HCAD 710 Exam 7 | UPDATED Questions with 100%
Verified Answers
Q1: The authors classify the history of management styles into
three philosophies
A: Authoritarian
Legalistic
Humanistic
*Not the same classification of management styles by Golman*
Q2: The first school of management
A: Authoritarian Management
Q3: Which management style focuses on work and minimizes the
importance of people?
A: Authoritarian
Q4: Authoritarian management style Motivation
A: Motivating force for productivity is fear (McGregor's Theory X)
Q5: Autocratic Managers
A: are unquestionably "in charge" (Golman's coercive style)
Q6: Employees have two options under authoritarian
management
A: Do as they or told
Leave
Q7: Legalistic Management began
A: In the 1930s with the passage of wage and hour laws and the enactment of labor laws
Q8: Legalistic management expanded with
A: The Civil Rights Act of 1964
Q9: How do managers interact with employees in legalistic
management?
A: Out of a fear of a strict regard for employee rights and fear of breaking the law
Q10: Significant influences of humanistic management
,A: Legislation
The human relations movement in management
Q11: In humanistic management
A: Contented, well-treated employees who are dealt with fairly and equitable are generally
better producers and more loyal than those who are not so treated
Q12: Residual Authoritarianism
A: Authoritarian attitudes persist
Due to being trained by and emulating authoritarian role models
Human behavior often changes slowly - in this case "dies away"
Q13: What was the goal of scientific management?
A: Efficiency (early 1900s)
Q14: Key innovators in scientific management
A: Frederick W. Taylor, Frank and Lillian Gilbreth, Henry L. Gantt and Frank Bunker
Q15: Scientific Management
A: Focused on process (work) and production (output) while largely ignoring people
Made significant contributions to American industrial assembly lines and other repetitive
work situations (ergonomics)
Strengthened the concept of production-centered management
Q16: Two other management systems or approaches to classifying
work evolved in the 1900s
A: Job Organization
Cooperative Motivation (Likert)
Q17: In Job Organization
A: Repetitive work is dominant
Jobs are usually well organized with considerable structure
Tight controls are possible (desirable?)
Output can be accurately scheduled
Q18: Job Organization Management is focused on
A: the process and its output
Q19: Job Organization Success depends on
A: economic motives
Q20: Cooperative Motivation
, A: Sprang out of the realization that not all work was "routine"
Jobs are loosely organized
Tight Controls are not possible
Output can be scheduled only in general terms
Speed of a process is not predictable, nor necessarily desirable
Q21: In Cooperative management
A: Management should be people-centered
People come to work and produce based complex motivation (money but more...)
Success depends on individual enthusiasm and motivation
Q22: Theory X assumes
A: Employees are indifferent, passive, and even resistant to organizational needs
Supervisors must constantly control workers
Q23: Underlying assumptions of Theory X
A: People are inclined to work as little as possible
Most people lack ambition, dislike responsibility and prefer to be told what to do, People
are resistant to change, The average person is gullible, easily duped, and not particularly
bright
Q24: With Theory X
A: The relationship between supervisors and employees is succinctly summarized in an
overheard comment made by a worker to his supervisor: "Your job is to get as much work
as you can out of me. My job is to do as little as possible." (this is an extreme, but makes
the point)
Q25: Theory Y assumes
A: People are not passive or resistant to organizational needs
Motivation, capacity, potential and readiness to work toward organizational goals are
innately present
Managers are responsible for helping people to recognize and develop these
characteristics
Employees can best achieve their own goals by directing their personal efforts toward
organizational objectives
Q26: Long-Term Trends
A: Scientific management
Human Relations
In most circumstances, people-centered management is more effective in inspiring
productivity than is production-centered management
Close supervision is associated with lower productivity when compared to more lenient
supervision and giving people responsibility and some control over their work
Verified Answers
Q1: The authors classify the history of management styles into
three philosophies
A: Authoritarian
Legalistic
Humanistic
*Not the same classification of management styles by Golman*
Q2: The first school of management
A: Authoritarian Management
Q3: Which management style focuses on work and minimizes the
importance of people?
A: Authoritarian
Q4: Authoritarian management style Motivation
A: Motivating force for productivity is fear (McGregor's Theory X)
Q5: Autocratic Managers
A: are unquestionably "in charge" (Golman's coercive style)
Q6: Employees have two options under authoritarian
management
A: Do as they or told
Leave
Q7: Legalistic Management began
A: In the 1930s with the passage of wage and hour laws and the enactment of labor laws
Q8: Legalistic management expanded with
A: The Civil Rights Act of 1964
Q9: How do managers interact with employees in legalistic
management?
A: Out of a fear of a strict regard for employee rights and fear of breaking the law
Q10: Significant influences of humanistic management
,A: Legislation
The human relations movement in management
Q11: In humanistic management
A: Contented, well-treated employees who are dealt with fairly and equitable are generally
better producers and more loyal than those who are not so treated
Q12: Residual Authoritarianism
A: Authoritarian attitudes persist
Due to being trained by and emulating authoritarian role models
Human behavior often changes slowly - in this case "dies away"
Q13: What was the goal of scientific management?
A: Efficiency (early 1900s)
Q14: Key innovators in scientific management
A: Frederick W. Taylor, Frank and Lillian Gilbreth, Henry L. Gantt and Frank Bunker
Q15: Scientific Management
A: Focused on process (work) and production (output) while largely ignoring people
Made significant contributions to American industrial assembly lines and other repetitive
work situations (ergonomics)
Strengthened the concept of production-centered management
Q16: Two other management systems or approaches to classifying
work evolved in the 1900s
A: Job Organization
Cooperative Motivation (Likert)
Q17: In Job Organization
A: Repetitive work is dominant
Jobs are usually well organized with considerable structure
Tight controls are possible (desirable?)
Output can be accurately scheduled
Q18: Job Organization Management is focused on
A: the process and its output
Q19: Job Organization Success depends on
A: economic motives
Q20: Cooperative Motivation
, A: Sprang out of the realization that not all work was "routine"
Jobs are loosely organized
Tight Controls are not possible
Output can be scheduled only in general terms
Speed of a process is not predictable, nor necessarily desirable
Q21: In Cooperative management
A: Management should be people-centered
People come to work and produce based complex motivation (money but more...)
Success depends on individual enthusiasm and motivation
Q22: Theory X assumes
A: Employees are indifferent, passive, and even resistant to organizational needs
Supervisors must constantly control workers
Q23: Underlying assumptions of Theory X
A: People are inclined to work as little as possible
Most people lack ambition, dislike responsibility and prefer to be told what to do, People
are resistant to change, The average person is gullible, easily duped, and not particularly
bright
Q24: With Theory X
A: The relationship between supervisors and employees is succinctly summarized in an
overheard comment made by a worker to his supervisor: "Your job is to get as much work
as you can out of me. My job is to do as little as possible." (this is an extreme, but makes
the point)
Q25: Theory Y assumes
A: People are not passive or resistant to organizational needs
Motivation, capacity, potential and readiness to work toward organizational goals are
innately present
Managers are responsible for helping people to recognize and develop these
characteristics
Employees can best achieve their own goals by directing their personal efforts toward
organizational objectives
Q26: Long-Term Trends
A: Scientific management
Human Relations
In most circumstances, people-centered management is more effective in inspiring
productivity than is production-centered management
Close supervision is associated with lower productivity when compared to more lenient
supervision and giving people responsibility and some control over their work
