Question 1

If a manager designs the organizational hierarchy based on the characteristics of the organizational environment, he is acting in accordance with _____.

Accepted Answer

A)  Equity theory 
B)  Fayol's theory 
C)  Contingency theory 
D)  Queuing theory 
E)  Chaos theory 
A)  Equity theory 
B)  Fayol's theory 
C)  Contingency theory 
D)  Queuing theory 
E)  Chaos theory

Question 2

Which of the following is true of an open system?

Accepted Answer

A)  It is more likely to experience entropy than is a closed system. 
B)  It uses resources from the external environment for internal processes, but does not return anything to the external environment. 
C)  The input, process, and output stages in the production process are performed in the external environment. 
D)  It is a self-contained system that is not affected by changes in its environment. 
E)  It takes in resources from its external environment and converts them into goods that are then sent back to that environment for purchase by customers. 
A)  It is more likely to experience entropy than is a closed system. 
B)  It uses resources from the external environment for internal processes, but does not return anything to the external environment. 
C)  The input, process, and output stages in the production process are performed in the external environment. 
D)  It is a self-contained system that is not affected by changes in its environment. 
E)  It takes in resources from its external environment and converts them into goods that are then sent back to that environment for purchase by customers.

Question 3

Typically, managers in a mechanistic structure react more quickly to a changing environment than do managers in an organic structure.

Accepted Answer

A) True 
 B)False

Question 4

Mary Parker Follett's primary criticism of Taylor's system of scientific management was that:

Accepted Answer

A)  Taylor proposed that managers should involve workers in analyzing their jobs to identify better ways to perform tasks. 
B)  Taylor did not use scientific techniques like time-and-motion studies to analyze workers' jobs. 
C)  scientific management did not allow workers to exercise initiative and contribute to the organization. 
D)  scientific management advocated that workers, rather than managers, should be in control of the work process itself. 
E)  Taylor said that managers should behave as coaches and facilitators-not as monitors and supervisors. 
A)  Taylor proposed that managers should involve workers in analyzing their jobs to identify better ways to perform tasks. 
B)  Taylor did not use scientific techniques like time-and-motion studies to analyze workers' jobs. 
C)  scientific management did not allow workers to exercise initiative and contribute to the organization. 
D)  scientific management advocated that workers, rather than managers, should be in control of the work process itself. 
E)  Taylor said that managers should behave as coaches and facilitators-not as monitors and supervisors.

Question 5

According to Fayol's principles of management, workers should be given more job duties to perform but encouraged to assume less responsibility for their work outcomes.

Accepted Answer

A) True 
 B)False

Question 6

The theory of scientific management was introduced in the late twentieth century.

Accepted Answer

A) True 
 B)False

Question 7

The aspect of management theory that uses mathematical techniques such as modeling and simulation to help managers make better decisions is called:

Accepted Answer

A)  behavioral management. 
B)  contingency management. 
C)  quantitative management. 
D)  administrative management. 
E)  human relations management. 
A)  behavioral management. 
B)  contingency management. 
C)  quantitative management. 
D)  administrative management. 
E)  human relations management.

Question 8

Authority is more likely to be exercised effectively in an organization when positions are not arranged hierarchically.

Accepted Answer

A) True 
 B)False

Question 9

The Hawthorne effect suggests that workers' attitudes toward their managers affect the level of workers' performance.

Accepted Answer

A) True 
 B)False

Question 10

When the tasks and authority associated with various positions in the organization are clearly specified, it creates a scenario where:

Accepted Answer

A)  employees are not sure of what is expected either of them or of each other. 
B)  employees are held strictly accountable for their actions. 
C)  managers face difficulty in tracking the assigned tasks. 
D)  confused employees create havoc within the formal hierarchy of authority. 
E)  order and discipline are undermined. 
A)  employees are not sure of what is expected either of them or of each other. 
B)  employees are held strictly accountable for their actions. 
C)  managers face difficulty in tracking the assigned tasks. 
D)  confused employees create havoc within the formal hierarchy of authority. 
E)  order and discipline are undermined.

If a manager designs the organizational hierarchy based on the characteristics of the organizational environment, he is acting in accordance with _____.

Which of the following is true of an open system?

Typically, managers in a mechanistic structure react more quickly to a changing environment than do managers in an organic structure.

Mary Parker Follett's primary criticism of Taylor's system of scientific management was that:

According to Fayol's principles of management, workers should be given more job duties to perform but encouraged to assume less responsibility for their work outcomes.

The theory of scientific management was introduced in the late twentieth century.

The aspect of management theory that uses mathematical techniques such as modeling and simulation to help managers make better decisions is called:

Authority is more likely to be exercised effectively in an organization when positions are not arranged hierarchically.

The Hawthorne effect suggests that workers' attitudes toward their managers affect the level of workers' performance.

When the tasks and authority associated with various positions in the organization are clearly specified, it creates a scenario where:

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

If a manager designs the organizational hierarchy based on the characteristics of the organizational environment, he is acting in accordance with _____.

Which of the following is true of an open system?

Typically, managers in a mechanistic structure react more quickly to a changing environment than do managers in an organic structure.

Mary Parker Follett's primary criticism of Taylor's system of scientific management was that:

According to Fayol's principles of management, workers should be given more job duties to perform but encouraged to assume less responsibility for their work outcomes.

The theory of scientific management was introduced in the late twentieth century.

The aspect of management theory that uses mathematical techniques such as modeling and simulation to help managers make better decisions is called:

Authority is more likely to be exercised effectively in an organization when positions are not arranged hierarchically.

The Hawthorne effect suggests that workers' attitudes toward their managers affect the level of workers' performance.

When the tasks and authority associated with various positions in the organization are clearly specified, it creates a scenario where:

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