Question 1

Which of the following revelations from different research studies came to be known as the Hawthorne effect?

Accepted Answer

A)  Group members subjecting those workers who violate the group norms to sanctions 
B)  Productivity increasing, regardless of the level of illumination in the workplace 
C)  Workers concealing the true potential efficiency of a work system to protect their interests 
D)  Workers' productivity being affected more by the attention received from researchers than by the work setting 
E)  Employees in a "no-talking" workplace developing ways of talking to one another out of the sides of their mouths 
A)  Group members subjecting those workers who violate the group norms to sanctions 
B)  Productivity increasing, regardless of the level of illumination in the workplace 
C)  Workers concealing the true potential efficiency of a work system to protect their interests 
D)  Workers' productivity being affected more by the attention received from researchers than by the work setting 
E)  Employees in a "no-talking" workplace developing ways of talking to one another out of the sides of their mouths

Question 2

Which of the following is true of an organization with a mechanistic structure?

Accepted Answer

A)  The organization uses the structure only when needed-when the organizational environment is unstable. 
B)  A mechanistic structure requires more managerial time, money, and effort than an organic structure. 
C)  Employees are closely supervised and follow well-defined rules and standard operating procedures. 
D)  Authority is decentralized to middle and first-line managers to encourage them to take responsibility. 
E)  Here, managers can react more quickly to a changing environment than can managers in an organic structure. 
A)  The organization uses the structure only when needed-when the organizational environment is unstable. 
B)  A mechanistic structure requires more managerial time, money, and effort than an organic structure. 
C)  Employees are closely supervised and follow well-defined rules and standard operating procedures. 
D)  Authority is decentralized to middle and first-line managers to encourage them to take responsibility. 
E)  Here, managers can react more quickly to a changing environment than can managers in an organic structure.

Question 3

The contingency theory suggests that there is always one best way to organize.

Accepted Answer

A) True 
 B)False

Question 4

An engineer receives orders from and reports to both his department manager and his project manager. This violates Fayol's principle of:

Accepted Answer

A)  centralization. 
B)  unity of command. 
C)  unity of direction. 
D)  division of labor. 
E)  esprit de corps. 
A)  centralization. 
B)  unity of command. 
C)  unity of direction. 
D)  division of labor. 
E)  esprit de corps.

Question 5

An advantage of achieving the right worker-task specialization and linking people and tasks by the speed of the production line is:

Accepted Answer

A)  lower costs. 
B)  lower job satisfaction. 
C)  decreased workplace monotony. 
D)  decreased organizational output. 
E)  decreased mechanization of work process. 
A)  lower costs. 
B)  lower job satisfaction. 
C)  decreased workplace monotony. 
D)  decreased organizational output. 
E)  decreased mechanization of work process.

Question 6

A company that wishes to increase the quality of its products should opt for _____, a branch of management science that provides tools to analyze the company's input, conversion, and output activities.

Accepted Answer

A)  Quantitative management 
B)  Operations management 
C)  Total quality management 
D)  Management information systems 
E)  Numerical management 
A)  Quantitative management 
B)  Operations management 
C)  Total quality management 
D)  Management information systems 
E)  Numerical management

Question 7

In a bureaucracy, a manager's formal authority derives from:

Accepted Answer

A)  his or her social standing and personal contacts. 
B)  informal rule-of-thumb knowledge. 
C)  intuitive knowledge. 
D)  codifying the new methods of performing tasks into written rules. 
E)  the position he or she holds in the organization. 
A)  his or her social standing and personal contacts. 
B)  informal rule-of-thumb knowledge. 
C)  intuitive knowledge. 
D)  codifying the new methods of performing tasks into written rules. 
E)  the position he or she holds in the organization.

Question 8

Which of the following statements indicates that Megabytes Inc. has implemented an organic structure?

Accepted Answer

A)  At Megabytes, employees are discouraged from taking up more responsibilities. 
B)  At Megabytes, forming of cross-departmental or functional teams is discouraged. 
C)  At Megabytes, employees are closely supervised and follow well-defined rules. 
D)  At Megabytes, emphasis is placed on strict discipline and order. 
E)  At Megabytes, authority is decentralized to middle and first-line managers. 
A)  At Megabytes, employees are discouraged from taking up more responsibilities. 
B)  At Megabytes, forming of cross-departmental or functional teams is discouraged. 
C)  At Megabytes, employees are closely supervised and follow well-defined rules. 
D)  At Megabytes, emphasis is placed on strict discipline and order. 
E)  At Megabytes, authority is decentralized to middle and first-line managers.

Question 9

According to Henri Fayol, esprit de corps refers to:

Accepted Answer

A)  the ability to act on one's own without direction from a superior. 
B)  shared feelings of comradeship, enthusiasm, or devotion to a common cause among members of a group. 
C)  the justice, impartiality, and fairness to which all organizational members are entitled. 
D)  the methodical arrangement of positions to provide the organization with the greatest benefit and to provide employees with career opportunities. 
E)  obedience, energy, application, and other outward marks of respect for a superior's authority. 
A)  the ability to act on one's own without direction from a superior. 
B)  shared feelings of comradeship, enthusiasm, or devotion to a common cause among members of a group. 
C)  the justice, impartiality, and fairness to which all organizational members are entitled. 
D)  the methodical arrangement of positions to provide the organization with the greatest benefit and to provide employees with career opportunities. 
E)  obedience, energy, application, and other outward marks of respect for a superior's authority.

Question 10

Bureaucracy is a formal system of organization and administration designed to ensure efficiency and effectiveness.

Accepted Answer

A) True 
 B)False

Question 11

As a result of the application of scientific management principles, workers became increasingly dissatisfied.

Accepted Answer

A) True 
 B)False

Question 12

The idea that workers should be aware of how their performance affects the performance of the organization as a whole is most consistent with Fayol's principle of:

Accepted Answer

A)  unity of command. 
B)  subordination of individual interests to the common interest. 
C)  remuneration of personnel. 
D)  esprit de corps. 
E)  stability of tenure of personnel. 
A)  unity of command. 
B)  subordination of individual interests to the common interest. 
C)  remuneration of personnel. 
D)  esprit de corps. 
E)  stability of tenure of personnel.

Question 13

Management science theory focuses on the use of rigorous quantitative techniques.

Accepted Answer

A) True 
 B)False

Question 14

Which of the following best reflects Mary Parker Follett's views on management and leadership in an organization?

Accepted Answer

A)  Managers should avoid involving workers in analyzing their jobs to identify better ways to perform tasks, as this could lead to employees underperforming. 
B)  If workers have the relevant knowledge, then workers, rather than managers, should be in control of the work process itself. 
C)  The formal line of authority and vertical chain of command are the most essential steps to effective management. 
D)  Members of different departments should avoid working together in cross-departmental teams to accomplish projects in order to minimize duplication of effort. 
E)  Managers' formal authority deriving from their position in the hierarchy should decide who will lead at any particular moment. 
A)  Managers should avoid involving workers in analyzing their jobs to identify better ways to perform tasks, as this could lead to employees underperforming. 
B)  If workers have the relevant knowledge, then workers, rather than managers, should be in control of the work process itself. 
C)  The formal line of authority and vertical chain of command are the most essential steps to effective management. 
D)  Members of different departments should avoid working together in cross-departmental teams to accomplish projects in order to minimize duplication of effort. 
E)  Managers' formal authority deriving from their position in the hierarchy should decide who will lead at any particular moment.

Question 15

In his studies, Adam Smith found that the performance of the factories in which workers specialized in only one or a few tasks was much greater than the performance of the factory in which each worker performed all the tasks.

Accepted Answer

A) True 
 B)False

Question 16

According to the Hawthorne effect, each manager's personal behavior or leadership approach has no effect on performance.

Accepted Answer

A) True 
 B)False

Question 17

Managers who accept the assumptions of Theory X:

Accepted Answer

A)  create a work setting that encourages commitment to organization goals. 
B)  closely monitor workers to make sure that production is not affected. 
C)  focus on giving employees opportunities to exercise initiative. 
D)  provide opportunities for workers to be imaginative. 
E)  view workers as motivated and capable of exercising self-control. 
A)  create a work setting that encourages commitment to organization goals. 
B)  closely monitor workers to make sure that production is not affected. 
C)  focus on giving employees opportunities to exercise initiative. 
D)  provide opportunities for workers to be imaginative. 
E)  view workers as motivated and capable of exercising self-control.

Question 18

If an organization has a profit-sharing plan in which employees are able to purchase the company's stock at a discount whenever the organization makes huge profits, then this organization follows Fayol's principle of:

Accepted Answer

A)  centralization. 
B)  discipline. 
C)  initiative. 
D)  esprit de corps. 
E)  remuneration of personnel. 
A)  centralization. 
B)  discipline. 
C)  initiative. 
D)  esprit de corps. 
E)  remuneration of personnel.

Question 19

Rules are formal written instructions that specify what workers should do on the job.

Accepted Answer

A) True 
 B)False

Question 20

Increasing the level of job specialization reduces efficiency and leads to lower organizational performance.

Accepted Answer

A) True 
 B)False

Which of the following revelations from different research studies came to be known as the Hawthorne effect?

Which of the following is true of an organization with a mechanistic structure?

The contingency theory suggests that there is always one best way to organize.

An engineer receives orders from and reports to both his department manager and his project manager. This violates Fayol's principle of:

An advantage of achieving the right worker-task specialization and linking people and tasks by the speed of the production line is:

A company that wishes to increase the quality of its products should opt for _____, a branch of management science that provides tools to analyze the company's input, conversion, and output activities.

In a bureaucracy, a manager's formal authority derives from:

Which of the following statements indicates that Megabytes Inc. has implemented an organic structure?

According to Henri Fayol, esprit de corps refers to:

Bureaucracy is a formal system of organization and administration designed to ensure efficiency and effectiveness.

As a result of the application of scientific management principles, workers became increasingly dissatisfied.

The idea that workers should be aware of how their performance affects the performance of the organization as a whole is most consistent with Fayol's principle of:

Management science theory focuses on the use of rigorous quantitative techniques.

Which of the following best reflects Mary Parker Follett's views on management and leadership in an organization?

In his studies, Adam Smith found that the performance of the factories in which workers specialized in only one or a few tasks was much greater than the performance of the factory in which each worker performed all the tasks.

According to the Hawthorne effect, each manager's personal behavior or leadership approach has no effect on performance.

Managers who accept the assumptions of Theory X:

If an organization has a profit-sharing plan in which employees are able to purchase the company's stock at a discount whenever the organization makes huge profits, then this organization follows Fayol's principle of:

Rules are formal written instructions that specify what workers should do on the job.

Increasing the level of job specialization reduces efficiency and leads to lower organizational performance.

Managers and Managing

Values, Attitudes, Emotions, and Culture: The Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

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Exam 2: The Evolution of Management

Which of the following revelations from different research studies came to be known as the Hawthorne effect?

Which of the following is true of an organization with a mechanistic structure?

The contingency theory suggests that there is always one best way to organize.

An engineer receives orders from and reports to both his department manager and his project manager. This violates Fayol's principle of:

An advantage of achieving the right worker-task specialization and linking people and tasks by the speed of the production line is:

A company that wishes to increase the quality of its products should opt for _____, a branch of management science that provides tools to analyze the company's input, conversion, and output activities.

In a bureaucracy, a manager's formal authority derives from:

Which of the following statements indicates that Megabytes Inc. has implemented an organic structure?

According to Henri Fayol, esprit de corps refers to:

Bureaucracy is a formal system of organization and administration designed to ensure efficiency and effectiveness.

As a result of the application of scientific management principles, workers became increasingly dissatisfied.

The idea that workers should be aware of how their performance affects the performance of the organization as a whole is most consistent with Fayol's principle of:

Management science theory focuses on the use of rigorous quantitative techniques.

Which of the following best reflects Mary Parker Follett's views on management and leadership in an organization?

In his studies, Adam Smith found that the performance of the factories in which workers specialized in only one or a few tasks was much greater than the performance of the factory in which each worker performed all the tasks.

According to the Hawthorne effect, each manager's personal behavior or leadership approach has no effect on performance.

Managers who accept the assumptions of Theory X:

If an organization has a profit-sharing plan in which employees are able to purchase the company's stock at a discount whenever the organization makes huge profits, then this organization follows Fayol's principle of:

Rules are formal written instructions that specify what workers should do on the job.

Increasing the level of job specialization reduces efficiency and leads to lower organizational performance.

Managers and Managing

Values, Attitudes, Emotions, and Culture: The Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

Filters