1. 303 Ch 2: Evolution of Management

2. Which would be true of top managers?
a. They have cross-departmental responsibility
b. They are often called supervisors
c. They do not establish organizational goals
d. They are responsible for daily supervision of non-managerial employees
e. They spend more time leading and controlling than planning and organizing E

3. 2. Due to declining global sales, MakeOwn Ventures, Inc
2. Due to declining global sales, MakeOwn Ventures, Inc. announced it would lay off 12 percent of its workforce over the next three months. This is an example of
a. Insourcing
b. Outsourcing
c. Empowerment
d. Restructuring
e. Task assessment D

4. 4. Which of the following is true of FW Taylor’s Scientific Management?
a. It resulted in X and Y Theory
b. It’s the systematic study of relationships between people and tasks for the purpose of redesigning the work process to increase efficiency.
c. It holds that if the time and effort each worker spends to produce a unit of output (a finished good or service) can be reduced by increasing specialization and the division of labor, the production process will be more efficient.
d. If found bureaucracies to be essential in the efficient administration of organizations.
B and C are correct E

5. 5. While scientific managers were studying the person-technology mix to increase efficiency, other managers and researchers were examining how to create an organizational structure and control system that leads to high efficiency and effectiveness. These studies focused on
a. Administrative management
b. Behavioral management
c. Human resource management
d. Project management A

6. 6. Max Weber developed principles of bureaucracy to help Germany manage its growing industrial enterprises while it was striving to become an industrial power. Bureaucracy is defined as a. A group of leaders in an organization who ensure efficiency and effectiveness throughout the enterprise. b. A formal system of organization and administration designed to ensure efficiency and effectiveness. c. An ever-shifting process that is easily changed when leadership deems it necessary to change it. d. None of the above adequately defines bureaucracy. B

7. 7. Fayol’s principle of initiative represents the idea that
a. Managers should not allow low-energy individuals to affect their teams negatively
b. Managers should initiate discussions frequently with employees to create better work teams
c. Managers need to closely monitor employees for signs of lagging
d. Managers should allow employees to be innovative and creative D

8. 8. The idea that employees who stay with the organization for many years develop skills on the job which can help the organization be more efficient is consistent with Fayol’s principle of
a. Stability of tenure
b. Unity of direction
c. Unity of command
d. Initiative
e. Discipline A 

9. 9. According to Henri Fayol, esprit de corps refers to
a. Shared feelings of comradeship, enthusiasm, or devotion to a common cause among members of a group
b. The ability to act on one’s own without direction of a supervisor
c. Obedience and other outward signs of respect for a person’s authority
d. The methodical arrangement of positions to provide the organization with the greatest benefit and to provide employees job satisfaction and promotion opportunities
e. The justice and fairness to which all employees are entitled A

10. 10. Mary Parker’s Follett primary criticism of Taylor’s system of scientific management was that:
a. Taylor was not really a scientist.
b. Science has nothing to do with business.
c. Taylor’s studies ignored the human side of the organization.
d. Taylor’s system encouraged employees to have too much personal initiative, disrupting the system. C

11. 12. Mary Parker Follet’s work was considered radical at the time she produced it until relatively recently.
a. True
b. False A

12. 13. Various research studies culminated in what is known as the Hawthorne Effect, a well-known idea in organizational studies. How did the studies begin? a. Researchers put workers in high-stress situations to determine breaking points. b. Researchers put workers in low-stress task settings and observed them for signs of boredom. c. Researchers investigated the level of lighting, or illumination, in work settings and systematically measured worker productivity at various levels of lighting. d. Researchers discovered that, incredibly, workers were more productive working in the dark. C

13. 13. The Hawthorne studies notably concluded in the revelation that a
13. The Hawthorne studies notably concluded in the revelation that a. Workers’ productivity was affected more by the attention they received from researchers than by work setting. b. Workers’ needed brighter lighting in factories more than they needed anything else. c. Workers were most productive when the researchers were finished with their studies. d. It was important that workers in stressful settings be left alone to focus on the details of their work. e. C and D are correct A

14. 15. Douglas McGregor proposed two contrasting sets of assumptions, Theory X and Theory Y, to address how work attitudes and behaviors dominate the way managers think and behave in organizations. Which of the following is true of those theories?
a. Theory Y is a set of positive assumptions about workers that conveys the idea that managers create a strong workforce through encouragement by supporting workers to exercise initiative and provide workers opportunities to be imaginative.
b. Theory Y is a set of negative assumptions about workers, that conveys the notion that most people would rather have fun than do any sort of work.
c. Theory X is a set of negative assumptions about workers that leads to the conclusion that a manager’s task is to supervise and control workers.
d. B and C is correct.
A and C is correct. E

15. 15. _________theory focuses on the use of rigorous quantitative techniques to assist managers to make the use of organizational resources. Branches of this theory are MIS (management information systems) and TQM (total quality improvement). a. Management science b. Contingency c. Human relations d. Behavioral management A

16. 16. Organizational Environment describes the set of forces and conditions that operate beyond an organization’s boundaries but affect a manager’s ability to acquire and utilize resources. Related theories hold that there is no single “best way” to organize. Contingency Theory represents the idea that
a. The organizational structures and control systems that managers choose depend upon (are contingent upon) characteristics of the external environment in which the organization operates.
b. Organizations are best served through hiring contingent work forces that are flexible.
c. Both A and B are correct.
d. None of the above describes Contingency Theory. C

17. 17. What is the basic difference between a mechanistic and organic organizational structure?
a. A mechanistic structure is a factory setting, and an organic structure relates to food services.
b. A mechanistic structure is an organizational structure in which authority is centralized and employees are closely supervised, and an organic structure is decentralized and therefore more flexible.
c. A mechanistic structure is scientifically driven, and an organic structure represents a bureaucracy.
d. A mechanistic structure is automated, and an organic structure is led by people doing key tasks. B