Question 1

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 2

_____ refers to the concentration of authority at the top of the organizational chart instead of being distributed throughout the managerial hierarchy.

Accepted Answer

A)  Unity of direction 
B)  Synergy 
C)  Centralization 
D)  Unity of command 
E)  Entropy 
A)  Unity of direction 
B)  Synergy 
C)  Centralization 
D)  Unity of command 
E)  Entropy

Question 3

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 4

What is meant by scientific management? What are the four principles of scientific management described by Frederick W. Taylor?

Accepted Answer

Scientific management is the systematic

Question 5

_____ refers to a system where small workshops run by skilled workers produce hand-manufactured products.

Accepted Answer

A)  Mass production 
B)  Flow production 
C)  Crafts production 
D)  Series production 
E)  Mechanized production 
A)  Mass production 
B)  Flow production 
C)  Crafts production 
D)  Series production 
E)  Mechanized production

Question 6

Managers who accept the assumptions of Theory Y:

Accepted Answer

A)  create a work setting that encourages commitment. 
B)  give little autonomy to workers. 
C)  focus on developing rules and procedures. 
D)  rely on rewards and punishments. 
E)  view workers as lazy. 
A)  create a work setting that encourages commitment. 
B)  give little autonomy to workers. 
C)  focus on developing rules and procedures. 
D)  rely on rewards and punishments. 
E)  view workers as lazy.

Question 7

An organization that has a single, comprehensive long-term plan that leads every department within the organization is following Fayol's principle of:

Accepted Answer

A)  order. 
B)  line of authority. 
C)  unity of command. 
D)  unity of direction. 
E)  decentralization. 
A)  order. 
B)  line of authority. 
C)  unity of command. 
D)  unity of direction. 
E)  decentralization.

Question 8

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 9

The human relations movement in management theory advocates that supervisors be trained to manage subordinates in ways that elicit their cooperation and increase their productivity.

Accepted Answer

A) True 
 B)False

Question 10

A time-and-motion study involves the careful timing and recording of the actions taken to perform a particular task.

Accepted Answer

A) True 
 B)False

Question 11

The use of scientific management practices led workers to hide the true potential efficiency of the work setting to protect their own well-being.

Accepted Answer

A) True 
 B)False

Question 12

The line of authority in an organization is:

Accepted Answer

A)  the concentration of authority at the top of the managerial hierarchy. 
B)  the singleness of purpose that makes possible the creation of one plan of action. 
C)  the chain of command extending from the top to the bottom of an organization. 
D)  the shared feelings of comradeship, enthusiasm, and devotion to a common cause. 
E)  a reporting relationship in which an employee receives orders from only one superior. 
A)  the concentration of authority at the top of the managerial hierarchy. 
B)  the singleness of purpose that makes possible the creation of one plan of action. 
C)  the chain of command extending from the top to the bottom of an organization. 
D)  the shared feelings of comradeship, enthusiasm, and devotion to a common cause. 
E)  a reporting relationship in which an employee receives orders from only one superior.

Question 13

Theory Y assumes that workers are not inherently lazy, do not naturally dislike work, and, if given an opportunity, will do what is good for the organization.

Accepted Answer

A) True 
 B)False

Question 14

The primary message of _____ is that there is no one best way to organize.

Accepted Answer

A)  Theory X 
B)  administrative management theory 
C)  contingency theory 
D)  behavioral management theory 
E)  management science theory 
A)  Theory X 
B)  administrative management theory 
C)  contingency theory 
D)  behavioral management theory 
E)  management science theory

Question 15

When managers rely too much on rules to solve problems, their behavior becomes inflexible.

Accepted Answer

A) True 
 B)False

Question 16

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

Accepted Answer

A) True 
 B)False

Question 17

Fayol recommended the use of _____ to show the position and duties of each employee and to indicate which positions an employee might move to or be promoted to in the future.

Accepted Answer

A)  an organizational chart 
B)  initiative analysis 
C)  unity of direction 
D)  critical path method (CPM) 
E)  PERT chart 
A)  an organizational chart 
B)  initiative analysis 
C)  unity of direction 
D)  critical path method (CPM) 
E)  PERT chart

Question 18

The management theory that focuses on the use of rigorous quantitative techniques to assist managers to make the best use of organizational resources is called:

Accepted Answer

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

Question 19

The line of authority is the chain of command extending from the top to the bottom of an organization.

Accepted Answer

A) True 
 B)False

Question 20

The idea that employees who stay with the organization for many years develop skills on the job which can help the organization to become more efficient is consistent with Fayol's principle of:

Accepted Answer

A)  unity of command. 
B)  unity of direction. 
C)  initiative. 
D)  discipline. 
E)  stability of tenure. 
A)  unity of command. 
B)  unity of direction. 
C)  initiative. 
D)  discipline. 
E)  stability of tenure.

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

_____ refers to the concentration of authority at the top of the organizational chart instead of being distributed throughout the managerial hierarchy.

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

What is meant by scientific management? What are the four principles of scientific management described by Frederick W. Taylor?

_____ refers to a system where small workshops run by skilled workers produce hand-manufactured products.

Managers who accept the assumptions of Theory Y:

An organization that has a single, comprehensive long-term plan that leads every department within the organization is following Fayol's principle of:

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

The human relations movement in management theory advocates that supervisors be trained to manage subordinates in ways that elicit their cooperation and increase their productivity.

A time-and-motion study involves the careful timing and recording of the actions taken to perform a particular task.

The use of scientific management practices led workers to hide the true potential efficiency of the work setting to protect their own well-being.

The line of authority in an organization is:

Theory Y assumes that workers are not inherently lazy, do not naturally dislike work, and, if given an opportunity, will do what is good for the organization.

The primary message of _____ is that there is no one best way to organize.

When managers rely too much on rules to solve problems, their behavior becomes inflexible.

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

Fayol recommended the use of _____ to show the position and duties of each employee and to indicate which positions an employee might move to or be promoted to in the future.

The management theory that focuses on the use of rigorous quantitative techniques to assist managers to make the best use of organizational resources is called:

The line of authority is the chain of command extending from the top to the bottom of an organization.

The idea that employees who stay with the organization for many years develop skills on the job which can help the organization to become more efficient is consistent with Fayol's principle of:

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 statements indicates that Megabytes Inc. has implemented an organic structure?

_____ refers to the concentration of authority at the top of the organizational chart instead of being distributed throughout the managerial hierarchy.

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

What is meant by scientific management? What are the four principles of scientific management described by Frederick W. Taylor?

_____ refers to a system where small workshops run by skilled workers produce hand-manufactured products.

Managers who accept the assumptions of Theory Y:

An organization that has a single, comprehensive long-term plan that leads every department within the organization is following Fayol's principle of:

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

The human relations movement in management theory advocates that supervisors be trained to manage subordinates in ways that elicit their cooperation and increase their productivity.

A time-and-motion study involves the careful timing and recording of the actions taken to perform a particular task.

The use of scientific management practices led workers to hide the true potential efficiency of the work setting to protect their own well-being.

The line of authority in an organization is:

Theory Y assumes that workers are not inherently lazy, do not naturally dislike work, and, if given an opportunity, will do what is good for the organization.

The primary message of _____ is that there is no one best way to organize.

When managers rely too much on rules to solve problems, their behavior becomes inflexible.

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

Fayol recommended the use of _____ to show the position and duties of each employee and to indicate which positions an employee might move to or be promoted to in the future.

The management theory that focuses on the use of rigorous quantitative techniques to assist managers to make the best use of organizational resources is called:

The line of authority is the chain of command extending from the top to the bottom of an organization.

The idea that employees who stay with the organization for many years develop skills on the job which can help the organization to become more efficient is consistent with Fayol's principle of:

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