Ch. 2

Question 1

Classical Approaches

Answer 1

Assumption that people are rational
Scienctific management, administrative principles, and bureaucratic organization

Question 2

Scientific Management

Answer 2

Frederick Taylor
Emphasizes careful alignment of worker training, incentives, and supervisory support with job requirements
Motion Study

Question 3

Motion study

Answer 3

The science of reducing a task to its basic physical motions

Question 4

Administrative Principles

Answer 4

Henri Fayol
5 rules of manamgement: Foresight, organization, command, coordination, and control

Question 5

Bureaucratic Organization

Answer 5

Max Weber
Clear division of labor, clear hierarchy of authority, formal rules and procedures, impersonality, and careers based on merit

Question 6

Bureaucracu

Answer 6

A ration and efficient form of organization founded on logic, order, and legitimate authority

Question 7

Human resource approaches

Answer 7

Assumption that people are social and self-actualizing
Organizations as communities, Hawthorne studies, Theory of human needs, Theory X and Theory Y, and Personality and organization

Question 8

Organizations as communities

Answer 8

Charles Clinton Spaulding and Mary Parker Follett
8 necessities of management and organizations as communities

Question 9

8 necessities of management

Answer 9

Charles Clinton Spaulding
Cooperation and Teamwork
Authority and responsibility
Division of labor
Adequate manpower
Adequate capital
Feasibility analysis
Advertising budge
Conflict resolution

Question 10

Organizations as communities

Answer 10

Mary Parker Follett
Profit sharing, contingency thinking, corporate social responsibility, shared value, and managerial ethics

Question 11

The Hawthorne Studies

Answer 11

Elton Mayo
The Hawthorne effect
Worker’s feelings, attitudes, and relationships with co-workers affect work and groups have important influences on individules

Question 12

The Hawthorne effect

Answer 12

The tendency of persons singled out for special attention to perform as or better than expected

Question 13

Theory of Human Needs

Answer 13

Abraham Maslow
Self Actualization: getting an MBA
Self Esteem: Promotions; employee of the month
Social: Co-workers; company softball teams
Safety: Work conditions; benefits
Physiological need: Pay

Question 14

Need

Answer 14

A physiological or psychological deficiency that a person feels compelled to satisfy

Question 15

Deficit principle

Answer 15

A satisfied need does not motivate behavior

Question 16

Progression principle

Answer 16

a need is activated only when the next-lower-level need is satisfied

Question 17

Theory X and Theory Y

Answer 17

McGregor
Should give more attention to worker’s social and self-actualizing needs

Question 18

Thoery X

Answer 18

Managers assume people dislike work, lack ambition, act irresponsibly, and prefer to be led
Creates self-fulfilling prophecies

Question 19

Thoery Y

Answer 19

Assumes people are willing to work, like responsibility, and are self-directed and creative
Creates self-fulfilling prophecies

Question 20

Self-fulfilling prophecies

Answer 20

Occurs when a person acts in ways that confirm another’s expectations

Question 21

Personality and organization

Answer 21

Chris Argyris
Absenteeism, turnover, apathy, alienation, and low morale may be signs of a mismatch
Managers who treat employees as responsible adults will achieve the highest productivity

Question 22

Data analytics

Answer 22

The systematic analysis of large databases to solve problems and make informed decisions
Expands the power of quantitative analysis

Question 23

System

Answer 23

A collection of interrelated parts working together for a purpose

Question 24

Subsystem

Answer 24

A smaller component of a larger system

Question 25

Open systems

Answer 25

Interacts with its environment and transforms resource inputs into outputs

Question 26

Contingency thinking

Answer 26

Tries to match management practices with situational demands

Question 27

Total quality management

Answer 27

W. Edwards Deming TQM an organization-wide commitmnet to continuous improvement, product quality, and customer needs

Question 28

Continuous improvement

Answer 28

Involves always searching for new ways to improve work quality and performance

Question 29

ISO certification

Answer 29

Indivates conformance with a rigorous set of international quality standards

Question 30

Evidence-based management

Answer 30

Making decisions based on hard facts about what really works

Question 31

The assumption that people are complex with widely varying needs is most associated with the ___________ management approaches. a. classical b. neoclassical c. behavioral d. modern

Answer 31

c. behavioral

Question 32

The father of scientific management is . a. Weber b. Taylor c. Mintzberg d. Katz

Answer 32

b. Taylor

Question 33

When the registrar of a university deals with students by an identification number rather than a name, which characteristic of bureaucracy is being displayed and what is its intended benefit? a. division of labor, competency b. merit-based careers, productivity c. rules and procedures, efficiency d. impersonality, fairness

Answer 33

d. impersonality, fairness

Question 34

If an organization was performing poorly and Henri Fayol was called in as a consultant, what would he most likely suggest to improve things? a. Teach managers to better plan and control. b. Teach workers more efficient job methods. c. Promote to management only the most competent workers. d. Find ways to increase corporate social responsibility.

Answer 34

a. Teach managers to better plan and control.

Question 35

One example of how scientific management principles are applied in organizations today would be: a. conducting studies to increase efficiencies in job performance. b. finding alternatives to a bureaucratic structure. c. training managers to better understand worker attitudes. d. focusing managers on teamwork rather than individual jobs.

Answer 35

a. conducting studies to increase efficiencies in job performance.

Question 36

The Hawthorne studies raised awareness of how can ____________ be important influences on productivity. a. structures b. human factors c. physical work conditions d. pay and rewards

Answer 36

b. human factors

Question 37

Advice to study a job, carefully train workers to do that job, and link financial incentives to job performance would most likely come from _______________. a. scientific management b. contingency management c. Henri Fayol d. Abraham Maslow

Answer 37

a. scientific management

Question 38

The highest level in Maslow’s hierarchy includes ___________ needs. a. safety b. esteem c. self-actualization d. physiological

Answer 38

c. self-actualization

Question 39

Which management theorist would most agree with the statement “If you treat people as grownups they will perform that way”? a. Argyris b. Deming c. Weber d. Fuller

Answer 39

a. Argyris

Question 40

When people perform in a situation as they are expected to, this is sometimes called the ____________ effect. a. Hawthorne b. systems c. contingency d. open-systems

Answer 40

a. Hawthorne

Question 41

Resource acquisition and customer satisfaction are important when an organization is viewed as a(n) ____________. a. bureaucracy b. closed system c. open system d. pyramid

Answer 41

c. open system

Question 42

The loan-processing department would be considered a ____________ of your local bank or credit union. a. subsystem b. closed system c. resource input d. cost center

Answer 42

a. subsystem

Question 43

When a manager notices that Sheryl has strong social needs and assigns her a job in customer relations and gives Kwabena lots of praise because of his strong ego needs, the manager is displaying ______________. a. systems thinking b. Theory X c. motion study d. contingency thinking

Answer 43

d. contingency thinking

Question 44

Which is the correct match? a. Follet–analytics b. McGregor–motion study c. Deming–quality management d. Maslow–Theory X and Y

Answer 44

c. Deming–quality management