fundamentals of management history module / management history chapter 2 quiz

8/10/2019 Fundamentals of Management History Module / Management History Chapter 2 Quiz

1/21

Fundamentals of Management, 7e(Robbins/DeCenzo/Coulter) History Module

1) People value history because it can help put events that are taking place today into

perspective.Answer: TRUE

) The Egyptian pyra!ids are an e"a!ple o# a pro$ect that was co!pleted without the aid o#!anagers.

Answer: %A&'E

() The ndustrial Revolution !arked the birth o# !anage!ent.

Answer: %A&'E

*) Ada! '!ith argued that division o# labor increased productivity.Answer: TRUE

+) The division o# labor is also re#erred to by the ter!job specification.Answer: %A&'E

,) %actories in the ndustrial Revolution needed to #orecast de!and to !ake sure that workerswere paid #airly.

Answer: %A&'E

-) The ndustrial Revolution began in the seventeenth century.Answer: %A&'E

) The year 1--, is an i!portant date in the history o# !anage!ent because it saw the birth o#the world/s #irst de!ocratic republic.

Answer: %A&'E

0) ob speciali2ation continues to be a popular way to increase productivity today.

Answer: TRUE

13) 4lassical approaches to !anage!ent include the work o# Taylor5 %ayol5 and 6eber.Answer: TRUE

11) 7E!ployee !otivation7 is the phrase !ost associated with scienti#ic !anage!ent.Answer: %A&'E

1) %rank and &illian 8ilbreth got their ideas #or !anage!ent #ro! the book Cheaper by the

Dozen.Answer: %A&'E

1() The pri!ary issue that !otivated Taylor to create a !ore scienti#ic approach to !anage!ent

was worker satis#action.

Answer: %A&'E

1

4opyright 9 311 Pearson Education5 nc.


2/21

1*) Taylor was the originator o# the concept o# scienti#ic !anage!ent.Answer: TRUE

1+) %rank and &illian 8ilbreth/s bestknown contribution to scienti#ic !anage!ent concernedselecting the best worker #or a particular $ob.

Answer: %A&'E

1,) ;enri %ayol and the %rederick 6. Taylor learned about !anage!ent #ro! studying actual

!anagers at work.

Answer: %A&'E

1-) ;enry 8antt/s contribution to !anage!ent theory was to develop e##icient ways to schedule.

Answer: TRUE

1) ;enri %ayol and


3/21

ndustrial Revolution.Answer: TRUE

) ?rgani2ational behavior studies were based purely on theoretical ideals rather than actual

observation.Answer: %A&'E

0) The ;awthorne studies showed that the brighter the lights in the roo!5 the !ore productivewere workers who worked in the roo!.

Answer: %A&'E

(3) Abraha!


4/21

*1) ;enry %ord/s state!ent that 7;istory is !ore or less bunk7 is best re#uted by which o# the#ollowing state!entsC

A) ;istory has been shown to be 133 percent accurate.

=) ;istory can put current activities in perspective.4) ;istorical #acts are seldo! proven to be wrong.

B) People who write history always have an agenda.

Answer: =

*) The best evidence that !anagers !ust have guided the construction o# the Egyptian pyra!ids

is DDDDDDDD.A) how long ago they were built

=) the #act that they were built by hand

4) their sheer si2e

B) their !a$estic beautyAnswer: 4

*() ;ow !any workers were involved in building a single Egyptian pyra!idCA) !illions

=) tens o# !illions4) less than 1335333B) !ore than 1335333

Answer: B

**) Proo# that the pyra!ids were well !anaged pro$ects can be seen in the #act that theyDDDDDDDD.

A) are #a!ous the world over

=) are uni@ue4) have lasted thousands o# years

B) were built in a desert land

Answer: 4

*+) 8etting 1335333 workers to work together to build an enor!ous pyra!id is evidence o#

which !anage!ent #unctionC

A) planning=) organi2ing

4) !onitoring

B) budgetingAnswer: =

*,) 'uccess#ully designing a *+3#oot tall pyra!id is pri!arily evidence o# which !anage!ent

#unctionCA) planning

=) organi2ing4) !onitoring

B) leading

Answer: A

*



5/21

*-)


6/21

+() Evidence that !anagers in the #i#teenth century enetian ship building #acility wereinterested in keeping track o# !aterials is best shown by which o# the #ollowingC

A) an accounting syste!

=) an asse!bly line4) an inventory syste!

B) wine breaks #or e!ployees

Answer: 4

+*) The ndustrial Revolution is largely credited with ushering in the birth o# DDDDDDDD.

A) the corporation=) #air pay #or workers

4) cra#ts!anship

B) #air treat!ent #or workers

Answer: A

++) ndustrial Revolution #actories needed accurate de!and #orecasts to avoid !aking DDDDDDDD

products.A) too #ew

=) too !any4) too !any or too #ewB) too large or too s!all

Answer: 4

+,) The ndustrial Revolution !ade DDDDDDDD necessary #or !anu#acturing organi2ation/ssuccess #or the #irst ti!e in history.

A) decentrali2ation

=) custo!er satis#action4) product de!and

B) !anage!ent

Answer: B

+-) The !ost i!portant pretwentieth century develop!ent in !anage!ent was the DDDDDDDD.

A) ndustrial Revolution

=) the personal co!puter4) building o# =rooklyn =ridge

B) A!erican Revolution

Answer: A

+) The si2e and scope o# ndustrial Revolution #actories !ade such things as DDDDDDDD

necessary #or co!panies.

A) !aterials=) hierarchical organi2ation

4) suppliesB) revenues and costs

Answer: =

,



7/21

+0) 6hat we call $ob speciali2ation today was ter!ed this in the eighteenth century.A) hierarchy

=) $ob sharing

4) division o# workB) division o# labor

Answer: B

,3) DDDDDDDD was a strong proponent o# division o# labor.

A)


8/21

,+) %rederick 6. Taylor is !ost closely associated with which o# the #ollowingCA) general ad!inistrative theory

=) ti!eand!otion studies

4) idealistic workplaceB) scienti#ic !anage!ent

Answer: B

,,)


9/21

-) According to ;enri %ayol5 the principle o# DDDDDDDD re@uires e!ployees to respect the ruleso# their organi2ation.

A) e@uity

=) re!uneration4) discipline

B) order

Answer: 4

-() %ayol/s principle o# DDDDDDDD states that an e!ployee in an organi2ation should answer to

only one superior.A) authority

=) unity o# co!!and

4) e@uity

B) centrali2ationAnswer: =

-*) %ayol/s principle o# DDDDDDDD states that e!ployees in an organi2ation should be #airlyco!pensated #or their labor.

A) re!uneration=) discipline4) authority

B) unity o# co!!and

Answer: A

-+) %ayol/s principle o# DDDDDDDD re#ers to how e"tensively e!ployees participate in decision

!aking in an organi2ation.

A) division o# labor=) centrali2ation

4) order

B) e@uityAnswer: =

-,) %ayol/s principle o# DDDDDDDD re#ers to how e"tensively e!ployees participate in decision

!aking.A) discipline

=) re!uneration

4) initiativeB) authority

Answer: 4

--) %ayol/s principle o# DDDDDDDD re#ers to how to build har!ony and unity in an organi2ation.A) centrali2ation

=) e@uity4) order

B) espirit de corps

Answer: B

-)


10/21

=) a work group4) a bureaucracy

B) a !eritocracy

Answer: 4

-0) Robert ?wen tried to develop DDDDDDDD to i!prove the workplace conditions in #actories.

A) !anagerial scheduling !ethods=) what he ter!ed the idealistic workplace

4) general ad!inistrative theory

B) industrial psychologyAnswer: =

3) 6hat inspired Robert ?wen to devote e##orts into creating an idealistic workplaceC

A) possible pro#it #ro! #actories=) articles in the newspaper

4) deplorable #actory conditions

B) greedy #actory ownersAnswer: 4

1) Robert ?wen5


11/21

=) selecting e!ployees4) #iring e!ployees

B) selecting advertise!ents

Answer: =

+)


12/21

0) This was one o# the conclusions o# the ;awthorne studies engineers.A) 8roup pressure can a##ect individual productivity.

=) 8roup pressure has no e##ect on individual productivity.

4) &ight level can a##ect individual productivity.B) Foise levels can a##ect individual productivity.

Answer: A

03) %ro! the ;awthorne studies/ results5 you !ight predict that the per#or!ance o# a poor

per#or!ing individual !ight DDDDDDDD when he $oins a high per#or!ing group.

A) increase=) decrease

4) not change

B) beco!e erratic

Answer: A

01) A conclusion that engineers #ro! the ;awthorne studies !ade was that people behave

DDDDDDDD when they are being observed.A) unnaturally

=) erratically4) naturallyB) co!#ortably

Answer: A

0) Prior to the ;awthorne studies5 !anagers paid little attention to the role o# DDDDDDDD in!aking decisions.

A) productivity

=) hu!an behavior4) e##iciency

B) cost control

Answer: =

0() ?rgani2ational behavior >?=) uses DDDDDDDD e"peri!ents to #ind out how and why people

behave in certain ways.

A) theoretical=) ani!al

4) laboratory

B) e!piricalAnswer: B

0*) A !anager !ight turn to organi2ational behavior research when she has proble!s DDDDDDDD.

A) controlling costs=) with budgets

4) with schedulingB) building e!ployee trust

Answer: B

1



13/21

0+) 6hich o# the #ollowing is F?T a topic that is addressed by organi2ational behavior researchCA) !otivation

=) !anaging con#lict

4) de!and #orecastsB) establishing trust

Answer: 4

0,) 6hich o# the #ollowing is !ost closely associated with !aking the workplace !ore hu!aneC

A) the classical approaches

=) the hu!an relations !ove!ent4) the ;awthorne studies

B) the general ad!inistrative theory

Answer: =

0-) 6hich person was best known #or developing the hierarchy o# #ive needs theoryC

A) Elton


14/21

131) 6hich o# the #ollowing is F?T included as part o# the @uantitative approach to!anage!entC

A) statistics

=) opti!i2ation !odels4) organi2ational behavior

B) co!puter si!ulations

Answer: 4

13) The @uantitative approach to !anage!ent was largely used to i!prove DDDDDDDD.

A) productivity=) e##iciency

4) decision !aking

B) planning

Answer: 4

13()


15/21

13-) ?ne o# the key co!ponents o# total @uality !anage!ent >TITI


16/21

11+)


17/21

A) !ain#ra!e co!puters=) cell phones

4) wired networks

B) wireless networksAnswer: B

1) n a short essay discuss the i!pact that the ndustrial Revolution had on !anage!ent.

Answer: Buring the ndustrial Revolution5 which started in the late eighteenth century5 !achine

power began to substitute #or hu!an power. This !ade it !ore econo!ical to !anu#acture goodsin centrali2ed #actories as opposed to s!all shops. The capacity o# a #actory to turn out hundreds

rather than a hand#ul o# products each day suddenly created a need #or such things as accurate

planning5 budgeting5 scheduling5 supervising5 and !onitoring o# work that needed to be done.

4learly5 these kinds o# activities could not be done casually or hapha2ardly so a group o#

!anage!ent pro#essionals e!erged. &arge e##icient #actories needed !anagers to #orecast

de!and and to ensure that enough !aterial was on hand to !ake products.


18/21

Answer: Rather than look at the per#or!ance o# individual workers the way Taylor did5 %ayoland 6eber applied scienti#ic !anage!ent to !anagers the!selves. They observed how !anagers

#unctioned on the $ob in an atte!pt to identi#y practices and attitudes o# good !anage!ent.

%ayol/s #irst !a$or contribution was to identi#y the #ive #unda!ental #unctions o# !anage!ent.

These #ive #unctions still serve as !a$or building blocks o# basic !anage!ent theory today5

though they have been pared down to only #our #unctions: planning5 organi2ing5 leading5 andcontrolling. %ayol also identi#ied the %ourteen Principles o#


19/21

1) n a short essay5 identi#y the principles o# !anage!ent identi#ied by ;enri %ayol that are!ost i!portant #or the satis#action and wel#are o# e!ployees.

Answer: JAnswers will vary.K

Re!unerationLworkers !ust be paid a #air wage #or their services.

4entrali2ationLthe degree to which e!ployees are allowed to !ake decisions.

E@uityLthe idea that !anagers should treat subordinates #airly and with kindness.

nitiativeLthe opportunity #or e!ployees to originate and carry out their own plans to solve

proble!s.

Esprit de corpsLa #eeling o# tea! spirit that gives e!ployees a sense o# belonging.

10) n a short essay5 identi#y the principles o# !anage!ent identi#ied by ;enri %ayol that are!ost i!portant #or e##iciency and productivity o# the entire organi2ation.

Answer: JAnswers will vary.K

Bivision o# workL$ob speciali2ation that increases individual output by having e!ployees

per#or! si!ple5 easytoper#ect $ob tasks.

Unity o# directionLthe organi2ation should have a single plan o# action to guide !anagers and

workers.

?rderLpeople and !aterials should be in the right place at the right ti!e.

'tability o# tenure o# personnelL!anage!ent should provide orderly personnel planning andensure that replace!ents are available to #ill vacancies.

10



20/21

1(3) n a short essay5 describe the ;awthorne 'tudies and how they were interpreted.Answer: The ;awthorne 'tudies were a series o# studies conducted by engineers at the 6estern

Electric 4o!pany 6orks in 4icero5 llinois. The engineers initially designed the studies as a

scienti#ic !anage!ent e"peri!ent to test the e##ect o# various illu!ination levels on workerproductivity. The engineers e"pected a si!ple relationship to e!ergeLthe greater the

illu!ination was5 the higher they e"pected productivity to be.

The results did not support the e"pectations o# the engineers. nstead o# a clearcut relationship

between light intensity and productivity5 they saw varied resultsLso!e groups per#or!ed better

than others in low light levels5 #or e"a!ple. To e"plain these results they began e"ploring thenature o# groups and group interactions. These additional studies resulted in two pri!ary

conclusions. %irst5 the authors o# the studies concluded that group pressures could signi#icantly

a##ect individual per#or!ance. And second5 they concluded that people behave di##erently when

they know they are being observed in a test situation.

These results #unctioned to #urther the i!portance o# hu!an behavior as it pertains to

!anage!ent. A#ter the ;awthorne studies !anagers reali2ed that people in a workplace could bea##ected by !ore things than $ust their $obs and the work conditions the!selves.

1(1) n a short essay5 e"plain how the syste!s approach contributes to the understanding o#!anage!ent.

Answer: A syste! is de#ined as a set o# interrelated and interdependent parts that #unction

together as a single unit5 or uni#ied whole. This view that sees the goal o# a syste! to #unction asa unit is valuable because it puts the #ocus o# !anagers on #irst >a) to !ake sure that individual

parts are the best they can beM >b) to !ake sure that the coordination o# the parts is opti!alM and

#inally >c) to !ake sure that the entire organi2ation as a #unctioning unit is operating at opti!allevel.

The second aspect o# the syste!s approach that helps in#or! !anagers is the idea that anorgani2ation is an open syste!Lthat is5 an organi2ation doesn/t e"ist in isolation #ro! the rest o#

the world. The organi2ation has its boundaries5 and within those boundaries !anagers need to

work to !ake sure that things are per#or!ing at an opti!al level.

That said5 !anagers also need to keep the outer environ!ent in !ind #ro! which organi2ations

obtain inputs and to which they provide outputs. Though !anagers have !uch less control o# the

outer environ!ent than they do o# the inner organi2ation itsel#5 paying attention to the outerworld and how it relates to the organi2ation can help the organi2ation beco!e success#ul.

1() n a short essay5 describe the contingency approach to !anage!ent.

Answer: %or years5 !anagers searched #or the single best !anage!ent approach that could be

applied to any organi2ation. Then5 in the 10,3s theorists started thinking that perhaps there wasno single 7best7 approach that could be applied universally. nstead5 there were a variety o#

di##erent 7best7 approaches that each was best suited to a particular situation.

Theorists dubbed this !ethod o# #inding an appropriate !anage!ent style the contingencyapproach because the style a !anager would choose was contingent5 or dependent on the

situation. To de#ine di##erent situations5 the theorists identi#ied a nu!ber o# contingency variables3



21/21

that included organi2ation si2e5 routineness o# task5 and environ!ental uncertainty.

1(() n a short essay5 describe how the contingency variable o# organi2ation si2e !ight a##ect

!anage!ent style.

Answer: As the si2e o# an organi2ation increases5 so do the proble!s o# !anaging that

organi2ation. %or e"a!ple5 a single !anagerNboss !ight be able to handle all planning5organi2ing5 !otivating5 leading5 and controlling chores #or an organi2ation that has less than ten

or so e!ployees.

;owever5 when the si2e o# the organi2ation suddenly $u!ps to twenty or thirty5 a certain a!ount

o# #or!al hierarchy !ust be instituted5 and when it $u!ps to one hundred or #ive hundred

e!ployees the organi2ation !ust #eature @uite a bit o# #or!al structure and control. There#ore5

the ideal !anage!ent style o# a s!all organi2ation is necessarily very di##erent #ro! that o# avery large organi2ation.

1(*) n a short essay5 describe how the contingency variable o# routineness o# task !ight a##ect!anage!ent style.

Answer: ;ow routine the task is that e!ployees per#or! can a##ect !anage!ent style in avariety o# ways. %or e"a!ple5 a creative work tea! that routinely solves highly uni@ue proble!s!ight re@uire a !anagerial style that provides very little with respect to !otivationLas the

workers are !otivated by the tasks the!selvesLbut @uite a bit in ter!s o# structure in !aking

sure that the tea!5 #or e"a!ple5 stays on task5 doesn/t stray to irrelevant5 unproductive topics5

adheres to schedules5 and so on.

Asse!bly line workers5 on the other hand5 who per#or! the sa!e repetitive tasks every day5

!ight re@uire a !anagerial style that includes @uite a bit o# !otivation and encourage!ent aswell as a variety o# di##erent rewards such as pri2es to keep workers working at a highly

productive rate.

1(+) n a short essay5 describe how the contingency variable o# environ!ental uncertainty !ight

a##ect !anage!ent style.

Answer: n an industry such as the newspaper business5 #or e"a!ple5 where there is a lot o#

uncertainty about $obs5 revenues5 and strategies that the paper will take5 and priorities it shouldhave5 !anagers need to take on a very #le"ible but #ir! approach. They need to convey to

e!ployees that they are in charge and on the ball. At the sa!e ti!e they need to be able to

change strategies @uicklyLi# the business cli!ate suddenly changesLand pro!ote a newstrategy and set o# priorities i# the situation warrants it.

n an industry with !uch less environ!ental uncertainty !anagers can take a !uch !ore #or!al

and prescribed course o# action5 putting5 #or e"a!ple5 great e!phasis on sticking to plannedgoals rather than changing plans.

1

fundamentals of management history module / management history chapter 2 quiz

Documents