43. Theory X and Theory Y was developed by _____.
a.
Douglas McGregor
b.
Henry Gantt
c.
Max Weber
d.
Mary Parker Follett
e.
Frank Gilbreth
44. Beth Brant, production supervisor at Trustworthy Tools Mfg., Inc. believes that her employees dislike
work, avoid responsibility, and therefore they need to be controlled and directed. Beth is a:
a.
theory X manager.
b.
theory Y manager.
c.
realistic manager.
d.
theory Z manager.
e.
theory J manager.
45. According to Douglas McGregor, the classical perspective on management is consistent with which of
the following?
a.
Theory X
b.
Theory Y
c.
Theory Z
d.
Contingency Theory
e.
None of these
46. The behavioral sciences approach is based on which of the following disciplines?
a.
Anthropology
b.
Economics
c.
Sociology
d.
Psychology
e.
All of these
47. Organizational development is one specific set of management techniques based in the _____
approach.
a.
management science
b.
systems theory
c.
behavioral sciences
d.
scientific management
e.
quantitative
48. The Forestville Freeze is regionally known for its employee training programs. Managers at the Freeze
conduct research to determine the best candidate interviewing techniques. This involves the use of
which management approach?
a.
Administrative principles approach
b.
Bureaucratic approach
c.
Behavioral sciences approach
d.
Humanistic approach
e.
Scientific management approach
49. The management science perspective emerged after World War II to treat problems associated with:
a.
modern global warfare.
b.
environmental issues.
c.
employee involvement.
d.
Germany.
e.
improving manufacturing.
50. Which of these refers to the management thinking and practice that emphasizes satisfaction of
employees’ basic needs as the key to increased worker productivity?
a.
Scientific management perspective
b.
Human resource perspective
c.
Management science perspective
d.
Behavioral sciences approach
e.
Human relations movement
51. Within his role as a financial accountant, Roger uses the capital asset pricing model and other
mathematical tools to help clients keep track of their finances. Which perspective or approach does
Roger apply most at his work?
a.
Quantitative perspective
b.
Qualitative perspective
c.
Humanistic approach
d.
Behavioral science approach
e.
Scientific management approach
52. The _____ emphasized the importance of understanding human behaviors, needs, and attitudes in the
workplace as well as social interactions and group processes.
a.
humanistic perspective
b.
classical perspective
c.
scientific management
d.
bureaucratic organizations
e.
contingency perspective
53. Most early interpretations of the Hawthorne studies argued that the factor that best explained increased
output was _____.
a.
money
b.
days off
c.
human relations
d.
lighting
e.
free food
54. The management science perspective applies all of the following to managerial problems EXCEPT:
a.
statistics.
b.
qualitative techniques.
c.
mathematics.
d.
quantitative techniques.
e.
all of these are correct.
55. Operations research grew out of World War II groups and is based on _____.
a.
group dynamics
b.
employees in crisis
c.
production in turbulent times
d.
mathematical model building
e.
a humanistic approach
56. Which of the following 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?
a.
Stems
b.
Yuppies
c.
Quals
d.
Quants
e.
Fins
57. The most recent subfield of the quantitative perspective is _____, which is reflected in management
information systems designed to provide relevant information to managers in a timely and
cost-efficient manner.
a.
operations research
b.
operations management
c.
information technology
d.
systems thinking
e.
infrastructure development
58. The teamwork philosophy is based in part on the assumption that five people working together can
produce more than five people working individually. This philosophy is consistent with the concept of
_____.
a.
transformation
b.
entropy
c.
synergy
d.
feedback
e.
quality
59. From the 1950s until today, which management perspective has remained the most prevalent?
a.
Systems
b.
Qualitative
c.
Scientific management
d.
Quantitative
e.
Humanistic
60. Georgia, an airline CEO, often looks for patterns of movement within the airline industry, focusing on
the qualities of rhythm, flow, direction, shape, and networks of relationships. This type of activity,
referred to as _____ thinking, allows Georgia to see the structures that underlie complex situations
within the industry and company.
a.
systems
b.
qualitative
c.
quantitative
d.
conceptual
e.
contingency
62. 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
63. _____ 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
64. 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
65. 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
a.
Entropy
b.
Synergy
c.
Open system
d.
Closed system
e.
Weberian math
66. A consultant who recommends a particular 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
67. Which of the following is often considered the “father of the quality movement?”
a.
Weber
b.
Gilbreth
c.
Follett
d.
Deming
e.
Gehrke
68. _____ 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
69. Elements of TQM include:
a.
employee detachment.
b.
focus on profits.
c.
benchmarking.
d.
accidental improvement.
e.
all of these.
70. _____ 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
71. 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.
72. 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
73. 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
74. 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
75. According to the Manager’s Shoptalk of chapter 2, which of the following is not in the top five
contemporary management tools?
a.
Collaborative innovation
b.
Mission and vision statements
c.
Benchmarking
d.
Strategic planning
e.
Customer relationship management
76. According to the Manager’s Shoptalk of chapter 2, Latin American executives are more less to use
tools such as:
a.
customer segmentation and business process reengineering.
b.
consumer ethnography and corporate blogs.
c.
downsizing.
d.
activity-based management and virtual teams.
e.
scenario planning and lean operations.
CASE
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.
1. 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.
2. Marr’s management style reflects a belief in:
a.
theory Y.
b.
theory X.
c.
theory Z.
d.
autocratic leadership.
e.
none of these.
3. 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.
4. 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.
COMPLETION
1. A(n) _____ perspective provides a broader way of thinking, a way of searching for patterns and
determining whether they recur across time periods.
2. _____ refer to the aspects of a culture that guide and influence relationships among people.
3. _____ refer to the influence of political and legal institutions on people and organizations.
4. _____ pertain to the availability, production, and distribution of resources in a society.
5. 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 _____.
6. _____ is considered the “father of scientific management.”
7. Weber’s vision of organizations that would be managed on an impersonal, rational basis is called a(n)
_____.
8. 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 _____.
9. According to Fayol, similar activities in an organization should be grouped together under one
manager. This administrative principle is known as _____.
10. 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) _____.
11. 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) _____.
12. Organizational development is one specific set of management techniques based in the _____
approach.
13. 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) _____.
14. _____ refers to the field of management that specializes in the physical production of goods or
services.
15. The concept that the whole is greater than the sum of its parts is known as _____.
16. The _____ view of management is an integration of the case and universalist viewpoints.
17. 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 _____.
18. ______ refers to the sequence of suppliers and purchasers, covering all stages of processing from
obtaining raw materials to distributing finished goods to consumers.
19. _____ collect and manage large amounts of data about customers and make them available to
employees, enabling better decision making and superior customer service.
SHORT ANSWER
1. List three of the basic ideas of scientific management.
2. List the three assumptions associated with McGregor’s Theory X.
ESSAY
1. Discuss the advantages and disadvantages of Taylor’s Scientific Management.
2. 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.
3. Briefly describe what happened in the Hawthorne Studies and explain the results and conclusions of
these studies.
4. 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?
5. Briefly describe systems theory, including synergy.
6. Discuss the differences between the case view, the universalist view, and the contingency view.
