Management, 13th Edition Test Bank

Name: Class: Date: Chapter 02: The Evolution of Management Thinking 1. The earliest forms of management were on the needs of people. a. True b. False ANSWER: False 2. Management practices and perspectives vary in response to social, political, and economic changes in the larger society. a. True b. False ANSWER: True 3. With a focus on things of production, management focus on meeting human needs for greater motivation and engagement to increase effectiveness. a. True b. False ANSWER: False 4. The struggle to balance the “things of production” with the “humanity of production” has continued from the nineteenth century to today. a. True b. False ANSWER: True 5. Social business is one of the oldest approaches in the evolution of management thinking and practice. a. True b. False ANSWER: False 6. The classical perspective on management emerged during the nineteenth and early twentieth centuries. a. True b. False ANSWER: True 7. The humanistic perspective contains three subfields: scientific management, bureaucratic organizations, and administrative principles. a. True b. False ANSWER: False 8. Frederick W. Taylor developed systems thinking and emphasized the 14 principles of management that should guide managerial behavior. a. True b. False ANSWER: False Copyright Cengage Learning. Powered by Cognero. Page 1 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 9. Scientific management evolved with the use of precise procedures in place of tradition and rules of thumb. a. True b. False ANSWER: True 10. A criticism of human relations management is that it ignores the social context and workers’ needs. a. True b. False ANSWER: False 11. One of the criticisms of scientific management is it did not acknowledge variance among individuals. a. True b. False ANSWER: True 12. Standardization of work and wage incentives are characteristics of behavioral science. a. True b. False ANSWER: False 13. Scientific management developed a standard method for performing each job. a. True b. False ANSWER: True 14. With clear definitions of authority and responsibility, division of labor is one of the six characteristics of the ideal bureaucracy. a. True b. False ANSWER: True 15. Administrative acts and decisions recorded in writing is one of the six characteristics of the ideal bureaucracy. a. True b. False ANSWER: True 16. Fayol’s unity of command principle emphasizes that each subordinate receives orders from one—and only one— superior. a. True b. False ANSWER: True Copyright Cengage Learning. Powered by Cognero. Page 2 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 17. The unity of direction principle proposes that similar activities in an organization should be grouped together under one manager. a. True b. False ANSWER: True 18. The scalar chain is a hypothetical chain that provides horizontal links between unionized workers in different departments in an organization. a. True b. False ANSWER: False 19. Scientific management focuses on employee competence, whereas the administrative principles approach focuses on work flow through the organization. a. True b. False ANSWER: False 20. Follett and Barnard were early advocates of a more humanistic perspective on management that emphasized the importance of understanding human behaviors, needs, and attitudes in the workplace, as well as social interactions and group processes. a. True b. False ANSWER: True 21. Mary Parker Follett’s approach to leadership stressed the importance of engineering techniques rather than people. a. True b. False ANSWER: False 22. A social group within an organization is part of the informal organization. a. True b. False ANSWER: True 23. The Hawthorne studies resulted in the movement towards scientific management. a. True b. False ANSWER: False 24. The human relations movement initially espoused a dairy farm view of management, meaning that contented cows give more milk, and satisfied workers will produce more work. a. True b. False ANSWER: True Copyright Cengage Learning. Powered by Cognero. Page 3 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 25. The Hawthorne studies led to the early conclusion that positive human relations can lead to significantly higher performance. a. True b. False ANSWER: True 26. Theory Y proposes that organizations can take advantage of the imagination and intellect of all of their employees. a. True b. False ANSWER: True 27. According to Douglas McGregor, Theory X and Theory Y provide two opposing views of workers: Theory X recognizes that workers enjoy achievement and responsibility, whereas Theory Y recognizes that workers will avoid work whenever possible. a. True b. False ANSWER: False 28. An assumption of Theory Y is that the average human being has an inherent dislike of work and will avoid it if possible. a. True b. False ANSWER: False 29. Systems thinking develops theories about human behavior based on scientific methods and study. a. True b. False ANSWER: False 30. Organization development is a specific set of management techniques based in the behavioral sciences approach. a. True b. False ANSWER: True 31. Scientific management stresses the satisfaction of employees’ basic needs as the key to increased productivity. a. True b. False ANSWER: False 32. Management science uses qualitative data in management decision making. a. True b. False ANSWER: False Copyright Cengage Learning. Powered by Cognero. Page 4 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 33. The field of management that specializes in the physical production of goods or services refers to operations management. a. True b. False ANSWER: True 34. Information technology is the most recent subfield of the quantitative perspective. a. True b. False ANSWER: True 35. The term “quants” refers to financial managers and others who base their decisions on complex quantitative analysis, under the assumption that using advanced mathematics and sophisticated computer technology can accurately predict how the market works. a. True b. False ANSWER: True 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. a. True b. False ANSWER: False 37. Weber perceived bureaucracy as a threat to basic personal liberties but also recognized it as the most efficient and rational form of organizing. a. True b. False ANSWER: True 38. Discerning circles of causality is an important element of systems thinking. a. True b. False ANSWER: True 39. Systems thinking refers to the fact that managers need to understand the synergy of the separate elements of the organization in order to understand the synergy of the whole organization. a. True b. False ANSWER: False 40. The contingency view tells managers that what works in one organizational situation works in all other situations. a. True b. False ANSWER: False Copyright Cengage Learning. Powered by Cognero. Page 5 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 41. Big data analytics is used by most corporations today. a. True b. False ANSWER: False 42. Big data analytics can be thought of a direct descendant of the behavioral sciences approach to management. a. True b. False ANSWER: False 43. An advantage to a bossless workplace is a reduced amount of money spent on training and development. a. True b. False ANSWER: False 44. Out of all of the management perspectives, the classical perspective has been strongest from the 1950s until today. a. True b. False ANSWER: False 45. Millennial employees are the most educated generation in the history of the United States. a. True b. False ANSWER: True 46. Two ideas related to a technology-driven workplace are the bossless work environment and employee engagement. a. True b. False ANSWER: False 47. Supply chain management refers to managing the sequence of suppliers and purchasers and covers all stages of processing, from obtaining raw materials to distributing finished goods to consumers. a. True b. False ANSWER: True 48. The classical perspective to management assumes a universalist view as opposed to a case view. a. True b. False ANSWER: True Copyright Cengage Learning. Powered by Cognero. Page 6 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 49. A supply chain is a network of multiple businesses and individuals that are connected through the flow of products or services. a. True b. False ANSWER: True 50. Which of the following statements regarding studying history is not true? a. Studying history is a way to improve conceptual skills. b. Studying history means developing an understanding of the impact of societal forces on organizations. c. Studying history is a way to achieve strategic thinking. d. Studying history means arranging events in chronological order. e. None of these statements are correct. ANSWER: d 51. Which of the following management perspectives occurred first? a. Total quality management b. Contingency view c. Social business d. Systems thinking e. Humanistic perspective ANSWER: e 52. A focus on __________ occurs when management focus is on meeting human needs for greater motivation and engagement to increase effectiveness. a. humanity of production b. adequate manpower c. things of production d. operations management e. things of efficiency ANSWER: a 53. Which of the following characteristics describe Millennial employees, in general? a. Hesitant to question their superiors b. Less educated than their peers c. Globally conscious d. Technologically inept e. Hesitant to challenge the status quo ANSWER: c Copyright Cengage Learning. Powered by Cognero. Page 7 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 54. Jessica is a recent college graduate who grew up technologically adept. She is seeking a job that has a flexible, collaborative work environment that is challenging and supportive and has many opportunities for furthering her career. Based on this information, Jessica is most likely a __________ employee. a. Baby Boomer b. Generation X c. Millennial d. Generation Z e. Traditionalist ANSWER: c 55. Which of the following is considered to be a social media program? a. Company online community page b. Video channel c. Microblogging platform d. Wiki for virtual collaboration e. All of these ANSWER: e 56. What do Kaiser Permanente, General Motors, and Morgan Stanley Wealth Management have in common? a. They are all pioneers in using scientific management. b. They all use social media technology to connect with their customers. c. They are all currently experimenting with a bossless workplace. d. They were early advocates of using quantitative techniques to facilitate management decision making. e. None of these ANSWER: b 57. The nineteenth and early twentieth centuries saw the development of which management perspective? a. Human relations movement b. Behavioral sciences approach c. Classical perspective d. Contingency view e. Systems thinking ANSWER: c 58. Which of the following perspectives emphasized a rational, scientific approach to the study of management and sought to turn organizations into efficient operating machines? a. Humanistic perspective b. Behavioral sciences approach c. Classical perspective d. Contingency view e. Systems thinking ANSWER: c Copyright Cengage Learning. Powered by Cognero. Page 8 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 59. Which of the following is a subfield of the classical management perspective that emphasized scientifically determined jobs and management practices as the solution to improving labor productivity? a. Human relations movement b. Behavioral sciences approach c. Management science d. Systems thinking e. Scientific management ANSWER: e 60. 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. ANSWER: a 61. Time and motion studies that resulted in drastic reduction in the time that 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. ANSWER: e 62. Who is considered the “first lady of management?” a. Mary Parker Follett b. Lillian Gilbreth c. Carly Fiorona d. Maxine Weber e. Anne Adams ANSWER: b 63. The four subfields of the classical perspective include: a. management science, behavioral sciences, human resources, and administrative principles. b. bureaucratic organizations, management science, systems thinking, and human relations. c. administrative principles, bureaucratic organizations, management science, and scientific management. d. scientific management, management science, systems thinking, and management science. e. none of these. ANSWER: c Copyright Cengage Learning. Powered by Cognero. Page 9 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 64. __________ is considered the “father of scientific management.” a. Frank B. Gilbreth b. Elton Mayo c. Henry Gantt d. Douglas McGregor e. Frederick W. Taylor ANSWER: e 65. 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 ANSWER: b 66. Frederick Taylor’s contributions were in the field of: a. scientific management. b. the human resources perspective. c. the human relations movement. d. management science. e. the behavioral sciences approach. ANSWER: a 67. Which of the following is not a criticism of scientific management? a. It did not appreciate the social context of work. b. It did not appreciate the higher needs of workers. c. It did not appreciate the careful study of tasks and jobs. d. It did not acknowledge variance among individuals. e. It tended to regard workers as uninformed and ignored their ideas and suggestions. ANSWER: c 68. Standardization of work and wage incentives are characteristics of: a. bureaucratic organizations. b. scientific management. c. management science. d. systems thinking. e. behavioral sciences. ANSWER: b Copyright Cengage Learning. Powered by Cognero. Page 10 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 69. Which of the following 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. ANSWER: a 70. The assembly line is most consistent with which of the following general principles of management? a. Unity of command b. Division of work c. Authority d. Scalar chain e. None of these ANSWER: b 71. The bureaucratic organizations approach is a subfield within: a. the classical perspective. b. systems thinking. c. scientific management. d. the humanistic perspective. e. management science. ANSWER: a 72. According to Weber’s ideas on bureaucracy, organizations should be based on: a. personal loyalty. b. personal references. c. rational authority. d. family ties. e. charismatic authority. ANSWER: c 73. Whereas scientific management focuses on __________, administrative principles approach focuses on __________. a. individual productivity; the 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 ANSWER: a Copyright Cengage Learning. Powered by Cognero. Page 11 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 74. 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. the bureaucratic organizations approach. c. management science. d. the human resources perspective. e. all of these. ANSWER: b 75. All of the following are characteristics of Weberian bureaucracy except: a. labor is divided with clear definitions of authority and responsibility. b. positions are organized in a hierarchy, 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. ANSWER: e 76. Max Weber felt selection of employees should be based on: a. education. b. competence. c. connections. d. political skills. e. efficient systems. ANSWER: b 77. 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 organizations approach c. Scientific management d. Humanistic perspective e. Behavioral sciences approach ANSWER: d 78. Positions organized in a hierarchy of authority is an important characteristic of: a. scientific management. b. the bureaucratic organizations approach. c. management science. d. the human relations movement. e. the behavioral sciences approach. ANSWER: b Copyright Cengage Learning. Powered by Cognero. Page 12 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 79. UPS is successful in the package delivery market. One important reason for this success is the concept of: a. globalization. b. employee flexibility. c. loose standards. d. bureaucracy. e. a nonbureaucratic organizational system. ANSWER: d 80. Mary Parker Follett contributed to which of the following perspectives on management? a. Humanistic perspective b. Scientific management c. Social business d. Management science e. Systems thinking ANSWER: a 81. 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. adequate manpower. ANSWER: c 82. The use of specialization to produce more and better work with the same amount of effort is consistent with Fayol’s general management principle of: a. unity of command. b. unity of direction. c. scalar chain. d. division of work. e. adequate manpower. ANSWER: d 83. 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 organizations approach c. Scientific management d. Humanistic resources perspective e. Behavioral sciences approach ANSWER: a Copyright Cengage Learning. Powered by Cognero. Page 13 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 84. __________ 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. The scalar chain e. Adequate manpower ANSWER: d 85. Mary Parker Follett’s approach to leadership stressed the importance of __________, rather than techniques. a. systems b. top managers c. people d. efficiencies e. floor managers ANSWER: c 86. Which of the following was a key finding in the Hawthorne studies? a. Stronger lighting increased productivity. b. More money resulted in increased productivity. c. Productivity declined in all experiments. d. Higher temperatures reduced productivity. e. Human relations increased productivity. ANSWER: e 87. Chester Bernard felt that __________ could help a poorly managed organization. a. bureaucracy b. line managers c. efficiencies d. informal relationships e. top-down flow of information ANSWER: d 88. The findings provided by the Hawthorne studies provided the impetus for __________, despite flawed methodology or inaccurate conclusions. a. the classical perspective b. the human relations movement c. scientific management d. the bureaucratic organizations approach e. systems thinking ANSWER: b Copyright Cengage Learning. Powered by Cognero. Page 14 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 89. 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. ANSWER: b 90. A significant contribution of Chester Barnard was the concept of: a. bureaucracy. b. the informal organization. c. organization development. d. scientific management. e. the traditional theory of authority. ANSWER: b 91. The human resources perspective of management combines motivation theories with: a. top management. b. design of job tasks. c. floor managers. d. efficiencies. e. profit maximization. ANSWER: b 92. A “dairy farm” view of management (i.e., just as contented cows give more milk, satisfied workers will produce more work) was espoused by: a. the human relations movement. b. the human resources perspective. c. the behavioral sciences approach. d. management science. e. none of these. ANSWER: a 93. Maslow’s hierarchy of needs started with which of following needs? a. Esteem b. Self-actualization c. Safety d. Physiological e. Belongingness ANSWER: d Copyright Cengage Learning. Powered by Cognero. Page 15 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 94. Tommy believes his employees are responsible, creative, and able to work with minimal direction. He is a __________ manager. a. Theory X b. Theory Y c. Theory Z d. Theory A e. tradtionalist ANSWER: b 95. Theory X and Theory Y were developed by: a. Douglas McGregor. b. Henry Gantt. c. Max Weber. d. Mary Parker Follett. e. Frank Gilbreth. ANSWER: a 96. Beth Brant, production supervisor at Trustworthy Tools Mfg., Inc. believes that her employees dislike work, avoid responsibility, and therefore need to be controlled and directed. Beth is a __________ manager. a. Theory X b. Theory Y c. realistic d. Theory Z e. Theory J ANSWER: a 97. According to Douglas McGregor, the classical perspective on management was based on __________ assumptions about workers. a. Theory X b. Theory Y c. Theory Z d. Theory A e. realistic ANSWER: a 98. The behavioral sciences approach is based on which of the following disciplines? a. Anthropology b. Economics c. Sociology d. Psychology e. All of these ANSWER: e Copyright Cengage Learning. Powered by Cognero. Page 16 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 99. Organization development is one specific set of management techniques based in: a. management science. b. systems thinking. c. the behavioral sciences approach. d. scientific management. e. the administrative principles approach. ANSWER: c 100. Forestville Freeze is regionally known for its employee training programs. Managers at Freeze conduct research to determine the best candidate interviewing techniques. This involves the use of: a. the administrative principles approach. b. the bureaucratic organizations approach. c. the behavioral sciences approach. d. the human resources perspective. e. scientific management. ANSWER: c 101. Management science 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. ANSWER: a 102. Which of the following refers to the management thinking and practice that stresses the satisfaction of employees’ basic needs as the key to increased worker productivity? a. Scientific management b. Human resources perspective c. Management science d. Behavioral sciences approach e. Human relations movement ANSWER: e 103. 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 subfield of the classical perspective does Roger apply most at his work? a. Quantitative perspective b. Qualitative perspective c. Administrative principles approach d. Behavioral sciences approach e. Scientific management ANSWER: a Copyright Cengage Learning. Powered by Cognero. Page 17 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 104. __________ emphasizes the importance of understanding human behaviors, needs, and attitudes in the workplace, as well as social interactions and group processes. a. The humanistic perspective b. The classical perspective c. Scientific management d. The bureaucratic organizations approach e. The contingency view ANSWER: a 105. 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. ANSWER: c 106. Disney’s FastPass program is an example of the application of: a. unity of direction. b. quantitative techniques. c. big data analytics. d. qualitative techniques. e. supply chain management. ANSWER: b 107. Operations research grew directly 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. none of these. ANSWER: d 108. Which of the following refers to financial managers and others who base their decisions on complex quantitative analysis, under the assumption that using advanced mathematics and sophisticated computer technology can accurately predict how the market works? a. “Stems” b. “Yuppies” c. “Quals” d. “Quants” e. “Fins” ANSWER: d Copyright Cengage Learning. Powered by Cognero. Page 18 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 109. The most recent subfield of the quantitative perspective is __________, which is often 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 ANSWER: c 110. 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. ANSWER: c 111. By using the personal data that you put on your page, Facebook tracks and monitors your online behavior and then searches through all that data to identify and suggest potential “friends.” This is an example of: a. social business. b. engagement. c. management science. d. synergy. e. big data analytics. ANSWER: e 112. 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 ANSWER: a Copyright Cengage Learning. Powered by Cognero. Page 19 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 113. Which of the following is not an assumption of Theory Y? a The average human being learns, under proper conditions, not only to accept but to seek responsibility. . b The capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in the solution of . organizational problems is narrowly distributed in the population. c External control and the threat of punishment are not the only means for bringing about effort toward . organizational objectives. d Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only . partially utilized. e The expenditure of physical and mental effort in work is as natural as play or rest. . ANSWER: b 114. It is often difficult to make decisions about subsystems because they are: a. interdependent. b. independent. c. managed differently. d. filled with employees. e. organizationally based. ANSWER: a 115. 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. Social business d. Scientific management e. None of these ANSWER: b 116. Henri Fayol and Charles Clinton Spaulding were significant contributors to: a. management science. b. the human relations movement. c. the administrative principles approach. d. systems thinking. e. scientific management. ANSWER: c Copyright Cengage Learning. Powered by Cognero. Page 20 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 117. In a(n) __________, every situation is viewed as unique. a. universalist b. contingency c. case d. scientific management e. autonomy ANSWER: c 118. 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 ANSWER: d 119. A consultant who recommends the effectiveness of sensitivity training to every organization he serves is violating the basics of: a. systems thinking. b. organization development. c. contingency view. d. scientific management. e. the acceptance theory of authority. ANSWER: c 120. Which of the following has been called the “father of African-American management”? a. Max Weber b. Frank B. Gilbreth c. Peter Drucker d. Charles Clinton Spaulding e. Frederick Winslow Taylor ANSWER: d 121. Which of the following is an advantage that social media technology offers? a. Improved efficiency b. Improved communication and collaboration within and across firms c. Strong, more authentic relationships between managers and employees d. Knowledge sharing e. All of these ANSWER: e Copyright Cengage Learning. Powered by Cognero. Page 21 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 122. Which of the following is not an advantage to a bossless work environment? a. Increased flexibility b. Greater employee initiative c. Higher overhead costs d. Greater employee commitment e. Better and faster decision making ANSWER: c 123. Deutsche Post DHL Group (DHL) has a culture that encourages job satisfaction. Some examples of the tactics the company uses include thanking employees for their contributions through thank-you notes and monetary rewards, supporting career development, and communicating honestly with employees. Thus, it can be said that DHL uses employee __________ tactics to manage their workers. a. synergy b. collaboration c. engagement d. empowerment e. bureaucracy ANSWER: c 124. In the “2015 Management Tools and Trends” survey by Bain & Company, top concerns of managers as revealed in the survey include all of the following except: a. the threat of cyber attacks. b. the pace of change brought about by digital technologies. c. increasing costs and slow growth. d. decreasing customer loyalty. e. pessimism about the economy recovery. ANSWER: e 125. Which of the following refers to managing the sequence of suppliers and purchasers and covers all stages of processing, from obtaining raw materials to distributing finished goods to consumers? a. E-commerce b. Social business c. Supply chain management d. Knowledge management e. Customer relationship management ANSWER: c Copyright Cengage Learning. Powered by Cognero. Page 22 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 126. According to a recent survey conducted by Bain & Company, which management tool or technique is the most popular among managers and executives in North American firms? a. Customer relationship management b. Outsourcing c. Total quality management d. Employee engagement surveys e. Benchmarking ANSWER: d 127. According to a recent survey conducted by Bain & Company, which management tool or technique is most popular in global organizations today? a. Benchmarking b. Big data analytics c. Supply chain management d. Customer relationship management e. Employee engagement surveys ANSWER: d 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 she recognized this as an opportunity to expand her market into wheat crackers. 128. Marr’s behavior provides an example of: a. the use of the scalar chain. b. division of organization. c. the principle of inversion. d. unity of direction. e. all of these. ANSWER: d Copyright Cengage Learning. Powered by Cognero. Page 23 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 129. Marr’s management style reflects a belief in: a. Theory Y. b. developing her employees through control. c. Theory X. d. all of these. e. none of these. ANSWER: a 130. From a systems thinking perspective,: a. Marr should manage the separate units of Baked Wheat Industries independently. 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. ANSWER: b 131. The contingency view 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 (ROI), 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. ANSWER: e 132. __________ emphasizes scientifically determined jobs and management practices as the way to improve efficiency and labor productivity. ANSWER: Scientific management 133. A subfield of the classical perspective is the __________, which emphasizes management on an impersonal, rational basis through elements such as clearly defined authority and responsibility, formal recordkeeping, and separation of management and ownership. ANSWER: bureaucratic organizations approach 134. The __________ stresses the satisfaction of employees’ basic needs as the key to increased productivity. ANSWER: human relations movement 135. A(n) __________ is a set of interrelated parts that function as a whole to achieve a common purpose. ANSWER: system Copyright Cengage Learning. Powered by Cognero. Page 24 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 136. 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 turn organizations efficient operating machines is called __________. ANSWER: classical perspective 137. __________ means looking not just at discrete parts of an organizational situation, but also at the continually changing interactions among the parts. ANSWER: Systems thinking 138. __________ refers to using social media technologies for interacting with and facilitating communication and collaboration among employees, customers, and other stakeholders. ANSWER: Social business 139. A subfield of the classical perspective that focuses on the total organization rather than the individual worker and delineates the management functions of planning, organizing, commanding, coordinating, and controlling is called the __________. ANSWER: administrative principles approach 140. According to Fayol, similar activities in an organization should be grouped together under one manager. This administrative principle is known as __________. ANSWER: unity of direction 141. The __________ on management emphasizes the importance of understanding human behaviors, needs, and attitudes in the workplace. ANSWER: humanistic perspective 142. The __________ suggests that jobs should be designed to meet people’s higher-level needs by allowing employees to use their full potential. ANSWER: human resources perspective 143. The __________ draws from psychology, sociology, and other social sciences to develop theories about human behavior and interaction in an organizational setting. ANSWER: behavioral sciences approach 144. __________, also called the quantitative perspective, uses mathematics, statistical techniques, and computer technology to facilitate management decision making, particularly for complex problems. ANSWER: Management science 145. __________ refers to the field of management that specializes in the physical production of goods or services. ANSWER: Operations management 146. The concept that the whole is greater than the sum of its parts is known as __________. ANSWER: synergy 147. The __________ tells managers that what works in one organizational situation might not work in others. ANSWER: contingency view Copyright Cengage Learning. Powered by Cognero. Page 25 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 148. __________ refers to technologies, skills, and processes for searching and examining massive, complex sets of data that traditional data processing applications cannot handle to uncover hidden patterns and correlations. ANSWER: Big data analytics 149. __________ refers to managing the sequence of suppliers and purchasers and covers all stages of processing, from obtaining raw materials to distributing finished goods to consumers. ANSWER: Supply chain management 150. __________ means that people are involved in their jobs and are satisfied with their work conditions, contribute enthusiastically to meeting team and organizational goals, and feel a sense of belonging and commitment to the organization and its mission. ANSWER: Engagement 151. List three of the basic ideas of scientific management. AN Students can list any three of the following: develop standard methods for performing each job; select workers with SW appropriate abilities for each job; train workers in standard methods; support workers by planning their work and ER: eliminate interruptions; and provide wage incentives to workers for increased output. 152. List the three assumptions associated with McGregor’s Theory X. AN (1) The average human being has an innate dislike of work and will avoid it if possible. (2) Because of the human SW characteristic of dislike for work, most people must be coerced, controlled, directed, or threatened with punishment to ER get them to put forth adequate effort toward the achievement of organizational objectives. (3) The average human : being prefers to be directed, wishes to avoid responsibility, has relatively little ambition, and wants security above all. 153. Discuss the contributions and criticisms of Taylor’s scientific management. AN Contributions of scientific management are that it demonstrated the importance of compensation for performance, SW initiated the careful study of tasks and jobs, and demonstrated the importance of personnel selection and training. ER Criticisms of scientific management are that it did not appreciate the social context of work and higher needs of : workers, did not acknowledge variance among individuals, and tended to regard workers as uninformed and ignored their ideas and suggestions. 154. 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. ANS Fayol is associated with the administrative principles approach, focusing on the manager level. Taylor is associated WE with scientific management, and he focused on the work level. Weber is associated with the bureaucratic R: organizations approach, and his focus was on the level of the organization. 155. Briefly describe what happened in the Hawthorne studies, and explain the results and conclusions of these studies. AN Researchers, working under the direction of Harvard professors Elton Mayo and Fritz Roethlisberger, were studying SW the effects of various lighting conditions on worker performance at the Western Electric plant in Hawthorne, Illinois. ER Each time an experimental change was made, performance improved, regardless of the change. The early conclusion : was that workers perceived that their work was important enough to hire researchers to work with them, and this recognition of importance was sufficient to motivate improved performance. This conclusion led to the development of the human relations movement, stressing the importance of satisfied, happy workers. Recent analysis suggests that money may have been the single most important motivating factor. Copyright Cengage Learning. Powered by Cognero. Page 26 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 156. 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? AN Refer to Exhibit 2.5 in the text for the assumptions behind each theory. McGregor believed that the classical SW perspective was based on Theory X assumptions about workers. He also felt that a slightly modified version of Theory ER:X fit early human relations ideas. He proposed Theory Y as a more realistic view of workers for guiding management thinking. 157. Briefly describe systems thinking, including synergy. AN Systems thinking is the ability to see both the distinct elements of a system or situation and the complex and changing SW interaction among those elements. A system is a set of interrelated parts that function as a whole to achieve a common ER purpose. Subsystems are part of a system, such as an organization, that depend on one another. Changes in one part of : the system (the organization) affect other parts. Managers need to understand the synergy of the whole organization, rather than just the separate elements, and to learn to reinforce or change whole system patterns. Synergy means that the whole is greater than the sum of its parts. The organization must be managed as a coordinated whole. 158. Discuss the differences between the case view, universalist view, and the contingency view. AN These viewpoints relate to the applicability of management principles. The case view holds that every situation is SW unique, thus there are no universal principles. Conversely, the universalist view believes that the same management ER principles will work across every situation in every organization. The contingency view is an integration of these two : (i.e., while there are no universal principles, there are common patterns and characteristics). The manager’s task is to identify what principles will work when, based on an analysis of key contingencies. 159. Social media has become a state-of-the-art business leadership tool. Write a short essay that identifies some popular social media platforms and expounds on how they can help managers balance production goals with employee needs. AN Many companies use Facebook, LinkedIn, Twitter, YouTube, online community pages, and video streams to reach out SW to and get feedback from customers, clients, and other stakeholders in an effort to build relationships. Social media is ER also used for collaboration within and across firms among employees and colleagues; fast, immediate access can : improve efficiency, increase productivity, and facilitate smoother operations and build stronger relationships between managers and employees. 160. The classical perspective emphasizes managing with a rational, scientific approach. The humanistic perspective emphasizes understanding the behavior, needs, and attitudes of those involved in the work process. Isolate two main characteristics of each approach and combine them to form your own hybrid management perspective. ANS Classical perspective main characteristics: WER 1. Scientific management seeks to improve productivity by employing standardized methods for performing : each job and selecting and training appropriate workers; gives wage incentives; is well illustrated by assembly-line production. 2. The bureaucratic organizations approach is impersonal with clearly defined roles of authority and responsibility, and strict recordkeeping; is often seen as a threat to personal liberty. 3. The administrative principles approach focuses on increasing productivity of the entire organization as opposed to the productivity of individual workers. Humanistic perspective main characteristics: 1. The human relations movement seeks to satisfy employee needs in order to increase production. 2. The human resources perspective suggests that jobs should be designed to meet people’s higher-level needs by allowing employees to use their full potential. 3. The behavioral sciences approach uses disciplines such as psychology and sociology to assess human interactions in the workplace. Copyright Cengage Learning. Powered by Cognero. Page 27 Name: Class: Date: Chapter 02: The Evolution of Management Thinking 161. Management science (or the quantitative perspective) uses mathematics, statistics, and computer technology for complex problem solving, decision making, and recordkeeping. Define the three subsets of management science, and evaluate the usefulness of this management technique in today’s workplace, including at least one advantage and one disadvantage. AN Three subsets are operations research (mathematical model building and application), operations management SW (specifically used to solve manufacturing and production issues), and information technology (information relay ER throughout the organization). Management science has become critical to the efficient management of large : companies and business systems. However, managers cannot rely exclusively on numbers and algorithms, because they do not take the human factor into consideration. 162. Systems thinking is a management concept that considers all of the interrelated parts of the system that function as a whole and in common. Changes in any one part of the system affect the whole organization and, in fact, the whole is greater than the sum of its parts. Write a short paragraph in which you explain how a change in one part of a system (or organization, product, or community) can affect the whole system (or organization, product, or community) either to its benefit or detriment. List some contingencies that might influence a manager’s decision making. Use your imagination in choosing a system that is “managed.” AN The paragraph should explain the relationship between parts of a system and should list contingencies. The example SW does not have to be business-related. The system, for example, can represent the human body, where a change in any ER one organ will affect the body as a whole; or the system can be an example of a family unit, where a change that : affects any one family member will affect the unit as a whole. Contingencies are variables that exist and make each organizational system unique; therefore, the manager’s decision-making skills and response must be unique to his own system. For example, a man is offered a new job. The pay is high enough to cover necessities, plus put away savings. The beneficial or detrimental change depends on how the contingencies are handled. Contingencies unique to his family system that would influence his decision making might include: a wife and two sons; a daily three-hour commute; financial family struggles; the job represents his first promotion; acting as head coach of his sons’ soccer team; the family can accompany him on business trips, etc. 163. The bossless workplace is one modern management technique that strives to meet new management challenges and address the needs of employees, customers, and the environment. There is no hierarchy in a bossless workplace, and all workers are created equal. What additional management technique must be practiced in order to facilitate a bossless workplace? In your judgment, is going “bossless” a realistic approach to today’s workplace? AN The bossless workplace must have employees who are emotionally involved in their jobs and satisfied with working SW conditions (employee engagement). Companies must train employees to work effectively within a nonhierarchical ER system. All workplaces do not lend themselves to the bossless concept, but all workplaces benefit from applying : employment engagement techniques to some degree. Companies can create an atmosphere where employees feel a commitment to the company goals and mission. They can communicate honestly with employees and provide opportunities for career advancement as well as community service. Today’s educated, mobile workers want a flexible, collaborative work environment that uses cutting-edge technology, and where they can have a part in decision making. As such, many workers will seek out a company that leans toward being bossless. Copyright Cengage Learning. Powered by Cognero. Page 28