to its _____ environment.
a.
interrelated
b.
synergistic
c.
entropic
d.
general
e.
overt
74. Shortly after World War I, John M. Van Heusen created a comfortable, self-folding collar. Prior to the
invention, men wore collarless shirts with disposable collars either made of paper or a plastic-like
material. In 1919, a U.S. patent was granted for the collar. In 1921, Van Heusen introduced the
revolutionary new collar to the public with immediate and overwhelming success. This invention
would be part of the _____ environment for Van Heusen, the shirt manufacturer.
a.
covert
b.
interrelated
c.
specific
d.
overt
e.
centralized
75. Kraft Foods has created five global product divisions—beverages, snacks, cheese and dairy,
convenience meals, and grocery—and two marketing divisions—one for North America and the other
for everything else. According to the systems approach to management, these seven divisions are
examples of:
a.
work units
b.
functional systems
c.
entropic systems
d.
closed systems
e.
subsystems
76. Which of the following is an example of a closed system?
a.
an isolated ranch in Montana
b.
Buckingham Palace
c.
the Metropolitan Museum of Art
d.
United States Postal System
e.
none of the above
77. The Atlanta Hawks basketball team, Stanford University, the American Red Cross, and IBM are all
examples of:
a.
entropic systems
b.
open systems
c.
closed systems
d.
synergistic subsystems
e.
nonprofit organizations
78. Phillips-Van Heusen owns or licenses 19 of America’s most successful apparel and footwear brands.
Its multiple brands, multiple channels, and multiple price point strategies are designed to provide
stability should market trends such as the economy or consumer taste shift. In other words, if a
recessionary period occurs, the company can sell its Arrow and private-label brands in discount stores.
In the event of a prosperous economic time, the company can benefit from the sale of its Calvin Klein
and Kenneth Cole brands in specialty stores. In either economic scenario, the company can remain
profitable using the:
a.
principles of bureaucratic management
b.
contingency approach to management
c.
principles of administrative management
d.
systems approach to management
e.
human relations approach to management
79. Entropy:
a.
is the force that makes organizations interact with their environment
b.
is the inevitable and steady deterioration of a system
c.
determines the number of points at which organizations interact with external
environments
d.
is the method used to determine which management style is right for the situation
e.
creates graphic depictions of employee work schedules
80. Organizations operate in two kinds of complex environments. They are:
a.
covert and overt environments
b.
general and specific environments
c.
synergistic and entropic environments
d.
centralized and decentralized environments
e.
interrelated and intrarelated environments
81. Which of the following would be a part of an organization’s general environment?
a.
its customers
b.
the economy in which it operates
c.
its competitors
d.
its suppliers
e.
advocacy groups
82. Which of the following would be a part of an organization’s specific environment?
a.
the technology it uses to make its product
b.
new laws controlling its product’s exportation
c.
the economy in which it operates
d.
its competitors
e.
all of the above
83. Which of the following statements describes an advantage of the systems approach to management?
a.
It forces managers to be aware of how the environment affects specific parts of the
organization.
b.
It makes managers acutely aware that good internal management of the organization may
not be enough to ensure survival.
c.
It encourages managers to focus on better communication and cooperation within the
organization.
d.
It forces managers to view their organization as part of a whole.
e.
All of these describe an advantage of the systems approach to management.
84. Which of the following would be part of the general environment for Inchow Environments, Inc., a
manufacturer of fishing lures?
a.
fishermen
b.
other manufacturers of fishing lures
c.
advocacy groups that are opposed to hunting and fishing
d.
a dramatic increase in the number of retired people
e.
all of the above
85. Which of the following statements describes an advantage of the systems approach to management?
a.
It simplifies the management process by supporting the principle of unity of command.
b.
It allows managers to reward workers on the basis of their performance.
c.
It allows managers to move comfortably in and out of the various managerial roles.
d.
It forces managers to create coordinated communication.
e.
It forces managers to view their organization as part of a whole.
86. According to _____, the most effective management theory or idea depends on the kinds of problems
or situations that managers are facing at a particular time and place.
a.
scientific management
b.
the human relations approach
c.
administrative management
d.
the contingency approach
e.
bureaucratic management
87. Saturday, the manager of Tony’s Pizza had to deal with an employee with a hangover, a missing
server, and an unusually large number of customers. Monday was a slow day, and another employee
fell asleep behind the prep table. Both employees came to work not ready to work their hardest.
According to the _____, the manager should not be expected to have treated these two workers
identically.
a.
principles of bureaucratic management
b.
contingency approach to management
c.
principles of administrative management
d.
systems approach to management
e.
human relations approach to management
International Steel Group (ISG)
As the day shift supervisor at the steel plant, you summon the six college students who are working for
you this summer doing whatever you need done (sweeping up, sandblasting the inside of boilers that
are down for maintenance, running errands, etc.). You walk them across the plant to a field where the
company stores scrap metal “leftovers.” The area, about the size of a football field, is stacked with
organized piles of metal. You explain that everything they see has just been sold. Metal prices, which
have been depressed, have finally risen enough that the company can earn a small profit by selling its
scrap.
You point out that railroad tracks divide the field into parallel sectors, like the lines on a football
field, so that each stack of metal is no more than 15 feet from a track. Each stack contains 390 pieces
of metal. Each piece weighs 92 pounds and is about a yard long and just over 4 inches high and 4
inches wide. You tell the students that working as a team, they are to pick up each piece, walk up a
ramp to a railroad car, which will be positioned next to each stack, and then neatly position and stack
the metal for shipment. That’s right, you repeat, 92 pounds, walk up the ramp, and carry the metal onto
the rail car. Anticipating their questions, you explain that a forklift could be used only if the metal was
stored on wooden pallets (it isn’t), if the pallets could withstand the weight of the metal (they would be
crushed), and if you, as their supervisor, had forklifts and people trained to run them (you don’t). In
other words, the only way to get the metal into the rail cars is for the students to carry it.
Based on an old report from the last time the company sold some of the metal, you know that over
an eight-hour shift workers typically loaded about 30 to 31 pieces of metal parts per hour. At that pace,
though, it will take your six students six weeks to load all of the metal, and the purchasing manager
who sold it says it must be shipped in two weeks. So, without more workers (there’s a hiring freeze)
and without forklifts, all of the metal has to be loaded by hand by these six workers in two weeks.
88. Refer to ISG. What advice should the shift supervisor at the steel plant in charge of the six college
students take from the teachings of Frederick Taylor?
a.
Look at how the task assigned influences the organizational goals.
b.
Scientifically train, teach, and develop these employees to help them reach their full
potential.
c.
Use time and motion studies to create the most efficient work methodology.
d.
Rely on qualification-based hiring.
e.
Ask to be taught how to manage.
89. Refer to ISG. The shift supervisor needs to motivate the students to work much, much harder than they
have been all summer, and they’ve gotten used to the leisurely pace and job assignments. One of the
stated beliefs of _____ was that it was management’s responsibility to pay workers fairly for their
work, “a fair day’s pay for a fair day’s work.”
a.
Max Weber
b.
Elton Mayo
c.
Frederick Taylor
d.
Mary Parker Follett
e.
Frank Gilbreth
90. Refer to ISG. What advice should the shift supervisor, who is in charge of the six college students,
take from the teachings of Henri Fayol that is most likely to improve productivity?
a.
Eliminating bottlenecks is the key to job effectiveness.
b.
Coordination is the key to job effectiveness.
c.
Integrative conflict resolution is preferable to compromise or domination.
d.
The principle of division of work will get the job done more efficiently.
e.
Always follow the chain of command.
91. Refer to ISG. What advice should the shift supervisor at the steel plant in charge of the six college
students take from the teachings of Mary Parker Follett?
a.
Deal with the conflict the students may feel when asked to do the extra work.
b.
Use group dynamics to make the task easier.
c.
Rely on scheduling to eliminate bottlenecks.
d.
Soldiering is a disruptive practice.
e.
There is no one best way to handle this situation.
92. Refer to ISG. Which of the following approaches to management that have influenced how today’s
managers produce goods and services would be most applicable to the shift supervisor’s problem?
a.
contingency management
b.
systems management
c.
operations management
d.
administrative management
e.
information management
United Fruit
United Fruit once dominated business and politics in Central America. It was the first truly
multinational modern corporation. As well as harvesting the region’s bananas, the company also
wielded formidable influence over small nations, which were often ruled by corrupt dictators. United
Fruit began in the 1870s as a business sideline of Minor Cooper Keith, who was also building a
railway line in Costa Rica. Both ventures were successful, and by 1890, Keith owned vast banana
plantations, and demand in the United States for bananas outstripped supply. By the 1920’s was
growing bananas for the working classes in the U.S. and in Europe. United Fruit gained a reputation
for ruthlessness when crossed and acted to remove governments that did not comply with its wishes.
By the 1970s, United Fruit was no longer profitable and had lost its power.
93. Refer to United Fruit. A(n) _____ could have been used by United Fruit to determine planting,
harvesting, loading, and shipping priorities for ensuring that bananas were available to consumers
when and where they wanted to buy them.
a.
correlation study
b.
Gantt chart
c.
trend analysis
d.
entropic study
e.
bureaucratic analysis
94. Refer to United Fruit. United Fruit might have survived if it had realized that the most effective way to
run a company varies depending upon the problems faced and the situations in which problems occur.
That is, United Fruit might have survived if it had used:
a.
scientific management
b.
the human relations approach to management
c.
administrative management
d.
the contingency approach to management
e.
bureaucratic management
95. Refer to United Fruit. According to Max Weber, the goal of the bureaucratic management of United
Fruit would have been to:
a.
achieve its corporate goal in the most efficient way possible
b.
create sustainable nonfinancial motivation tools
c.
provide its managers with the tools needed to adapt to different situations
d.
create synergy within its departments
e.
provide its managers with the training they need to assume various managerial roles
96. Refer to United Fruit. _____ would have agreed with the leaders of United Fruit that the success of
their company was based much more heavily on their administrative ability rather than on their
technical ability.
a.
Henri Fayol
b.
Eli Whitney
c.
Chester Barnard
d.
Frederick Taylor
e.
Elton Mayo
97. Refer to United Fruit. Which management theorist would most likely have described United Fruit’s
approach to dealing with the conflicts it experienced with Central American governments as one of
domination?
a.
Henri Fayol
b.
Lillian Gilbreth
c.
Henry Gantt
d.
Mary Parker Follett
e.
Frederick Taylor
98. Refer to United Fruit. It is clear from the description that United Fruit operated a(n):
a.
open system
b.
entropy
c.
controlled system
d.
scientifically managed system
e.
closed system
99. Refer to United Fruit. There are over 300 different varieties of bananas. Initially, United Fruit decided
to concentrate its efforts on producing the Big Mike variety of bananas. This plan worked well until it
was discovered that when mass produced, this variety of bananas is susceptible to pathogenic diseases.
The problems associated with finding a healthy replacement banana variety indicate how elements in
its _____ environment influenced United Fruit.
a.
overt
b.
general
c.
centralized
d.
controlled
e.
specific
100. Refer to United Fruit. Because United Fruit was unable to change how it interacted with its
organizational environments, _____ was predictable.
a.
synergy
b.
malfeasance
c.
entropy
d.
product deletion
e.
roadblocking
SHORT ANSWER
1. How did the Industrial Revolution change jobs and organizations?
2. Describe how managers approached management before the development of scientific management.
3. List the four principles of scientific management.
4. What role did Frank and Lillian Gilbreth play in rehabilitating and employing disabled soldiers as they
returned from World War I?
5. Identify the limitations of bureaucratic management.
6. What did Henri Fayol mean when he argued that “the success of an enterprise generally depends much
more on the administrative ability of its leaders than on their technical ability”?
ANS:
7. What principles did the Hawthorne Studies demonstrate to be true?
8. When will people generally be indifferent to managerial directives or orders?
9. Differentiate between closed systems and open systems.
ESSAY
1. Discuss Mary Parker Follett’s methods of dealing with conflict. Which did she say about the value of
each method?
2. What did the Hawthorne Studies prove about groups? What kind of experiment can you create to
prove that Mayo’s results are true?
3. What advantages does the systems approach to management offer that other approaches do not?
4. How is your ability to be a manager influenced by acceptance of the contingency approach to
management as the most effective way to manage?
ANS:
