Test Bank for Management 11th Edition Schermerhorn

Exam Finished 100 Free Test Bank for Management 11th Edition Schermerhorn Multiple Choice Questions - Page 1 is the science of reducing a job or task to its basic physical motions. 1. A. Job design. 2. B. Motion study. 3. C. Workflow analysis. 4. D. Task analysis. 5. E. Role analysis. Al Davis and his friends wanted to start their own car detailing business. In order to differentiate their cleaning services from others, they would break down the various jobs associated with cleaning the entire car, and each would work on their specialty. With which of the following management approaches do their actions most agree? 1. A. Administrative principles. 2. B. Scientific management. 3. C. Contingency theory. 4. D. Self actualization. 5. E. Fayol’s principles of management. Anthony has been watching some of his employees sort and put inventory into storage bins. It appears to him that significant time and effort are being wasted in this process. Anthony decides to analyze the workers’ overall task and then select and train workers for specific parts of the job to increase their productivity. Anthony is applying the principles of . 1. A. scientific management 2. B. organizational behavior 3. C. management science 4. D. contingency theory 5. F. administrative management The text refers to types of learning styles which helps define how you like to learn. These learning styles are: 1. A. Accommodator 2. B. Diverger 3. C. Converger 4. D. Assimilator 5. E. All of the above In terms of today’s management practices with relation to the historical roots of management throughout time, the history of management . 1. A. has no influence on management today 2. B. is exactly the same as management today 3. C. provides many useful lessons, some of which we are still trying to perfect 4. D. should be used as a reference only and not in actual management applications today 5. E. is old and outdated and has no part in management today Management was important in which of these situations: 1. A. Egyptian pyramids 2. B. Rise of the Roman Empire 3. C. Commercial success of 14th century Venice 4. D. Industrial Revolution 5. E. All of the above The three branches of the classical approach to management are . 1. A. Behaviorism, rationalism, and self actualization. 2. B. Scientific management, administrative principles, and bureaucratic organization. 3. C. Authoritarian, permissive, and homeostatic. 4. D. Economic, modern, and self actualizing. 5. E. Open, closed, and entropic. According to Frederick Taylor, the principal object of management should be . 1. A. Profitability. 2. B. Efficiency. 3. C. Achieving the greatest good for society. 4. D. The good of the community. 5. E. Securing maximum prosperity for employer and employee. Who is known as the father of scientific management? 1. A. Frank Gilbreth. 2. B. Max Weber. 3. C. Henri Fayol. 4. D. Frederick Taylor. 5. E. Lillian Gilbreth. The principle, as defined by Henri Fayol, states there should be a clear and unbroken line of communication from top to bottom in the organization’s hierarchy of authority. 1. A. Scalar chain. 2. B. Unity of command. 3. C. Unity of direction. 4. D. Communication control. 5. E. Hawthorne. A follower of Frederick Taylor would be LEAST likely to try to . 1. A. make results-based compensation a performance incentive. 2. B. select workers with the right abilities to do the job. 3. C. offer workers proper training. 4. D. motivate workers by encouraging them to work in small groups. 5. E. train supervisors to support workers by carefully planning their work. According to Henri Fayol, the five rules of management are . 1. A. Foresight, organization, command, coordination, and control. 2. B. Authority, responsibility, discipline, remuneration, and initiative. 3. C. Centralization, stability, initiative, communication, and espirit de corps. 4. D. Prediction, hypothesis, observation, experimentation, and verification. 5. E. Standardization, centralization, negative entropy, communication, and homeostasis. Henri Fayol’s provide the foundation for the used in today’s businesses. 1. A. Three rules of management ¼ systems and contingency approaches. 2. B. Administrative principles ¼ systems and contingency approaches. 3. C. Five duties of management ¼ four functions of management. 4. D. Notions of planning and organizing ¼ ideas of command and coordination. 5. E. Principles of collective and social responsibility ¼ functions of management. Which of the following best states the impetus for the development of a bureaucratic organization? 1. A. Max Weber was trying to define the one best way to perform a job. 2. B. Max Weber was attempting to upset German society. 3. C. Max Weber was reacting to the performance deficiencies in organizations of his day. 4. D. Max Weber was attempting to identify a common set of employee needs in German society. 5. E. Max Weber was interested in formulating exact rules of behavior for German managers. The principle, as defined by Henri Fayol, states that each person should receive orders from only one boss. 1. A. Scalar chain. 2. B. Unity of command. 3. C. Unity of direction. 4. D. Management order. 5. E. Organization. Max Weber believed that could correct performance deficiencies in late 19th century German organizations. 1. A. A loosely structured system. 2. B. Bureaucracy. 3. C. A contingent organization 4. D. An organic organization. 5. E. An adaptive organization. The belief that people will rationally consider available opportunities and do whatever is necessary to achieve the greatest personal economic gain is the underlying assumption of which approach to management thought? 1. A. Quantitative approach. 2. B. Socioeconomic approach. 3. C. Modern approach. 4. D. Classical approach. 5. E. Behavioral approach. The practical lessons of scientific management include all of the following EXCEPT: 1. A. Make results-based compensation a performance incentive. 2. B. Select workers with the right abilities to do the job. 3. C. Allow workers to have input into the determination of work methods and performance standards. 4. D. Carefully design jobs with efficient work methods. 5. E. Train supervisors to support workers by carefully planning their work. Frank and Lillian Gilbreth’s work on motion studies provided the basis for later advances in which management areas? 1. A. Job simplification. 2. B. Incentive wage plans. 3. C. Work standards. 4. D. All of the above. 5. E. None of the above. Max Weber believed people in nineteenth-century organizations were in positions of authority based on their versus their . 1. A. Political connections ¼ leadership traits. 2. B. Social standing ¼ job-related capabilities. 3. C. Leadership qualities ¼ job requirements. 4. D. Economic wealth ¼ social standing. 5. E. Managerial competence ¼ economic wealth. The principle, as defined by Henri Fayol, states that one person should be in charge of all activities having the same performance objective. 1. A. Scalar chain. 2. B. Unity of command. 3. C. Unity of direction. 4. D. Classical design. 5. E. Hawthorne. United Parcel Service (UPS) makes use of calibrated productivity standards as well as the timing of package sorting, delivery, and pickup to keep productivity at the highest level per employee. In developing worker productivity standards, UPS obviously makes use of . 1. A. Behavioral theories. 2. B. Self actualization. 3. C. Systems theory. 4. D. Motion studies. 5. E. Administrative principles. Weber’s conception of bureaucratic organizations included all of the following characteristics EXCEPT: 1. A. Clear division of labor. 2. B. Clear hierarchy of authority. 3. C. Formal rules and procedures. 4. D. Impersonality. 5. E. Careers based on social and/or political connections. Henri Fayol is noted for originating which of the following concepts? 1. A. The scalar chain principle. 2. B. The unity of command principle. 3. C. The unity of direction principle. 4. D. All of the above. 5. E. None of the above. pioneered the use of motion studies as a management tool. 1. A. Frederick Herzberg. 2. B. Max Weber. 3. C. Abraham Maslow. 4. D. Frank and Lillian Gilbreth. 5. E. Mary Parker Follett and James D. Mooney. refer(s) to a job science that includes careful selection and training of workers along with proper supervisory support. 1. A. Administrative principles. 2. B. Scientific management. 3. C. Contingency theory. 4. D. Self actualization. 5. E. Fayol’s principles of management. Organizations possessing a clear division of labor, standard rules and procedures, a well- defined hierarchy of authority, members selected for technical competence, and explicitly defined duties and responsibilities. This is an example of . 1. A. A closed system. 2. B. An open system. 3. C. A bureaucracy. 4. D. Negative entropy. 5. E. Scientific management. United Parcel Service (UPS) tracks the performance speed of their package sorters, utilizes GPS to plot the shortest delivery routes and trains their drivers to knock on the customers’ doors rather than spend extra seconds looking for the doorbell. This type of analysis is an example of: 1. A. Motion study 2. B. Bureaucracy 3. C. Hawthorne Effect 4. D. Ethics 5. E. Theory X Efficiency in the utilization of resources and fairness in the treatment of employees and clients are potential advantages of . 1. A. A bureaucracy. 2. B. An open system. 3. C. A closed system. 4. D. Scientific management. 5. E. Self-actualization. is an ideal, intentionally rational, and very efficient form of organization founded on the principles of logic, order, and legitimate authority. 1. A. A democratically structured system. 2. B. A contingent organization 3. C. An organic organization. 4. D. An adaptive organization. 5. E. Bureaucracy. The belief that workers are expected to rationally consider opportunities made available to them and to do whatever is necessary to achieve the greatest personal and monetary gain depicts which type of approach to management: 1. A. Command and Control 2. B. Lead by example 3. C. Scientific 4. D. Classical 5. E. None of the above 100 Free Test Bank for Management 11th Edition Schermerhorn Multiple Choice Questions - Page 2 needs refer to the needs for love, affection, and belongingness in one’s relationships with other people. 1. A. Physiological 2. B. Safety 3. C. Social 4. D. Esteem 5. E. Self-actualization Theory X managers tend to see their subordinates as . 1. A. Creative, responsible, and self motivated. 2. B. Motivated by challenging work. 3. C. Irresponsible, resistant to change, lacking in ambition, disliking work, and preferring to be led rather than to lead. 4. D. Liking work because they prefer to lead rather than to be led. 5. E. Basically rational. The Hawthorne Studies have been criticized for which of the following reasons? 1. A. Poor research design. 2. B. Weak empirical support for the conclusions drawn. 3. C. The tendency of researchers to over generalize their findings. 4. D. All of the above. 5. E. None of the above. was based on the viewpoint that managers who used good human relations in the workplace would achieve productivity. 1. A. Modern relations movement. 2. B. Social relations movement. 3. C. Scientific relations movement. 4. D. Cultural relations movement. 5. E. Human relations movement. Maslow’s theory of human needs is consistent with which area of management thought? 1. A. Classical approach. 2. B. Scientific management. 3. C. Systems theory. 4. D. Human relations movement. 5. E. Contingency theory According to the deficit principle of Maslow’s theory of human needs, . 1. A. People have a variety of needs, or deficits, that they must satisfy at any given time. 2. B. Each person has different needs. 3. C. People are not motivated by a satisfied need. 4. D. People are always in need of something. 5. E. No matter what their condition in life, all people are looking for basic security. At which need level of Maslow’s hierarchy of human needs do the deficit and progression principles cease to operate? 1. A. Physiological needs. 2. B. Safety needs. 3. C. Social needs. 4. D. Esteem needs. 5. E. Self-actualization needs. Maslow’s hierarchy of human needs theory includes which of the following needs? 1. A. Food, shelter, sex, money, and prestige. 2. B. Physiological, spiritual, social, and psychological fulfillment. 3. C. Physical safety, financial security, and social status. 4. D. Physiological, safety, social, esteem, and self actualization. 5. E. Respect, prestige, recognition, security, and power. A psychological or physiological deficiency that a person feels compelled to satisfy is known as a(n) . 1. A. desire. 2. B. need. 3. C. drive. 4. D. obsession. 5. E. satisfaction deficit. The behavioral (or human resource) approach to management basically assumes that . 1. A. People at work will seek satisfying social relationships, respond to group pressures, and search for personal fulfillment. 2. B. Management problems are best solved by qualitative rather than by quantitative analysis. 3. C. People are easily understandable creatures. 4. D. People are completely rational and responsive to economic incentives. 5. E. Environmental reinforcements have little to do with people’s work behavior. needs include the needs for being self-fulfilled and to grow and use abilities to the fullest and most creative extent. 1. A. Physiological 2. B. Safety 3. C. Social 4. D. Esteem 5. E. Self-actualization Mary Parker Follett believed that making every employee an owner in the business would create feelings of . 1. A. Collective responsibility. 2. B. Stockholder ownership. 3. C. Personal control. 4. D. Individual achievement. 5. E. Corporate sharing. needs refer to the needs for basic biological maintenance such as food, water, and physical well-being. 1. A. Physiological 2. B. Safety 3. C. Social 4. D. Esteem 5. E. Self-actualization needs refer to the needs for security, protection, and stability in the events of daily life. 1. A. Physiological 2. B. Safety 3. C. Social 4. D. Esteem 5. E. Self-actualization The study of individuals and groups in organizations represents the field known as . 1. A. Organizational behavior 2. B. Contingency theory 3. C. Systems theory 4. D. Modern behavioral methods. 5. E. Theory X and Theory Y Wendy is a manger in a nonprofit organization. She is interested in using Maslow’s need hierarchy to guide her approach to managing the volunteers working for this nonprofit organization. In order to promote productivity, Wendy should . 1. A. Create jobs that satisfy the needs of the volunteers. 2. B. Create work environments that satisfy the needs of the volunteers. 3. C. Ensure that the work is fulfilling for the volunteers. 4. D. All of the above. 5. E. None of the above. According to the progression principle of Maslow’s theory of human needs, . 1. A. The five human needs must all be satisfied before people can progress to self actualization. 2. B. A need at any level only becomes activated when the next lower level need has been satisfied. 3. C. The most basic human need is the need for self actualization. 4. D. Human needs are never truly fulfilled. 5. E. Human needs progress from stronger needs to weaker needs. Mary Parker Follett believed that business problems involve a wide variety of factors that must be considered in relationship to one another. This belief foreshadowed the contemporary management concern with . 1. A. Environmental analysis. 2. B. Systems and contingency thinking. 3. C. Job design. 4. D. Corporate culture. 5. E. Multiculturalism. Mary Parker Follet’s emphasis on groups and her commitment to human cooperation are displayed in today’s management environments in the following ways: 1. A. Employee ownership 2. B. Profit sharing 3. C. Gain sharing 4. D. None of these 5. E. A, B & C are all correct Which one of the following statements about bureaucracy is true? 1. A. The work of Max Weber is too outdated to be used in the modern science of management. 2. B. The work of Max Weber still has a major impact on the present trends and directions of management. 3. C. The work of Max Weber influenced only European management thinkers. 4. D. Bill Gates bases the operations of Microsoft on Max Weber’s theories of specialization and division of labor. 5. E. Max Weber believed that a bureaucracy was the most rigid and apathetic form of organization. Google’s principles for knowledge development and organizational learning include all of the following EXCEPT: 1. A. Hire by committee 2. B. Mental models 3. C. Use data 4. D. Seek consensus 5. E. Don’t be evil