TFM11 EXAM
2026-2027
Expert-Verified Questions and Answers
(With A+ Grades Guarantee)
,management functions Activities directly associated with accomplishing an organization's mission. Includes:
planning, organizing, directing, controlling, staffing.
planning 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 Process of determining how resources are allocated and prepared to accomplish an
organization's mission.
directing/leading Proces of making decisions about how to influence people's behavior and then
carrying out those decisions.
controlling 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 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 Developed in the early 1900s; consists of scientific management, administration and
organization management, human resources, and quality management.
scientific management "One best way" method, is the basis for TQM.
Frederick Taylor 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 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 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 How managers manage and organizations structured.
Henri Fayol Clarified functions of management and refined functions. Planning, organizing,
commanding, coordinating, and controlling. (Command and Coordination =
Leadership)
Max Weber Defined bureaucracy as "the ideal or pure form of organization"
three types of authority 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 Managing as people rather than a resource like money or time.
Hawthorne Studies 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 Theorized that workers would be more productive if managers SEEMED more
concerned about them.
behavioral science 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 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 Believed managers could be divided into two groups (X and Y), based on their view
of human nature.
Theory X managers 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 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 problems can be found throughout a population, not just at the top;
and 6. Under the conditions of modern industrial life, the intellectual potentialities of
the average human are only being partially utilized.
Frederick Herzberg Identified two types of needs: hygiene factors and motivators
hygiene factors Were extrinsic to the job and related to pay and supervision. Also referred to as
dissatisfiers (if they were absent, the worker would be dissatisfied).
motivators Were intrinsic to the job and related to achievements and recognition for
performance. Also referred to as satisfiers (if intrinsic needs were met, workers
would be more productive).
Peter Drucker Wrote a number of works including Innovation and Entrepreneurship. Believed that
many managers fail to identify opportunities and as a result, fail to take advantage
of them. Championed concept of Management by Objective (MBO).
management science Employs mathematical techniques to solve problems. Quanitative analysis. Also
known as operations research.
quality management Managing the process (focus on production and results)
2026-2027
Expert-Verified Questions and Answers
(With A+ Grades Guarantee)
,management functions Activities directly associated with accomplishing an organization's mission. Includes:
planning, organizing, directing, controlling, staffing.
planning 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 Process of determining how resources are allocated and prepared to accomplish an
organization's mission.
directing/leading Proces of making decisions about how to influence people's behavior and then
carrying out those decisions.
controlling 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 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 Developed in the early 1900s; consists of scientific management, administration and
organization management, human resources, and quality management.
scientific management "One best way" method, is the basis for TQM.
Frederick Taylor 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 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 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 How managers manage and organizations structured.
Henri Fayol Clarified functions of management and refined functions. Planning, organizing,
commanding, coordinating, and controlling. (Command and Coordination =
Leadership)
Max Weber Defined bureaucracy as "the ideal or pure form of organization"
three types of authority 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 Managing as people rather than a resource like money or time.
Hawthorne Studies 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 Theorized that workers would be more productive if managers SEEMED more
concerned about them.
behavioral science 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 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 Believed managers could be divided into two groups (X and Y), based on their view
of human nature.
Theory X managers 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 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 problems can be found throughout a population, not just at the top;
and 6. Under the conditions of modern industrial life, the intellectual potentialities of
the average human are only being partially utilized.
Frederick Herzberg Identified two types of needs: hygiene factors and motivators
hygiene factors Were extrinsic to the job and related to pay and supervision. Also referred to as
dissatisfiers (if they were absent, the worker would be dissatisfied).
motivators Were intrinsic to the job and related to achievements and recognition for
performance. Also referred to as satisfiers (if intrinsic needs were met, workers
would be more productive).
Peter Drucker Wrote a number of works including Innovation and Entrepreneurship. Believed that
many managers fail to identify opportunities and as a result, fail to take advantage
of them. Championed concept of Management by Objective (MBO).
management science Employs mathematical techniques to solve problems. Quanitative analysis. Also
known as operations research.
quality management Managing the process (focus on production and results)
