Chapter 2—The Evolution of Management Thinking
TRUE/FALSE
1. A historical perspective provides a narrower way of thinking, a way of searching for patterns and
determining whether they recur across time periods.
2. Social forces refer to those aspects of a culture that guide and influence relationships among people.
3. Political forces are aspects of a culture that guide and influence relationships among people.
4. Economic forces pertain to the availability, production, and distribution of resources in a society.
5. The early study of management as we know it today began with what is now called the
technology-driven workplace.
6. The classical perspective on management emerged during the 1800’s.
7. The humanistic perspective contains three subfields: scientific management, bureaucratic
organizations, and administrative principles.
8. Frederick W. Taylor developed Systems Thinking and emphasized the fourteen principles of
management that should guide managerial behavior.
9. Scientific management evolved with the use of precise procedures in place of tradition and rules of
thumb.
10. A criticism of human relations management is that it ignores the social context and workers’ needs.
11. One of the criticisms of scientific management is it did not acknowledge variance among individuals.
12. Standardization of work and wage incentives are characteristics of behavioral science.
13. Scientific management developed a standard method for performing each job.
14. With clear definitions of authority and responsibility, division of labor is one of the six characteristics
of the Weberian bureaucracy.
15. Administrative acts and decisions recorded in writing is one of the six characteristics of the Weberian
bureaucracy.
16. Fayol’s unity of command principle emphasizes that each subordinate receives orders from one, and
only one superior.
17. Unity of direction principle proposes that similar activities in an organization should be grouped
together under one manager.
18. The scalar chain is a hypothetical chain that provides horizontal links between unionized workers in
different departments in an organization.
19. Scientific management focuses on employee competence, whereas administrative principles focus on
the total organization.
20. Follett and Barnard were early advocates of a more humanistic perspective on management that
emphasized the importance of understanding human behavior, needs, and attitudes in the workplace as
well as social interactions and group processes.
21. Mary Parker Follett’s approach to leadership stressed the importance of engineering techniques rather
than people.
22. A social group within an organization is part of the informal organization.
23. The Hawthorne studies resulted in the movement towards scientific management.
24. The Hawthorne studies led to the early conclusion that positive human relations can lead to
significantly higher performance.
25. The human relations movement is also referred to as the dairy farm view of management, meaning that
contented cows give more milk, and satisfied workers will give more work.
26. Theory Y proposes that organizations can take advantage of the imagination and intellect of all of their
employees.
27. According to Douglas McGregor, Theory X and Theory Y provide two opposing views of workers,
where Theory X recognizes that workers enjoy achievement and responsibility, while Theory Y
recognizes that workers will avoid work whenever possible.
28. An assumption of Theory Y is that the average human being has an inherent dislike of work and will
avoid it if possible.
29. The Systems Thinking approach develops theories about human behavior based on scientific methods
and study.
30. Organization development is a specific set of management techniques based in the behavioral science
approach.
31. The scientific management perspective refers to the management thinking and practice that emphasizes
satisfaction of employees’ basic needs as the key to increased worker productivity.
32. The management science approach uses qualitative data in management decision making.
33. The field of management that specializes in the physical production of goods or services refers to
operations management.
34. Information technology is the most recent subfield of the quantitative perspective.
35. The term “quants” refers to financial managers and others who base their decisions on complex
quantitative analysis, under assumption that using advanced mathematics and technology can
accurately predict how the market works.
36. Contingency thinking is the ability to see both the distinct elements of a system or situation and the
complex and changing interaction among those elements.
37. When the shop foreman receives and rewards valuable suggestions from its workers, and this leads to
continual improvement of production, synergy has occurred.
38. Discerning circles of causality is an important element of systems thinking.
39. Contingency theory suggests that managers are more successful if they learn the best way to manage
and motivate their employees, and then apply this knowledge in a universally consistent way.
40. A contingency view argues that there is one best way to manage an organization.
41. The inherent focus of TQM is on managing the total organization to deliver quality to the customer.
42. Although developed by a Japanese business manager, the quality movement is strongly associated with
American companies.
43. Benchmarking involves finding out what the customer wants.
44. A process whereby companies find out how others do something better than they do and then try to
imitate or improve on it refers to outsourcing.
45. The implementation of small, incremental improvements in all areas of the organization on an ongoing
basis refers to continuous improvement.
46. Six Sigma refers to an innovation mindset, used widely by Indian companies, that strives to meet
customers’ immediate needs quickly and inexpensively.
47. Supply chain management refers to the sequence of suppliers and purchasers, covering all stages of
processing from obtaining raw materials to distributing finished goods to consumers.
48. Customer relationship management systems collect and manage large amounts of data about customers
and make them available to employees.
49. A supply chain is a network of multiple businesses and individuals that are connected through the flow
of products or services.
MULTIPLE CHOICE
1. An innovation mindset that strives to meet customers’ immediate needs quickly and inexpensively is
referred to as:
a.
kaizen.
b.
just-in-time control.
c.
total quality management.
d.
jugaad.
e.
XY Theory.
2. _____ forces refer to those aspects of a culture that guide and influence relationships among people.
a.
Social
b.
Political
c.
Economic
d.
Technological
e.
Legal
3. Which of these forces comprises unwritten, common rules and perceptions about relationships?
a.
Economic forces
b.
Political forces
c.
Social forces
d.
Legal forces
e.
Personal forces
4. Jessica is a recent college graduate who is seeking a job that includes telecommuting, shared jobs,
flextime, and organization-sponsored sabbaticals. Based on this information, Jessica most likely
belongs to which demographic group?
a.
Baby Boomer
b.
Generation X
c.
Generation Y
d.
Generation Z
e.
Tweener
5. Which of these forces pertain to the availability, production, and distribution of resources in a society?
a.
Social
b.
Political
c.
Economic
d.
Technological
e.
Legal
6. _____ is the most current management perspective.
a.
Total quality management
b.
Contingency views
c.
Systems theory
d.
Open (collaborative) innovation
e.
Classical perspective
7. The nineteenth and early twentieth centuries saw the development of which management perspective?
a.
The human relations movement
b.
The behavioral sciences approach
c.
The classical perspective
d.
The quantitative management approach
e.
The TQM approach
8. Which of these perspectives emphasized a rational, scientific approach to the study of management
and sought to make organizations efficient operating machines?
a.
The Humanistic Perspective
b.
The Behavioral Sciences Approach
c.
The Classical Perspective
d.
The TQM approach
e.
The Quantitative Management Approach
9. Which of these is a subfield of the classical management perspective that emphasized scientifically
determined changes in management practices as the solution to improving labor productivity?
a.
The human relations movement
b.
The behavioral sciences approach
c.
The TQM approach
d.
The quantitative management approach
e.
The scientific management movement
10. Frank Gilbreth felt that efficiency equated with:
a.
one best way to do work.
b.
leadership flows from the top down.
c.
procedures and policies.
d.
scientific management.
e.
bureaucracy.
11. Time and motion studies that resulted in drastic reduction in the time patients spent on the operating
table were pioneered by _____.
a.
Edward Deming
b.
Henry Gantt
c.
Max Weber
d.
Mary Parker Follett
e.
Frank Gilbreth
12. Who is considered the “first lady of management?”
a.
Mary Parker Follett
b.
Lillian Gilbreth
c.
Carly Fiorona
d.
Maxine Weber
e.
Anne Adams
13. The three subfields of the classical perspective include:
a.
quantitative management, behavioral science, and administrative management.
b.
bureaucratic organization, quantitative management, and the human relations movement.
c.
administrative management, bureaucratic organization, and scientific management.
d.
scientific management, quantitative management, and administrative management.
e.
none of these.
14. _____ is considered the “father of scientific management.”
a.
Frank B. Gilbreth
b.
Elton Mayo
c.
Henry Gantt
d.
Douglas McGregor
e.
Frederick W. Taylor
15. Which of the following is a bar graph that measures planned and completed work along each stage of
production by time elapsed?
a.
Time and Work chart
b.
Gantt chart
c.
Time and Motion chart
d.
Production and Delivery chart
e.
Gilbreth chart
16. Frederick Taylor’s contributions were in the field of:
a.
scientific management.
b.
human resource management.
c.
human relations.
d.
quantitative management.
e.
total quality management.
17. Which of the following is not a criticism of scientific management?
a.
It does not appreciate the social context of work.
b.
It does not appreciate the higher needs of workers.
c.
It does not appreciate the careful study of tasks and jobs.
d.
It does not acknowledge variance among individuals.
e.
It tends to regard workers as uninformed and ignored their ideas and suggestions.
18. Standardization of work and wage incentives are characteristics of:
a.
bureaucratic organizations.
b.
scientific management.
c.
quantitative management.
d.
administrative management.
e.
behavioral science.
19. Which of these is a major criticism of scientific management?
a.
It ignored the social context of work.
b.
It ignored the impact of compensation on performance.
c.
It overemphasized individual differences.
d.
It overemphasized the intelligence of workers.
e.
It emphasized the social context of work.
20. The bureaucratic organizations approach is a subfield within the _____.
a.
classical perspective
b.
systems theory
c.
scientific management
d.
learning organization
e.
management science view
21. According to Weber’s ideas on bureaucracy, organizations should be based on which of these?
a.
Personal loyalty
b.
Personal references
c.
Rational authority
d.
Family ties
e.
Charismatic authority
22. Whereas scientific management focused on _____ , administrative principles approach focused on the
_____.
a.
individual productivity; total organization
b.
organization productivity; individual effort
c.
efficient procedures; management by principle
d.
employee ability; employee loyalty
e.
employee competence; work flow through the organization
23. Archies’ Antiques, Inc., is characterized by separation of management from ownership and by clearly
defined lines of authority and responsibility. These characteristics are consistent with the principles of:
a.
scientific management.
b.
bureaucratic organizations.
c.
administrative management theory.
d.
human resource management.
e.
all of these.
24. All of the following are characteristics of Weberian bureaucracy except:
a.
labor is divided with clear definitions of authority and responsibility that are legitimized as
official duties.
b.
positions are organized in a hierarchy of authority, with each position under the authority
of a higher one.
c.
all personnel are selected and promoted based on technical qualifications.
d.
administrative acts and decisions are recorded in writing.
e.
management is the same as the ownership of the organization.
25. Max Weber felt selection of employees should be based on _____.
a.
education
b.
competence
c.
connections
d.
political skills
e.
efficient systems
26. Matrix Dress Designs operates using the concept of empowerment, where employees act
independently and with management facilitating rather than controlling workers. These qualities
represent which management approach?
a.
Administrative principles approach
b.
Bureaucratic approach
c.
Scientific management approach
d.
Humanistic approach
e.
Behavioral sciences approach
27. Positions organized in a hierarchy of authority is an important characteristic of:
a.
scientific management.
b.
bureaucratic organizations.
c.
quantitative management.
d.
the human relations movement.
e.
total quality management.
28. Mary Parker Follett contributed to which field?
a.
Humanistic approach
b.
Scientific management approach
c.
Total quality management approach
d.
Quantitative approach to management
e.
Systems approach to management
29. The principle that similar activities in an organization should be grouped together under one manager
is the essence of the classical perspective known as:
a.
unity of command.
b.
division of work.
c.
unity of direction.
d.
scalar chain.
e.
quality management.
30. The use of specialization to produce more and better work with the same level of effort is consistent
with the administrative management principle of:
a.
unity of command.
b.
unity of direction.
c.
scalar chain.
d.
division of work.
e.
none of these
31. Genex Dynamics is a ballistics company that uses the unity of command, scalar chain, and division of
work principles. These are part of which management philosophy?
a.
Administrative principles approach
b.
Bureaucratic approach
c.
Scientific management approach
d.
Humanistic approach
e.
Behavioral sciences approach
32. The _____ refers to a chain of authority extending from top to the bottom of the organization and
including every employee.
a.
unity of command
b.
division of labor
c.
unity of direction
d.
scalar chain
e.
none of these
33. Mary Parker Follett thought of leadership as _____, rather than techniques.
a.
systems
b.
procedures
c.
people
d.
efficiencies
e.
statistics
34. A key finding in the Hawthorne studies was which of these?
a.
Stronger lighting increased productivity.
b.
More money resulted in increased productivity.
c.
Productivity increased with autocratic leadership.
d.
Higher temperatures reduced productivity.
e.
Human relations increased productivity.
35. Chester Bernard felt that _____ could help a poorly managed organization.
a.
bureaucracy
b.
line managers
c.
efficiencies
d.
informal relations
e.
top/down flow of information
36. The findings provided by the Hawthorne Studies provided the impetus for the _____, despite flawed
methodology or inaccurate conclusions.
a.
classical perspective
b.
humanistic perspective
c.
scientific management
d.
bureaucratic organizations
e.
contingency perspective
37. A social group within an organization is part of the:
a.
formal organizational structure.
b.
informal organization.
c.
scalar chain.
d.
reorganization process.
e.
top management level.
38. A significant contribution of Chester Barnard was the concept of:
a.
bureaucracy.
b.
the informal organization.
c.
total quality management.
d.
scientific management.
e.
traditional theory of authority.
39. The human resources perspective of management links motivation theories with _____.
a.
top management
b.
employee tasks
c.
floor managers
d.
efficiencies
e.
profit maximization
40. A “dairy farm” view of management, i.e., contented cows give more milk, so satisfied workers will
give more work was espoused by the:
a.
human relations movement.
b.
human resource perspective.
c.
behavioral science approach.
d.
management science perspective.
e.
none of these.
41. Maslow’s hierarchy of needs started with which of these needs?
a.
Esteem
b.
Love
c.
Safety
d.
Physiological
e.
Belongingness
42. Tommy believes his employees are responsible, creative, and able to work with minimal direction. He
is a:
a.
theory X manager.
b.
theory Y manager.
c.
theory Z manager.
d.
theory A manager.
e.
contingency theory manager.