ICRM CRA COMPREHENSIVE STUDY GUIDE
2026 QUESTIONS WITH CORRECT
SOLUTIONS GRADED A+
◉planning. Answer: Process of setting objectives and determining
how those objectives are to be achieved in an uncertain future. The
management function concerned with guiding the activities of
employees in the appropriate direction.
◉organizing. Answer: Process of determining how resources are
allocated and prepared to accomplish an organization's mission.
◉directing/leading. Answer: Proces of making decisions about how
to influence people's behavior and then carrying out those decisions.
◉controlling. Answer: Process of ascertaining whether
organizational objectives have been achieved and if not, determining
what actions should be taken to achieve them in the future.
◉staffing. Answer: Involves the recruitment, selection, training,
evaluating, and other functions related to the utilization of human
resources. Some consider this a part of organizing.
,◉classical management. Answer: Developed in the early 1900s;
consists of scientific management, administration and organization
management, human resources, and quality management.
◉scientific management. Answer: "One best way" method, is the
basis for TQM.
◉Frederick Taylor. Answer: Considered the father of scientific
management. Did time and motion studies and applied engineering
principles to the work done on the factory floor.
◉Henry Gantt. Answer: Worked with Taylor. Developed chartig
method to schedule workers across a series of tasks (to complete a
project). Gantt charts are a precursor to today's PERT technique
(program evaluation review technique).
◉Frank Gilbreath. Answer: Used time and motion studies to
maximize efficiency and effectiveness. Early advocate of scientific
management. Was the guy who was the father/central figure in
Cheaper by the Dozen.
◉administration and organization management. Answer: How
managers manage and organizations structured.
,◉Henri Fayol. Answer: Clarified functions of management and
refined functions. Planning, organizing, commanding, coordinating,
and controlling. (Command and Coordination = Leadership)
◉Max Weber. Answer: Defined bureaucracy as "the ideal or pure
form of organization"
◉three types of authority. Answer: 1. Rational, legal authority
(depends on position) 2. Traditional authority (depends on
legitimacy of person in command) 3. Charismatic authority
(depends on belief and trust of followers)
◉human resource theory. Answer: Managing as people rather than a
resource like money or time.
◉Hawthorne Studies. Answer: Set of experiments that examined the
effects of workers' physical environment on their productivity.
Showed the importance of the social systems in a work group and
the impact of behavioral factors on productivity.
◉Elton Mayo. Answer: Theorized that workers would be more
productive if managers SEEMED more concerned about them.
◉behavioral science. Answer: Management approached concerned
with increasing productivity by focusing on understanding the
, human element in an organization - individuals and groups and how
they can be effectively and efficiently combined in a large
organization.
◉A.H. Maslow. Answer: Developed Hierarchy of Needs theory -
physiological, safety, love, esteem, self-actualization form a pyramid.
Believed that you coud not climb higher on the pyramid without
meeting the needs of the lower levels.
◉Douglas Murray McGregor. Answer: Believed managers could be
divided into two groups (X and Y), based on their view of human
nature.
◉Theory X managers. Answer: 1. Believed workers naturally
disliked work and would avoid it if possible, 2. Because of this
characteristic, workers needed to be controlled or threatened to get
the work accomplished, 3. And workers preferred to be directed
because they don't want the responsibility to make decisions;
lacking ambition, they prefer security above all.
◉Theory Y managers. Answer: 1. Believed work is as natural as play
and rest; 2. Workers will exercise self-direction and self control to
obtain objectives they are committed to; 3. Commitment to
objectives is tied to the rewards associated with their achievement;
4. Acceptance and seeking of responsibility can be learned by
workers under proper conditions; 5. Capacity to exercise
imagination, ingenuity, and creativity towards solving organizational
2026 QUESTIONS WITH CORRECT
SOLUTIONS GRADED A+
◉planning. Answer: Process of setting objectives and determining
how those objectives are to be achieved in an uncertain future. The
management function concerned with guiding the activities of
employees in the appropriate direction.
◉organizing. Answer: Process of determining how resources are
allocated and prepared to accomplish an organization's mission.
◉directing/leading. Answer: Proces of making decisions about how
to influence people's behavior and then carrying out those decisions.
◉controlling. Answer: Process of ascertaining whether
organizational objectives have been achieved and if not, determining
what actions should be taken to achieve them in the future.
◉staffing. Answer: Involves the recruitment, selection, training,
evaluating, and other functions related to the utilization of human
resources. Some consider this a part of organizing.
,◉classical management. Answer: Developed in the early 1900s;
consists of scientific management, administration and organization
management, human resources, and quality management.
◉scientific management. Answer: "One best way" method, is the
basis for TQM.
◉Frederick Taylor. Answer: Considered the father of scientific
management. Did time and motion studies and applied engineering
principles to the work done on the factory floor.
◉Henry Gantt. Answer: Worked with Taylor. Developed chartig
method to schedule workers across a series of tasks (to complete a
project). Gantt charts are a precursor to today's PERT technique
(program evaluation review technique).
◉Frank Gilbreath. Answer: Used time and motion studies to
maximize efficiency and effectiveness. Early advocate of scientific
management. Was the guy who was the father/central figure in
Cheaper by the Dozen.
◉administration and organization management. Answer: How
managers manage and organizations structured.
,◉Henri Fayol. Answer: Clarified functions of management and
refined functions. Planning, organizing, commanding, coordinating,
and controlling. (Command and Coordination = Leadership)
◉Max Weber. Answer: Defined bureaucracy as "the ideal or pure
form of organization"
◉three types of authority. Answer: 1. Rational, legal authority
(depends on position) 2. Traditional authority (depends on
legitimacy of person in command) 3. Charismatic authority
(depends on belief and trust of followers)
◉human resource theory. Answer: Managing as people rather than a
resource like money or time.
◉Hawthorne Studies. Answer: Set of experiments that examined the
effects of workers' physical environment on their productivity.
Showed the importance of the social systems in a work group and
the impact of behavioral factors on productivity.
◉Elton Mayo. Answer: Theorized that workers would be more
productive if managers SEEMED more concerned about them.
◉behavioral science. Answer: Management approached concerned
with increasing productivity by focusing on understanding the
, human element in an organization - individuals and groups and how
they can be effectively and efficiently combined in a large
organization.
◉A.H. Maslow. Answer: Developed Hierarchy of Needs theory -
physiological, safety, love, esteem, self-actualization form a pyramid.
Believed that you coud not climb higher on the pyramid without
meeting the needs of the lower levels.
◉Douglas Murray McGregor. Answer: Believed managers could be
divided into two groups (X and Y), based on their view of human
nature.
◉Theory X managers. Answer: 1. Believed workers naturally
disliked work and would avoid it if possible, 2. Because of this
characteristic, workers needed to be controlled or threatened to get
the work accomplished, 3. And workers preferred to be directed
because they don't want the responsibility to make decisions;
lacking ambition, they prefer security above all.
◉Theory Y managers. Answer: 1. Believed work is as natural as play
and rest; 2. Workers will exercise self-direction and self control to
obtain objectives they are committed to; 3. Commitment to
objectives is tied to the rewards associated with their achievement;
4. Acceptance and seeking of responsibility can be learned by
workers under proper conditions; 5. Capacity to exercise
imagination, ingenuity, and creativity towards solving organizational
