Chapter1-IntroductiontoManagementandOrganizations

True/FalseQuestions

Thefourcontemporaryfunctionsofmanagementareplanning,organizing,

leading,andcontrolling.

True(easy)

Effectivenessreferstotherelationshipbetweeninputsandoutputs.

False(moderate)

Efficiencyisoftenreferredtoas“doingthingsright.”

True(moderate)

Whenmanagersmeetorganizationalgoals,theyareefficientand

effective.

False(difficult)

AccordingtoMintzberg,smanagementroles,theinformationalrole

involvesreceiving,collecting,anddisseminatinginformation.

True(moderate)

Technicalskillsbecomelessimportantasamanagermovesintohigher

levelsofmanagement.

True(moderate)

Thesystemsperspectiveunderscoresandemphasizesthefactthat

organizationsaredifferent,facedifferentcircumstances,andthusmay

requiredifferentwaysofmanaging.

False(moderate)

MultipleChoice

areorganizationalmemberswhointegrateandcoordinate

theworkofothers.

a.Managers(easy)

b.Teamleaders

c.Subordinates

d.Operatives

e.Agents

Typically,inorganizationsitisthewhoareresponsible

formakingorganizationaldecisionsandsettingpoliciesandstrategies

thataffectallaspectsoftheorganization.

a.teamleaders

b.middlemanagers

c.first-linemanagers

d.topmanagers(easy)

e.subordinates

distinguishesamanagerialpositionfromanonmanagerial

one.

a.Manipulatingothers

b.Concernforthelaw

c.Increasingefficiency

d.Coordinatingandintegratingothers5work(moderate)

e.Definingmarketshare

WhichofthefollowingisNOTanexampleofadecisionalroleaccording

toMintzberg?

a.spokesperson(moderate)

b.entrepreneur

c.disturbancehandler

d.resourceallocator

e.negotiator

Whichofthefollowingskillsaremoreimportantatlowerlevelsof

managementsincethesemanagersaredealingdirectlywithemployees

doingtheorganizationJswork?

a.humanskills

b.technicalskills(easy)

c.conceptualskills

d.empiricalskills

Understandingbuildingcodeswouldbeconsideredaskill

forabuildingcontractor.

a.human

b.technical(easy)

c.conceptual

d.empirical

e.functional

Whichofthefollowingphrasesisbestassociatedwithmanagerial

conceptualskills?

a.decision-making(easy)

b.communicatingwithcustomers

c.motivatingsubordinates

d.productknowledge

e.technicalskills

Accordingtothetext,arenotinfluencedbyanddonot

interactwiththeirenvironment.

a.opensystems

b.closedsystems(easy)

c.flextimesystems

d.reversesystems

e.forwardsystems

Theviewofamanager'sjobimpliesthatdecisionsand

actionstakeninoneorganizationalareawillimpactotherareas.

a.systems(moderate)

b.contingency

c.conceptual

d.functional

e.environmental

Whichofthefollowingbestdescribestheconceptthatmanagementis

neededinalltypesandsizesoforganizations,atallorganizational

levelsandinallorganizationalworkareas,andinallorganizations,

nomatterwhatcountrythey'relocatedin?

a.thepartialityofmanagement

b.thesegmentationofmanagement

c.theuniversalityofmanagement(moderate)

d.theculturesofmanagement

ScenariosandQuestions

TheBusyDay(Scenario)

DonEskew,plantmanageratControlSystems,Inc.,sighedashesipped

hisfirstcupofcoffeeat5a.m.andreadhisagendafortheday.He

isgivingtwocompanytoursinthemorning;thefirsttoanewspaper

reporterwhoiswritingastoryonthenewplantexpansionandhas

severalquestions,andthesecondtoagroupofControlSystems,Inc.,

managersfromtheeastcoast.Hethenhasameetingwithunitmanager,

PhilJohnson,todiscussPhiTsrecentdropinperformance(ataskhe

alwayshates).Next,heisspendingacoupleofhoursreviewingthe

tradejournalshereceivesfromhishigh-techassociationandwriting

upabriefsynopsisforhispresentationnextweektotheDivision

President.Finally,inlateafternoon,hewillbereviewingthenew

equipmentmalfunctionanddecidingwhethertobringinextrapeopleto

gettheequipmentrunningassoonaspossible.Whew!Justanotherday

intheglamorouslifeofamanager.

Together,allofthesebehaviorsperformedbyDonduringhisbusyday

correspondtothemanagementrolesdiscoveredinthelate1960sby

whichofthefollowingmanagementscientists?

a.Herzberg

b.Skinner

c.Mintzberg(easy)

d.Fayol

e.Maslow

WhenDonwasmeetingwithPhiltodiscusshisperformanceconcerns,he

wasoperatinginwhichmanagementrole?

a.leader(difficult)

b.figurehead

c.monitor

d.disturbancehandler

e.spokesperson

114.WhatrolewasDonperformingwhenhegavetheplanttourtothe

newspaperreporter?

a.monitor

b.figurehead

c.disseminator

d.spokesperson(difficult)

e.resourceallocator

115.WhenDonwasreviewingthenewequipmentmalfunction,what

managementrolewasheplayingwhendecidingwhethertobringinextra

people?

a.monitor

b.disseminator

c.resourceallocator(moderate)

d.disturbancehandler

e.figurehead

EssayQuestions

Inashortessay,discussthedifferencebetweenefficiencyand

effectivenessandincludeaspecificexampletosupporteachconcept.

Answer

a.Efficiencyreferstogettingthemostoutputfromtheleast

amountofinputs.Becausemanagersdealwithscarceinputs-

includingresourcessuchaspeople,money,andequipment——they

areconcernedwiththeefficientuseofresources.Forinstance,

attheBeiersdorfInc.factoryinCincinnati,whereemployees

makebodybracesandsupports,canes,walkers,crutches,and

othermedicalassistanceproducts,efficientmanufacturing

techniqueswereimplementedbydoingthingssuchascutting

inventorylevels,decreasingtheamountoftimetomanufacture

products,andloweringproductrejectrates.Fromthis

perspective,efficiencyisoftenreferredtoas“doingthings

right”—thatis,notwastingresources.

b.Effectivenessisoftendescribedas“doingtherightthings”一

thatis,thoseworkactivitiesthatwillhelptheorganization

reachitsgoals.Forinstance,attheBiersdorffactory,goals

includedopencommunicationbetweenmanagersandemployees,and

cuttingcosts.Throughvariousworkprograms,thesegoalswere

pursuedandachieved.Whereasefficiencyisconcernedwiththe

meansofgettingthingsdone,effectivenessisconcernedwith

theends,orattainmentoforganizationalgoals.

(moderate)

Inashortessay,listandexplainthefourbasicfunctionsof

management.

Answer

a.Planning-involvestheprocessofdefininggoals,establishing

strategiesforachievingthosegoals,anddevelopingplansto

integrateandcoordinateactivities.

b.Organizing-involvestheprocessofdeterminingwhattasksare

tobedone,whoistodothem,howthetasksaretobegrouped,

whoreportstowhom,andwheredecisionsaretobemade.

c.Leading-whenmanagersmotivatesubordinates,influence

individualsorteamsastheywork,selectthemosteffective

communicationchannel,ordealinanywaywithemployeebehavior

issues,theyareleading.

d.Controlling-toensurethatworkisgoingasitshould,

managersmustmonitorandevaluateperformance.Theprocessof

monitoring,comparing,andcorrectingiswhatismeantbythe

controllingfunction.

(moderate)

Inashortessay,listanddiscussthethreeessentialskillsaccording

toKatzthatmanagersneedtoperformthedutiesandactivities

associatedwithbeingamanager.

Answer

a.Technicalskills-includeknowledgeofanproficiencyina

certainspecializedfield,suchasengineering,computers,

accounting,ormanufacturing.Theseskillsaremoreimportantat

lowerlevelsofmanagementsincethesemanagersaredealing

directlywithemployeesdoingtheorganization1swork.

b.Humanskills-involvetheabilitytoworkwellwithother

peoplebothindividuallyandinagroup.Managerswithgood

humanskillsareabletogetthebestoutoftheirpeople.They

knowhowtocommunicate,motivate,lead,andinspireenthusiasm

andtrust.Theseskillsareequallyimportantatalllevelsof

management.

c.Conceptualskills-thesearetheskillthatmanagersmusthave

tothinkandtoconceptualizeaboutabstractandcomplex

situations.Usingtheseskills,managersmustbeabletoseethe

organizationasawhole,understandtherelationshipsamong

varioussubunits,andvisualizehowtheorganizationfitsinto

itsbroaderenvironment.Theseskillsaremostimportantatthe

topmanagementlevels.

(moderate)

Chapter2-ManagementYesterdayandToday

True/False

AccordingtoAdamSmith,divisionoflaborwasanimportantconcept.

True(easy)

IntheIndustrialRevolution,machinepowerbegansubstitutingfor

humanpower.

True(easy)

uPrinciplesofScientificManagementvwaswrittenbyFrederick

Taylor.

True(moderate)

FrankGilbreth'sbest-knowncontributiontoscientificmanagement

concernedselectingthebestworker.

False(moderate)

FrederickTaylorismostassociatedwiththeprinciplesofscientific

management.

True(easy)

OnecouldsaythatFayolwasinterestedinstudyingmacromanagement

issues,whereasTaylorwasinterestedinstudyingmicromanagement

issues.

True(moderate)

Bureaucracy,asdescribedbyWeber,emphasizesrationalityand

interpersonalrelationships.

False(moderate)

Decisionsondeterminingacompany?soptimuminventorylevelshave

beensignificantlyinfluencedbyeconomicorderquantitymodeling.

True(moderate)

Barnard,Follet,Musterberg,andOwenarealltheoristsareassociated

withtheearlyorganizationalbehaviorapproach.

True(moderate)

MultipleChoice

AdamSmith's,"TheWealthofNations,z，putforththattheprimary

economicadvantagebysocietieswouldbegainedfromwhichofthe

followingconcepts?

a.managementplanningandcontrol

b.on-the-jobtraining

c.unionrepresentation

d.fairemploymentlegislation

e.divisionoflabor(difficult)

Whichofthefollowingisnotoneofthefourmanagementapproaches

thatgrewoutofthefirsthalfofthiscentury?

a.scientificmanagement

b.generaladministrative

c.organizationalbehavior

d.systemsapproach(easy)

e.quantitative

Accordingtothetext,probablythebest-knownexampleofTaylorJs

scientificmanagementwastheexperiment,

a.horseshoe

b.pigiron(moderate)

c.bluecollar

d.fishtank

WhichofthefollowingisNOToneofTaylorJsfourprinciplesof

management?

a.DevelopascienceforeachelementofanindividualJswork,

whichwillreplacetheoldrule-of-thumbmethod.

b.Scientificallyselectandthentrain,teach,anddevelopthe

worker.

c.Heartilycooperatewiththeworkerssoastoensurethatall

workisdoneinaccordancewiththeprinciplesdeveloped.

d.Providemanagerswilllessworkthanotheremployeessothe

managerscanplanaccordingly.(difficult)

Generaladministrativetheoryfocuseson

a.theentireorganization,(easy)

b.managersandadministrators.

c.themeasurementoforganizationaldesignrelationships.

d.primarilytheaccountingfunction.

e.administrativeissuesaffectingnon-managerialemployees.

Thefourteenprinciplesofmanagementareassociatedwithwhom?

a.Weber

b.Drucker

c.Taylor

d.Gilbreth

e.Fayol(moderate)

Whichofthefollowingapproachestomanagementhasalsobeen

labeledoperationsresearchormanagementscience?

a.Thequalitativeapproach

b.Thequantitativeapproach(easy)

c.Theexperimentalapproach

d.Thetheoreticalapproach

Whichofthefollowingwouldnotbeassociatedwiththequantitative

approachtomanagement?

a.informationmodels

b.critical-pathscheduling

c.systematicmotivationofindividuals(moderate)

d.linearprogramming

e.statistics

Withoutquestion,themostimportantcontributiontothedeveloping

fieldoforganizationalbehaviorcameoutofthe.

a.TaylorStudies,

b.PorterStudies,

c.ParkerStudies.

d.HawthorneStudies.(moderate)

WhatscientistismostcloselyassociatedwiththeHawthorneStudies?

a.Adams

b.Mayo(easy)

c.Lawler

d.Barnard

e.Follett

OneoutcomeoftheHawthornestudiescouldbedescribedbywhichofthe

followingstatements?

a.Socialnormsarethekeydeterminantsofindividualwork

behavior,(moderate)

b.Moneyismoreimportantthanthegrouponindividual

productivity.

c.Behaviorandemployeesentimentsareinverselyrelated.

d.Securityisrelativelyunimportant.

e.Whilegroupsareanimportantdeterminantofworkerproductivity,

theindividualhim/herselfismostimportant.

ScenariosandQuestions

HISTORICALBACKGROUNDOFMANAGEMENT

ALookBack(Scenario)

CindySchultz,tiredfromworkingwithcustomersallday,decidedto

takeafifteen-minutenaptohelpclearherheadbeforethe4:15

managers1meeting.Hercompanyhadrecentlybegunare-engineering

processaswellasotherchangesrequiringcopiousmanagementinput.As

sheleanedbackinherchair,shewonderedifmanagementsciencehad

alwaysbeenthiswayandhowitallbegan.Asshenapped,shedreamed

that,alongwith"Mr.Peebodi"asherguide,shewastravelinginthe

''ManagementWayBackMachine"thattookherbackthroughmanagement

history.

106.OneoftheearliestsitesCindyvisitedwasAdamSmith,shome,

authorofTheWealthofNations,whichsuggestedthatorganizations

andsocietywouldgainfrom

a.timemanagement.

b.divisionoflabor,(moderate)

c.groupwork.

d.qualitymanagement.

e.timeandmotionstudies.

107.Cindyvisitedabookstorewheretherewasabooksigningoccurring.

ShelookeddownandsawthatthetitleofthebookwasPrinciples

ofScientificManagementandconcludedthattheauthormustbe

a.AdamSmith.

b.FrankGilbreth.

c.HenryGantt.

d.FrederickTaylor,(easy)

e.HenriFayol.

108.CindyadmiredtheworksofTaylorandGilbreth,twoadvocatesof

a.scientificmanagement,(moderate)

b.organizationalbehavior.

c.humanresourcemanagement.

d.motivation.

e.leadership.

109.Cindyspentsometimevisitingwith,aresearchershe

previouslyknewlittleaboutbutwhoalsocontributedtomanagement

sciencebybeingamongthefirsttousemotionpicturefilmsto

studyhand-and-bodymotionsandbydevisingaclassificationscheme

knownasa"therblig.”

a.HenryGantt

b.MaxWeber

c.ChesterBarnard

d.FrankGilbreth(moderate)

e.MaryParkerFollet

EssayQuestions

SCIENTIFICMANAGEMENT

Inashortessay,discussFrederickTaylorJsworkinscientific

management.Next,listTaylorJsfourprinciplesofmanagement.

Answer

FrederickTaylordidmostofhisworkattheMidvaleandBethlehem

SteelCompaniesinPennsylvania.Asamechanicalengineerwitha

QuakerandPuritanbackground,hewascontinuallyappalledby

workers'inefficiencies.Employeesusedvastlydifferent

techniquestodothesamejob.Theywereinclinedto“takeit

easy“onthejob,andTaylorbelievedthatworkeroutputwasonly

aboutone-thirdofwhatwaspossible.Virtuallynoworkstandards

existed.Workerswereplacedinjobswithlittleornoconcernfor

matchingtheirabilitiesandaptitudeswiththetaskstheywere

requiredtodo.Managersandworkerswereincontinualconflict.

Taylorsetouttocorrectthesituationbyapplyingthescientific

methodtoshopfloorjobs.Hespentmorethantwodecades

passionatelypursuingthe“onebestway“foreachjobtobedone.

Taylor'sFourPrinciplesofManagement

a.DevelopascienceforeachelementofanindividualJswork,

whichwillreplacetheoldrule-of-thumbmethod.

b.Scientificallyselectandthentrain,teach,anddevelopthe

worker.

c.Heartilycooperatewiththeworkerssoastoensurethatalwork

isdoneinaccordancewiththeprinciplesofthesciencethat

hasbeendeveloped.

d.Divideworkandresponsibilityalmostequallybetweenmanagement

andworkers.Managementtakesoverallworkforwhichitis

betterfittedthantheworkers.

(difficult)

122.Inashortessay,discusstheworkinscientificmanagementby

FrankandLillianGilbreth.

Answer

FrankGilbrethisprobablybestknownforhisexperimentsin

bricklaying.Bycarefullyanalyzingthebricklayer'sjob,he

reducedthenumberofmotionsinlayingexteriorbrickfrom18to

about5,andonlayinginteriorbrickthemotionswerereducedfrom

18to2.UsingtheGilbreth'stechniques,thebricklayercouldbe

moreproductiveandlessfatiguedattheendoftheday.The

Gilbrethswereamongthefirstresearcherstousemotionpictures

tostudyhand-and-bodymotionsandtheamountoftimespentdoing

eachmotion.Wastedmotionsmissedbythenakedeyecouldbe

identifiedandeliminated.TheGilbrethsalsodeviseda

classificationschemetolabel17basichandmotions,whichthey

calledtherbligs.ThisschemeallowedtheGilbrethsamoreprecise

wayofanalyzingaworker'sexacthandmovements.

(moderate)

GENERALADMINISTRATIVETHEORISTS

123.Inashortessay,discusstheworkofHenriFayolasitrelatesto

thegeneraladministrativeapproachtomanagement.Nextlistand

discusssevenofFayol'sfourteenprinciplesofmanagement.

Answer

Fayoldescribedthepracticeofmanagementassomethingdistinct

fromaccounting,finance,production,distribution,andother

typicalbusinessfunctions.Hearguedthatmanagementwasan

activitycommontoallhumanendeavorsinbusiness,government,and

eveninthehome.Hethenproceededtostate14principlesof

management—fundamentalrulesofmanagementthatcouldbetaughtin

schoolsandappliedinallorganizationalsituations.

Fayol'sFourteenPrinciplesofManagement

a.Divisionofwork.-specializationincreasesoutputbymaking

employeesmoreefficient.

b.Authority-managersmustbeabletogiveorders.Authority

givesthemthisright.Alongwithauthority,however,goes

responsibility.

c.Discipline-employeesmustobeyandrespecttherulesthat

governtheorganization.

d.Unityofcommand-everyemployeeshouldreceiveordersfrom

onlyonesuperior.

e.Unityofdirection-theorganizationshouldhaveasingleplan

ofactiontoguidemanagersandworkers.

f.Subordinationofindividualintereststothegeneralinterest-

theinterestsofanyoneemployeeorgroupofemployeesshould

nottakeprecedenceovertheinterestsoftheorganizationasa

whole.

g.Remuneration-workersmustbepaidafairwagefortheir

services.

h.Centralization-thistermreferstothedegreetowhich

subordinatesareinvolvedindecisionmaking.

i.Scalarchain-thelineofauthorityfromtopmanagementtothe

lowestranksinthescalarchain.

j.Order-peopleandmaterialsshouldbeintherightplaceat

therighttime.

k.Equity-managersshouldbekindandfairtotheirsubordinates.

1.Stabilityoftenureofpersonnel-managementshouldprovide

orderlypersonalplanningandensurethatreplacementsare

availabletofillvacancies.

m.Initiative-employeeswhoareallowedtooriginateandcarry

outplanswillexerthighlevelsofeffort.

n.Espritdecorps-promotingteamspiritwillbuildharmonyand

unitywithintheorganization.

(difficult)

124.Inashortessay,discussMaxWeber'scontributiontothegeneral

administrativeapproachtomanagement.

Answer

MaxWeberwasaGermansociologistwhostudiedorganizational

activity.Writingintheearly1900s,hedevelopedatheoryof

authoritystructuresandrelations.Weberdescribesanidealtype

oforganizationhecalledabureaucracy—aformororganization

characterizedbydivisionoflabor,aclearlydefinedhierarchy,

detailedrulesandregulations,andimpersonalrelationships.

Weberrecognizedthatthis“idealbureaucracydidn'texistin

reality.Insteadheintendeditasabasisfortheorizingabout

workandhowworkcouldbedoneinlargegroups.Histheorybecame

themodelstructuraldesignformanyortoday'slarge

organizations.

(easy)

TOWARDUNDERSTANDINGORGANIZATIONALBEHAVIOR

125.Inashortessay,describetheHawthorneStudies.Next,discuss

theroleofEltonMayointhesestudiesandsomeofthefindingsof

hisresearch.

Answer

Withoutquestion,themostimportantcontributiontothedeveloping

OBfieldcameoutoftheHawthorneStudies,aseriesofstudies

conductedattheWesternElectricCompanyWorksinCicero,Illinois.

ThesestudieswereinitiallydesignedbyWesternElectric

industrialengineersasascientificmanagementexperiment.They

wantedtoexaminetheeffectofvariousilluminationlevelson

workerproductivity.Basedontheirresearch,itwasconcluded

thatilluminationintensitywasnotdirectlyrelatedtogroup

productivity.In1927,theWesternElectricengineersasked

HarvardprofessorEltonMayoandhisassociatestojointhestudy

asconsultants.Throughadditionalresearch,EltonMayoconcluded

thatbehavioraffectedindividualbehavior,thatgroupstandards

establishindividualworkeroutput,andthatmoneyislessafactor

indeterminingoutputthanaregroupstandards,groupsentiments,

andsecurity.Theseconclusionsledtoanewemphasisonthehuman

behaviorfactorinthefunctioningoforganizationsandthe

attainmentoftheirgoals,

(difficult)

CURRENTTRENDSANDISSUES

126.Inashortessay,defineentrepreneurshipanddiscussthethree

importthemesthatstickoutinthisdefinitionofentrepreneurship.

Answer

Entrepreneurshipistheprocesswherebyanindividualoragroupof

individualsusesorganizedeffortsandmeanstopurs