BUSI 310 TEST 1 (CHAPTER 1 AND 2)
1. According to _____, bureaucratic positions discourage specialized skills because they foster subjective judgments by managers.
A. Adam Smith
B. Max Weber
C. Henri Fayol
D. Frederick Taylor
E. Abraham Maslow
2. Which of the following statements exemplifies the importance of managerial skills?
A. Obtaining high performance from people in the organization is easy because of the authority managers will continue to have over knowledge workers.
B. Technical skills are most important after becoming a top-level manager.
C. The importance of managerial skills is consistent across all managerial levels.
D. Conceptual and decision skills become less important than technical skills as a manager rises higher in the company.
E. Interpersonal skills are important throughout a manager’s career, at every level of management.
3. Taylor’s theory is criticized because it
A. ignored job-related social and psychological factors by emphasizing only money as a worker incentive.
B. was vested in too many people.
C. was too simplistic to be applicable to the real world.
D. treated the principles as universal truths for management.
E. promoted a unity of interest between employees and management.
4. Emotional intelligence involves the skills of all of the following except
A. understanding oneself.
B. managing oneself.
C. working effectively with others.
D. knowing others strengths and limitations.
E. making good decisions.
5. Which of the following is a principle of the human relations approach?
A. Scientific methods should be applied to analyze work.
B. Social needs have precedence over economic needs.
C. Management should cooperate with workers to ensure that jobs match plans.
D. Wasteful movements can be identified and removed to increase productivity.
E. Management is a profession and can be taught.
6. Which is the most basic human need, as suggested by Abraham Maslow?
D. love and belonging
7. Around 1436, the _____ standardized production through the use of an assembly line.
8. In smaller entrepreneurial firms and even in more adaptive larger firms, managers
A. are no longer utilized.
B. rely more heavily on technical skills.
C. focus primarily on hierarchy.
D. have strategic, tactical, and operational responsibilities.
E. focus on internal operations only.
9. The classical approaches as a whole were criticized because
A. they overemphasized the relationship between an organization and its external environment.
B. they assumed employees wanted to work and could direct and control themselves.
C. most managers were not trained in using the classical approaches.
D. they usually stressed one aspect of an organization or its employees at the expense of other considerations.
E. many aspects of a management decision could not be expressed through mathematical symbols and formulas.
10. Which type of manager is responsible for translating the general goals and plans developed for an organization into more specific activities?
A. operational managers
B. functional managers
C. activities managers
D. strategic managers
E. tactical managers
11. A dimension of service quality includes
A. making it easy and enjoyable for customers to experience a service.
B. occasionally meeting the needs of customers.
C. establishing short-term relationships.
D. giving customers what they want when the company wants.
E. measuring product performance.
12. _____ discovered that “level 5 leaders” often leave enduring legacies without drawing a lot of attention to themselves.
A. Jim Collins
B. Steven Covey
C. Abraham Maslow
D. Chris Argyris
E. Peter Senge
13. ________ is keeping costs low enough to achieve profits while pricing products at levels that are attractive to consumers.
A. Price control
B. Margin maximization
C. Total quality control
D. Cost competitiveness
E. Workforce efficiency
14. Peter Drucker was the first person to discuss _____, by which a manager should be self-driven to accomplish key goals that link to organizational success.
A. level 5 leaders
B. competitive strategy
C. management by objective
D. management educator
E. the Hawthorne Effect
15. Managers will utilize _____ skills with increasing frequency as they rise within an organization.
A. conceptual and decision
16. As stated in th etext, all of the following statements are effects of the rise of the Internet, except
A. Managers are now mobile and able to be connected 24 hours a day, 7 days a week.
B. The Internet fulfills many business functions.
C. The rate of globablization has sped up, allowing managers to see what competitors are doing worldwide.
D. It eases the tensions in the work-life area because it allows managers to work from home, or even on vacation.
E. The Internet spurs the innovation of new products, such as smartphones and online banking services.
17. Which of the following is a criticism of the human relations approach to management?
A. Too much authority may be vested in too few people.
B. Rules need to be followed in a routine and biased manner.
C. The important characteristics of the formal organization are ignored.
D. Procedures may become the ends rather than the means.
E. Production tasks are reduced to a set of routine procedures that lead to quality control problems.
18. _____ is specifying the goals to be achieved and deciding in advance the appropriate actions needed to achieve those goals.
19. Identify the right statement about the contribution made by Jack Welch toward management thought and practices.
A. He is known for being the first person to discuss “management by objective” (MBO), by which a manager should be self-driven to accomplish key goals that link to organizational success.
B. He established the need for organizations to set clear objectives and establish the means of evaluating progress toward those objectives.
C. He contends that bureaucratic structures can eliminate the variability that results when managers in the same organization have different skills, experiences, and goals.
D. He advocated the application of scientific methods to analyze work and to determine how to complete production tasks efficiently.
E. He is widely viewed as having mastered “all of the critical aspects of leadership: people, process, strategy and structure.”
20. The evolution of management thought is divided into _____ major sections.
21. _____ is the introduction of new goods and services.
22. Which of the following refers to service?
A. the speed and dependability with which an organization delivers what customers want
B. the technique of keeping costs low to achieve profits and to be able to offer prices that are attractive to consumers
C. the practice aimed at discovering and harnessing an organization’s intellectual resources
D. the technique of establishing goodwill through social relationships
E. the skill of understanding oneself, managing oneself, and dealing effectively with others
23. Which of the following is a contemporary approach to management?
A. scientific management
B. human relations
C. administrative management
D. systematic management
E. quantitative management
24. Which approach was the first to emphasize informal work relationships and worker satisfaction and emerged from a scientific management study that resulted in the discovery of the Hawthorne effect?
A. human relations
B. Hawthorne Studies
D. administrative management
E. scientific management
25. Which of the following is one of the key elements that makes the current business landscape different from those of the past?
B. technological change
D. cost competitiveness
26. Bureaucracy can be defined as
A. a classical management approach that applied scientific methods to analyze and determine the “one best way” to complete production tasks.
B. a classical management approach that attempted to understand and explain how human psychological and social processes interact with the formal aspects of the work situation to influence performance.
C. a classical management approach that attempted to build into operations the specific procedures and processes that would ensure coordination of effort to achieve established goals and plans.
D. a contemporary management approach that emphasizes the application of quantitative analysis to managerial decisions and problems.
E. a classical management approach emphasizing a structured, formal network of relationships among specialized positions in the organization
27. If an organization ensures that a chain of command or hierarchy is well established, which characteristic of an effective bureaucracy does it exhibit?
B. division of labor
E. rules and controls
28. _____ skills influence a manager’s ability to work well with people.
29. _____ is assembling and coordinating the human, financial, physical, informational, and other resources needed to achieve goals.
30. Which of the following best describes management?
A. the method of executing, responding, and delivering results in a fast and timely manner
B. the process of working with people and resources to accomplish organizational goals
C. the technique of keeping costs low enough so the company can realize profits and price its products at levels that are attractive to consumers
D. the introduction of new goods and services
E. the method of creating goodwill through social relationships
31. Building a dynamic organization is the goal of which function of management?
32. According to Henri Fayol’s principles of management, which of the following refers to promoting a unity of interest between employees and management?
C. esprit de corps
E. scalar chain
33. Managers who subscribe to McGregor’s Theory X must watch for the important implication of
A. contingency perspective.
B. self-fulfilling prophecy.
C. superior performance.
D. individual challenges.
E. human relations approach
34. The _____ approach is aimed at understanding how psychological and social processes interact with the work situation to influence performance.
A. scientific management
B. systematic management
C. administrative management
D. human relations
35. What was the aim of the human relations approach to management?
A. emphasizing economical operations, adequate staffing, maintenance of inventories to meet consumer demand, and organizational control
B. applying scientific methods to analyze work and to determine how to complete production tasks efficiently
C. eliminating the variability that results when managers in the same organization have different skills, experiences, and goals
D. emphasizing the perspective of senior managers within the organization
E. understanding how psychological and social processes interact with the work situation to influence performance
36. _________ are key management functions.
A. Planning, organizing, leading, and controlling
B. Marketing, finance, accounting, and production
C. Planning, operations, labor, and contracting
D. Hiring, training, appraising, and firing
E. Marketing, management, finance, and accounting
37. The need for interpersonal and communication skills
A. fades as a manager moves from the lower levels of an organization into the upper management arena.
B. fades as a manager moves from the upper management arena to the lower levels of an organization.
C. is important at every level of management.
D. fades at the bottom.
E. is important at the bottom only
38. Archer Inc. recently embarked on an effort to increase coordination and cooperation within the company. During the process, the managers of the organization reviewed and specified job responsibilities, grouped jobs into work units, and reallocated resources within the company. The managers were exercising the management function of
39. The opportunities for mass production created by the ______ spawned intense and systematic thought about management problems and issues.
A. economies of scale
B. industrial revolution
C. resurgence methodology
D. management and business education schools
E. sociotechnical systems theory
40. _____ is a classical management approach that attempted to build into operations the specific procedures and processes that would ensure coordination of effort to achieve established goals and plans.
A. Scientific management
B. Administrative management
C. Systematic management
D. Human relations