Management Learning Chapter.2 Test Questions & Answers 7e

Exploring Management, 7e (Schermerhorn)

Chapter 2 Management Learning

1) Which of the following management styles came first?

A) Scientific management

B) Humanistic perspective

C) Behavioral management

D) Theory Y

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Taylor's scientific management sought efficiency in job performance.

AACSB: Analytic

2) Who is the author of the Principles of Scientific Management?

A) Maslow

B) McGregor

C) Kotler

D) Taylor

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Taylor's scientific management sought efficiency in job performance.

AACSB: Analytic

3) Which of these is NOT included as a part of classical approaches to management?

A) Maslow's hierarchy of human needs

B) Fayol's administrative principles

C) Weber's bureaucratic organization

D) Taylor's principles of scientific management

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Taylor's scientific management sought efficiency in job performance.

AACSB: Reflective Thinking

4) Which management emphasized careful selection and training of workers and supervisory support?

A) Scientific

B) Behavioral

C) Contingency

D) Autocratic

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Taylor's scientific management sought efficiency in job performance.

AACSB: Analytic

5) Carefully designing jobs with efficient work methods is necessary to ________ management.

A) scientific

B) behavioral

C) contingency

D) laissez-faire

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Taylor's scientific management sought efficiency in job performance.

AACSB: Analytic

6) Which of these is one of the principles of scientific management?

A) Understanding human needs

B) Flexible time off

C) Training and motivating workers

D) Cross functional teams

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Taylor's scientific management sought efficiency in job performance.

AACSB: Analytic

7) As president of Paper Products, Inc., Jim wants his manufacturing manager to clearly define the steps in the process, train the workers to efficiently do their jobs, and financially reward them on the basis of performance. Jim is practicing ________.

A) contingency thinking

B) scientific management

C) Theory Y's beliefs

D) learning organization principles

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Taylor's scientific management sought efficiency in job performance.

AACSB: Reflective Thinking

8) Two key elements of Weber's bureaucracy were fairness and ________.

A) informality

B) history

C) participation

D) efficiency

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Weber's bureaucratic organization is supposed to be efficient and fair.

AACSB: Analytic

9) According to Max Weber, ________ are based on logic, order, and legitimate authority, a rational and efficient form of organization.

A) learning organizations

B) adhocracies

C) government agencies

D) bureaucracies

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Weber's bureaucratic organization is supposed to be efficient and fair.

AACSB: Analytic

10) If Weber were able to see today's bureaucracies in action, he would most likely be ________.

A) pleased

B) disappointed

C) indifferent

D) optimistic

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Weber's bureaucratic organization is supposed to be efficient and fair.

AACSB: Reflective Thinking

11) Weber's bureaucracy includes all but which of these?

A) Clear division of labor

B) Formal rules and procedures

C) Employees' personal needs

D) Careers based on merit

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Weber's bureaucratic organization is supposed to be efficient and fair.

AACSB: Analytic

12) UPS figured out that drivers should only take right-hand turns to speed up delivery times. This is an example of ________.

A) contingency thinking

B) a Motion study

C) Theory Y's beliefs

D) bureaucratic learning

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Taylor's scientific management sought efficiency in job performance.

AACSB: Reflective Thinking

13) The writings of Fayol are the basis for our modern understanding of ________.

A) the three managerial skill sets

B) the four functions of management

C) the key managerial roles

D) the four P's of marketing

E) scientific management

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Fayol's administrative principles describe managerial duties and practices.

AACSB: Analytic

14) The five duties of management, according to Fayol, are foresight, organization, command, coordination, and ________.

A) insight

B) analysis

C) accountability

D) control

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Fayol's administrative principles describe managerial duties and practices.

AACSB: Analytic

15) Which management researcher is considered as a prophet of today's management style?

A) Taylor

B) Weber

C) Follett

D) Maslow

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Follett viewed organizations as communities of cooperative action.

AACSB: Analytic

16) Management science uses a ________ approach to solving business problems.

A) behavioral

B) bureaucratic

C) qualitative

D) quantitative

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Managers use quantitative analysis and tools to solve complex problems.

AACSB: Analytic

17) The writings of Mary Parker Follett have influenced all but which of the following "modern" management ideas?

A) Profit above all

B) Profit sharing

C) Gain-sharing plans

D) Employee ownership

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Follett viewed organizations as communities of cooperative action.

AACSB: Analytic

18) Based on the findings of the Hawthorne studies, as a manager you know that ________.

A) giving special attention to your employees will likely increase their performance

B) increasing the lighting of employees' work area will increase their performance

C) improving the working conditions for your workers will increase their performance

D) workers will not sacrifice pay just to keep coworkers happy

E) workers react consistently to work conditions and wages

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: The Hawthorne studies focused attention on the human side of organizations.

AACSB: Reflective Thinking

19) One of the findings in the Hawthorne studies was that ________.

A) productivity increased with changes in lighting

B) productivity was influenced by group behavior

C) an increase in wages always resulted in an increase in productivity

D) productivity increased with better-defined tasks

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: The Hawthorne studies focused attention on the human side of organizations.

AACSB: Analytic

20) The term "Hawthorne Effect" was used to explain some of the important findings of the Hawthorne studies. What does the term mean?

A) Productivity is determined by efficiency.

B) Physical conditions of work are more important than social relationships.

C) When jobs are designed scientifically, performance improves.

D) People given special attention tend to perform as expected.

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: The Hawthorne studies focused attention on the human side of organizations.

AACSB: Analytic

21) All are true about The Hawthorne studies EXCEPT they ________.

A) were poorly designed from a research perspective

B) provide weak empirical support for their conclusions

C) are criticized for generalizing their findings

D) represent a shift in research attention from human to technical concerns

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: The Hawthorne studies focused attention on the human side of organizations.

AACSB: Analytic

22) The ________ is the tendency of persons singled out for special attention to perform as expected.

A) behavioral modification

B) management of scientific alternatives

C) Hawthorne effect

D) theory of Y management

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: The Hawthorne studies focused attention on the human side of organizations.

AACSB: Analytic

23) Which of these describes a physiological or psychological deficiency that a person wants to satisfy?

A) Wish

B) Expense

C) Need

D) Progression

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Maslow described a hierarchy of human needs with self-actualization at the top.

AACSB: Analytic

24) Which of these principles, according to Maslow, states that people act to satisfy unfulfilled needs?

A) Deficit

B) Progression

C) Regression

D) Care

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Maslow described a hierarchy of human needs with self-actualization at the top.

AACSB: Analytic

25) According to Maslow, which of the following is in the highest "need" category?

A) Getting a date for the weekend

B) Having a job you love, which also allows you to feel fulfilled

C) Having enough money to pay rent

D) Being accepted into a fraternity or sorority on campus

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Maslow described a hierarchy of human needs with self-actualization at the top.

AACSB: Analytic

26) Who is credited for originally developing the hierarchy of human needs theory?

A) Max Weber

B) Frederick Taylor

C) Abraham Maslow

D) Douglas McGregor

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Maslow described a hierarchy of human needs with self-actualization at the top.

AACSB: Analytic

27) From Maslow's hierarchy of needs theory, which of the following needs is considered to be the most basic?

A) Safety

B) Social

C) Self-actualization

D) Physiological

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Maslow described a hierarchy of human needs with self-actualization at the top.

AACSB: Analytic

28) From the Maslow's hierarchy of needs theory, which of the following needs occupies the highest pedestal in the hierarchy?

A) Social

B) Physiological

C) Self-actualization

D) Esteem

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Maslow described a hierarchy of human needs with self-actualization at the top.

AACSB: Analytic

29) According to Maslow's progression principle, ________.

A) all needs can be satisfied by everybody

B) needs can be satisfied simultaneously

C) once activated, needs do not motivate human behavior

D) a need at any level becomes activated only after the next-lower-level need is satisfied

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Maslow described a hierarchy of human needs with self-actualization at the top.

AACSB: Analytic

30) At which level of needs do Maslow's progression principle and deficit principle cease to exist?

A) Physiological

B) Self-actualization

C) Safety

D) Esteem

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Maslow described a hierarchy of human needs with self-actualization at the top.

AACSB: Analytic

31) Theory X and Theory Y were developed by ________.

A) Max Weber

B) Frederick Taylor

C) Chris Argyris

D) Douglas McGregor

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: McGregor believed managerial assumptions create self-fulfilling prophecies.

AACSB: Analytic

32) Which of the following is NOT a part of Theory X?

A) Employees like responsibility

B) Workers are lazy

C) Workers prefer to follow

D) Employees resist change

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: McGregor believed managerial assumptions create self-fulfilling prophecies.

AACSB: Analytic

33) As a high school teacher, Julie has always felt that her students are lazy, don't really want to be in school, and are very irresponsible in their studies. Julie holds a Theory ________ assumption.

A) Y

B) B

C) A

D) X

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: McGregor believed managerial assumptions create self-fulfilling prophecies.

AACSB: Reflective Thinking

34) Theory ________ assumes people are willing to work, accept responsibility, and are self-directed.

A) Y

B) Z

C) X

D) A

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: McGregor believed managerial assumptions create self-fulfilling prophecies.

AACSB: Analytic

35) Theory Y would suggest all of these EXCEPT ________.

A) employees resist change

B) employees like work

C) employees are capable of self-control

D) employees want responsibility

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: McGregor believed managerial assumptions create self-fulfilling prophecies.

AACSB: Analytic

36) According to Chris Argyris, high absenteeism and poor morale in an organization is likely due to ________.

A) poorly designed tasks interfering with efficiency

B) a poorly defined hierarchy of authority

C) a mismatch between management practices and the adult nature of their workforce

D) a lack of control and enforcement

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Argyris suggests that workers treated as adults will be more productive.

AACSB: Analytic

37) Chris Argyris' beliefs, as presented in his book Personality and Organization, are in disagreement with ________.

A) Theory Y

B) the Hawthorne studies

C) the Maslow's hierarchy of needs theory

D) the management practices found in traditional organizations

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Argyris suggests that workers treated as adults will be more productive.

AACSB: Analytic

38) Management science and ________ apply mathematical techniques to solve management problems.

A) behavior analysis

B) contingency theory

C) operations research

D) participative management

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Managers use quantitative analysis and tools to solve complex problems.

AACSB: Analytic

39) Which of these explains the study of how organizations produce goods and services?

A) Marketing operations

B) Operations management

C) Contingency practice

D) Learning practice

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Managers use quantitative analysis and tools to solve complex problems.

AACSB: Analytic

40) Which of these transforms resource inputs from the environment into product outputs?

A) Top management

B) Closed system

C) Open system

D) Contingency plan

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Organizations are open systems that interact with their environments.

AACSB: Analytic

41) Modern management thinking would suggest that ________.

A) a best way to manage does exist

B) the discovery of a workable process can be transferred to all other organizations

C) once a process is perfected, it will not have to be changed

D) the best answer to what works depends on the situation

E) people are usually on the same page and they can be managed similarly

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Contingency thinking holds that there is no one best way to manage.

AACSB: Analytic

42) Matching management practices with different situations is called ________.

A) classical management

B) situational analysis

C) contingency thinking

D) administrative management

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Contingency thinking holds that there is no one best way to manage.

AACSB: Analytic

43) If your roommate asks you to identify the best management style according to modern management, what would you say?

A) Classical

B) Participative

C) Administrative

D) It depends on the situation.

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Contingency thinking holds that there is no one best way to manage.

AACSB: Analytic

44) Managing with an organization-wide commitment to continuous improvement, product quality, and customer needs is called ________.

A) a learning organization

B) operations management

C) management by objectives

D) total quality management

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Quality management focuses attention on continuous improvement.

AACSB: Analytic

45) ________ involves always searching for new ways to improve work quality and performance.

A) Operations management

B) Continuous improvement

C) Quantitative analysis

D) Operations research

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Quality management focuses attention on continuous improvement.

AACSB: Analytic

46) Taylor's scientific management sought efficiency in job performance.

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Taylor's scientific management sought efficiency in job performance.

AACSB: Analytic

47) The only goal of scientific management was to increase worker efficiency for the benefit of the company.

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Taylor's scientific management sought efficiency in job performance.

AACSB: Analytic

48) The most formidable aspect of scientific management is that it emphasizes creativity and risk taking.

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Taylor's scientific management sought efficiency in job performance.

AACSB: Analytic

49) Workers, in an ideal bureaucracy, are selected and promoted on ability and performance.

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Weber's bureaucratic organization is supposed to be efficient and fair.

AACSB: Analytic

50) Weber is credited as being the first to acknowledge and advocate that bureaucracies are inefficient forms of organization that should be avoided.

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Weber's bureaucratic organization is supposed to be efficient and fair.

AACSB: Analytic

51) The work by Henri Fayol can help you understand the functions that you must perform as the manager of a student organization.

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Fayol's administrative principles describe managerial duties and practices.

AACSB: Analytic

52) Fayol's management rule of coordination provides and mobilizes resources to implement a plan.

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Fayol's administrative principles describe managerial duties and practices.

AACSB: Analytic

53) Follett argued that organizations are like communities, where managers and employees should work together without a spirit of domination.

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Follett viewed organizations as communities of cooperative action.

AACSB: Analytic

54) Follett would say that the successful 21st-century executive must be an inspiring leader who attracts talented people and motivates them in a setting where everyone can do his or her best work.

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Follett viewed organizations as communities of cooperative action.

AACSB: Analytic

55) The Hawthorne studies established a clear link between working conditions and worker performance.

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: The Hawthorne studies focused attention on the human side of organizations.

AACSB: Analytic

56) Managers need to consider their workers' "human needs" because these needs can cause tensions that may influence work attitudes and behaviors.

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Maslow described a hierarchy of human needs with self-actualization at the top.

AACSB: Analytic

57) Maslow believed that there was no order in which human needs were fulfilled.

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Maslow described a hierarchy of human needs with self-actualization at the top.

AACSB: Analytic

58) Having a Theory X view of employees can actually encourage Theory X behaviors in your employees.

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: McGregor believed managerial assumptions create self-fulfilling prophecies.

AACSB: Analytic

59) The essence of Argyris' work is that management practices should fit the capabilities and needs of mature adults.

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Argyris suggests that workers treated as adults will be more productive.

AACSB: Analytic

60) The work by Chris Argyris explains that undesirable employee behaviors may be as much a reflection of a poor management system as it is a matter of poor employees.

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Argyris suggests that workers treated as adults will be more productive.

AACSB: Analytic

61) Operations management is the study of how organizations produce goods and services.

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Managers use quantitative analysis and tools to solve complex problems.

AACSB: Analytic

62) Modern management accepts the fact that all techniques are contingent upon the unique situation faced by each manager. In other words, there is no one "best" way.

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Contingency thinking holds that there is no one best way to manage.

AACSB: Analytic

63) Modern management emphasizes the notion that organizations should always look for new ways to improve on current performance.

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Contingency thinking holds that there is no one best way to manage.

AACSB: Analytic

64) Author and researcher Jim Collins, in the book Good to Great, successfully argues that great leaders are born, not made.

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Quality management focuses attention on continuous improvement.

AACSB: Analytic

65) Scientific management is associated with the management scholar ________.

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Taylor's scientific management sought efficiency in job performance.

AACSB: Analytic

66) ________ is the science of reducing a job or task to its basic physical motions.

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Taylor's scientific management sought efficiency in job performance.

AACSB: Analytic

67) A(n) ________ is an organizational form known for its clear division of labor, structure, hierarchy of authority, and formalized rules and procedures.

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Weber's bureaucratic organization is supposed to be efficient and fair.

AACSB: Analytic

68) ________ is considered a prophet of management and one of the most important American women in the fields of civics and sociology.

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Follett viewed organizations as communities of cooperative action.

AACSB: Analytic

69) Following the scientific management era, management thinking moved to include a(n) ________ perspective.

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Follett viewed organizations as communities of cooperative action.

AACSB: Analytic

70) The ________ studies at the Western Electric Company in Chicago demonstrated the influence of manager treatment of employees on employee performance.

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: The Hawthorne studies focused attention on the human side of organizations.

AACSB: Analytic

71) The highest order of Maslow's hierarchy of needs is ________.

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Maslow described a hierarchy of human needs with self-actualization at the top.

AACSB: Analytic

72) McGregor's work focuses on opposing views of human nature, a positive view known as ________ and a negative view known as ________.

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: McGregor believed managerial assumptions create self-fulfilling prophecies.

AACSB: Analytic

73) ________ is the systemic use and analysis of data to solve problems and make informed decisions.

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Managers use quantitative analysis and tools to solve complex problems.

AACSB: Analytic

74) The study of how organizations produce goods and services is called ________.

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Managers use quantitative analysis and tools to solve complex problems.

AACSB: Analytic

75) The belief that there is no one best way to manage was called ________.

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Contingency thinking holds that there is no one best way to manage.

AACSB: Analytic

76) Managing with an organization-wide commitment to continuous improvement, product quality, and customer needs is called ________.

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Quality management focuses attention on continuous improvement.

AACSB: Analytic

77) ________ management involves making decisions based on hard facts about what really works.

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Evidence-based management seeks hard facts about what really works.

AACSB: Analytic

78) Compare the scientific management and the behavioral management approaches. Which is best?

Learning Objective: 2.1: Understand lessons from classical management approaches.; 2.2: Identify insights from behavioral management approaches.

Section Reference: Taylor's scientific management sought efficiency in job performance.; Follett viewed organizations as communities of cooperative action.

AACSB: Reflective Thinking

79) Why is it necessary for today's organizations to embrace contingency thinking?

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Contingency thinking holds that there is no one best way to manage.

AACSB: Reflective Thinking

80) What were the Hawthorne studies about? Discuss their purpose, the process, and the results.

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: The Hawthorne studies focused attention on the human side of organizations.

AACSB: Reflective Thinking

81) What is Maslow's hierarchy of needs? Define each of them beginning with the most basic.

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Maslow described a hierarchy of human needs with self-actualization at the top.

AACSB: Reflective Thinking

82) Discuss and compare McGregor's Theory X and Theory Y.

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: McGregor believed managerial assumptions create self-fulfilling prophecies.

AACSB: Reflective Thinking

83) What is management science and operations research? Why do today's organizations use these techniques to solve management problems?

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Contingency thinking holds that there is no one best way to manage.

AACSB: Reflective Thinking

84) Why is evidence-based management so important? What characteristics are required for scientific method research?

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Contingency thinking holds that there is no one best way to manage.

AACSB: Reflective Thinking

85) The ________ principle states that organizations should operate with clear and unbroken lines of communication from top to bottom.

A) scalar chain

B) unity of command

C) bureaucratic

D) scientific management

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Fayol's administrative principles describe managerial duties and practices.

AACSB: Analytic

86) The ________ principle states that a worker should receive orders from only one boss.

A) scalar chain

B) unity of command

C) bureaucratic

D) scientific management

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Fayol's administrative principles describe managerial duties and practices.

AACSB: Analytic

87) Gloria reports to Kailey for her engineering duties and Venkal for her internal auditing duties. This violates the ________ principle.

A) scalar chain

B) unity of command

C) bureaucratic

D) scientific management

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Fayol's administrative principles describe managerial duties and practices.

AACSB: Analytic

88) ________ is the father of African American management.

A) Taylor

B) Spaulding

C) Follett

D) Maslow

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Spaulding espoused respect for people and belief in community.

AACSB: Analytic

89) Which of the following is NOT one of Spaulding's eight necessities of management?

A) Cooperation and teamwork

B) Division of labor

C) Feasibility analysis

D) Foresight and control

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Spaulding espoused respect for people and belief in community.

AACSB: Analytic

90) Data analytics is most closely associated with ________.

A) administrative principles

B) bureaucracy

C) hierarchy of needs

D) operations management

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Managers use quantitative analysis and tools to solve complex problems.

AACSB: Analytic

91) Big data is associated with ________.

A) data analytics and open systems

B) open systems and quantitative research

C) data analytics and operations management

D) open systems and bureaucracy

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Managers use quantitative analysis and tools to solve complex problems.

AACSB: Analytic

92) The open systems concept helps to explain why there is so much emphasis today on organizations being ________ driven.

A) customer

B) team leader

C) middle management

D) top management

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Organizations are open systems that interact with their environments.

AACSB: Analytic

93) ________ management involves making decisions based on hard facts about what really works.

A) Operations

B) Total quality

C) Contingency

D) Evidence-based

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Evidence-based management seeks hard facts about what really works.

AACSB: Analytic

94) If you write a book about your leadership experiences without conducting scientific research, you are most likely going to be criticized by ________ management proponents.

A) evidence-based

B) total quality

C) contingency

D) operations

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Evidence-based management seeks hard facts about what really works.

AACSB: Analytic

95) Theory X is a classical approach to management.

Learning Objective: 2.1: Understand lessons from classical management approaches.

Section Reference: Taylor's scientific management sought efficiency in job performance.

AACSB: Analytic

96) Prieto and Phipps are the fathers of African American management.

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Spaulding espoused respect for people and belief in community.

AACSB: Analytic

97) Prieto and Phipps note the contributions of African Americans to the history of management have been overlooked.

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Spaulding espoused respect for people and belief in community.

AACSB: Analytic

98) Spaulding reminds us to always respect people and believe in community.

Learning Objective: 2.2: Identify insights from behavioral management approaches.

Section Reference: Spaulding espoused respect for people and belief in community.

AACSB: Analytic

99) Management science is a quantitative approach to management problems.

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Managers use quantitative analysis and tools to solve complex problems.

AACSB: Analytic

100) Data analytics is becoming less popular due to its dependence on qualitative big data.

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Managers use quantitative analysis and tools to solve complex problems.

AACSB: Analytic

101) An organization operates as a complex network of subsystems that support the work of the larger system.

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Organizations are open systems that interact with their environments.

AACSB: Analytic

102) Organizations convert inputs into outputs through a network of subsystems.

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Organizations are open systems that interact with their environments.

AACSB: Analytic

103) Current management practices are rarely criticized for lacking scientific rigor since everyone knows they need to collect hard facts before publishing a book or article on the topic.

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Evidence-based management seeks hard facts about what really works.

AACSB: Analytic

104) A(n) ________ system transforms resource inputs from the environment into product outputs.

Learning Objective: 2.3: Recognize foundations of modern management thinking.

Section Reference: Managers use quantitative analysis and tools to solve complex problems.

AACSB: Analytic

© 2021 John Wiley & Sons, Inc. All rights reserved. Instructors who are authorized users of this course are permitted to download these materials and use them in connection with the course. Except as permitted herein or by law, no part of these materials should be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise.