Question 1

Define management science theory. What are the different branches of management science?

Accepted Answer

Management science theory is a contempor

Question 2

According to Frederick W. Taylor, if the amount of time and effort that each worker expends to produce a unit of output is reduced by increasing specialization, the production process will become more efficient.

Accepted Answer

A) True 
 B)False

Question 3

According to Weber, in a bureaucracy, people should occupy positions because of their social standing and personal contacts.

Accepted Answer

A) True 
 B)False

Question 4

A drawback of management information systems is that they provide information only about an organization's internal environment, and not the external environment.

Accepted Answer

A) True 
 B)False

Question 5

Which of the following practices was advocated by Mary Parker Follett?

Accepted Answer

A)  Workers should not be allowed to participate in the work development process. 
B)  Authority should go with hierarchical positions rather than knowledge. 
C)  Managers should behave as monitors and supervisors. 
D)  Workers should be allowed to exercise initiative in their everyday work lives. 
E)  Members of each department should stick to their own department; cross-functioning should be discouraged. 
A)  Workers should not be allowed to participate in the work development process. 
B)  Authority should go with hierarchical positions rather than knowledge. 
C)  Managers should behave as monitors and supervisors. 
D)  Workers should be allowed to exercise initiative in their everyday work lives. 
E)  Members of each department should stick to their own department; cross-functioning should be discouraged.

Question 6

Scientific management produces huge cost savings in large organized work settings.

Accepted Answer

A) True 
 B)False

Question 7

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 8

_____ gives managers the right to direct and control their subordinates' behavior to accomplish organizational goals.

Accepted Answer

A)  Entropy 
B)  Synergy 
C)  Esprit de corps 
D)  Authority 
E)  Equity 
A)  Entropy 
B)  Synergy 
C)  Esprit de corps 
D)  Authority 
E)  Equity

Question 9

Mayfair Mobile's external environment is changing rapidly and it responds by decentralizing decisions to lower-level managers so that the organization can react faster. Which of the following types of organizational structure allows this?

Accepted Answer

A)  A mechanistic structure 
B)  A formal structure 
C)  A bureaucratic structure 
D)  An oligarchic structure 
E)  An organic structure 
A)  A mechanistic structure 
B)  A formal structure 
C)  A bureaucratic structure 
D)  An oligarchic structure 
E)  An organic structure

Question 10

_____ is the idea that the organizational structures and control systems that are chosen by managers depend on characteristics of the external environment in which the organization operates.

Accepted Answer

A)  Equity theory 
B)  Contingency theory 
C)  Theory X 
D)  Theory Y 
E)  Behavioral management theory 
A)  Equity theory 
B)  Contingency theory 
C)  Theory X 
D)  Theory Y 
E)  Behavioral management theory

Question 11

When authority is centralized, only managers at the top of the organization make important decisions.

Accepted Answer

A) True 
 B)False

Question 12

Briefly describe the different stages of an open system.

Accepted Answer

An open system is a system that takes in

Question 13

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 14

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 15

_____ refers to the tendency of a closed system to lose its ability to control itself, and thus disintegrate.

Accepted Answer

A)  Synergy 
B)  Entropy 
C)  Esprit de corps 
D)  Order 
E)  Equity 
A)  Synergy 
B)  Entropy 
C)  Esprit de corps 
D)  Order 
E)  Equity

Question 16

In a bureaucracy, tasks and roles are left ambiguous to encourage employees to respond quickly to the unexpected.

Accepted Answer

A) True 
 B)False

Question 17

Norms are written instructions about how to perform a certain aspect of a task.

Accepted Answer

A) True 
 B)False

Question 18

_____ refers to the chain of command extending from the top to the bottom of an organization

Accepted Answer

A)  Line of authority 
B)  Division of labor 
C)  Unity of direction 
D)  Unity of command 
E)  Esprit de corps 
A)  Line of authority 
B)  Division of labor 
C)  Unity of direction 
D)  Unity of command 
E)  Esprit de corps

Question 19

Fayol believed that authority should be concentrated at the top of the chain of command of an organization.

Accepted Answer

A) True 
 B)False

Question 20

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.

Define management science theory. What are the different branches of management science?

According to Frederick W. Taylor, if the amount of time and effort that each worker expends to produce a unit of output is reduced by increasing specialization, the production process will become more efficient.

According to Weber, in a bureaucracy, people should occupy positions because of their social standing and personal contacts.

A drawback of management information systems is that they provide information only about an organization's internal environment, and not the external environment.

Which of the following practices was advocated by Mary Parker Follett?

Scientific management produces huge cost savings in large organized work settings.

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

_____ gives managers the right to direct and control their subordinates' behavior to accomplish organizational goals.

Mayfair Mobile's external environment is changing rapidly and it responds by decentralizing decisions to lower-level managers so that the organization can react faster. Which of the following types of organizational structure allows this?

_____ is the idea that the organizational structures and control systems that are chosen by managers depend on characteristics of the external environment in which the organization operates.

When authority is centralized, only managers at the top of the organization make important decisions.

Briefly describe the different stages of an open system.

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

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

_____ refers to the tendency of a closed system to lose its ability to control itself, and thus disintegrate.

In a bureaucracy, tasks and roles are left ambiguous to encourage employees to respond quickly to the unexpected.

Norms are written instructions about how to perform a certain aspect of a task.

_____ refers to the chain of command extending from the top to the bottom of an organization

Fayol believed that authority should be concentrated at the top of the chain of command of an organization.

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:

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

Exam 2: The Evolution of Management

Define management science theory. What are the different branches of management science?

According to Frederick W. Taylor, if the amount of time and effort that each worker expends to produce a unit of output is reduced by increasing specialization, the production process will become more efficient.

According to Weber, in a bureaucracy, people should occupy positions because of their social standing and personal contacts.

A drawback of management information systems is that they provide information only about an organization's internal environment, and not the external environment.

Which of the following practices was advocated by Mary Parker Follett?

Scientific management produces huge cost savings in large organized work settings.

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

_____ gives managers the right to direct and control their subordinates' behavior to accomplish organizational goals.

Mayfair Mobile's external environment is changing rapidly and it responds by decentralizing decisions to lower-level managers so that the organization can react faster. Which of the following types of organizational structure allows this?

_____ is the idea that the organizational structures and control systems that are chosen by managers depend on characteristics of the external environment in which the organization operates.

When authority is centralized, only managers at the top of the organization make important decisions.

Briefly describe the different stages of an open system.

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

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

_____ refers to the tendency of a closed system to lose its ability to control itself, and thus disintegrate.

In a bureaucracy, tasks and roles are left ambiguous to encourage employees to respond quickly to the unexpected.

Norms are written instructions about how to perform a certain aspect of a task.

_____ refers to the chain of command extending from the top to the bottom of an organization

Fayol believed that authority should be concentrated at the top of the chain of command of an organization.

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:

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