Q&A Hero

Q: Jenna and two of her college friends recently initiated their own start-up. Jenna's in charge of recruiting people and personnel management. She hasn't had any experience in managing people and wants to establish a clear approach to management. However, she notices that the decisions she makes often vary depending on the people and situations. She realizes that the way she manages programmers needs a different outlook from the way she manages accountants. The most appropriate approach that Jenna could use in this scenario is the ________ approach. A) classical B) behavioral C) management science D) comprehensive management analysis E) contingency

Q: In simple terms, the ________ to management emphasizes that what managers do in practice depends on the given set of circumstances. A) classical approach B) lower level management analysis approach C) management science approach D) contingency approach E) comprehensive management analysis approach

Q: Leo is analyzing ways to improve efficiency and productivity in a particular organization. The management problems being studied are very complicated and he needs help analyzing a large number of variables. He also intends to construct mathematical models to represent reality to determine how the real-world situation might be improved. The approach Leo is applying in this scenario is the ________. A) systems approach B) management science approach C) lower-level management analysis approach D) motion-study techniques approach E) contingency approach

Q: One of the primary characteristics present in situations in which management science techniques are applied is ________. A) that the management problems have only a few variables B) that the situation deals with quantifiable factors such as sales C) that the situation deals with the physiological, safety, social, esteem, and self-actualization needs of organization members D) that the situation deals with assessing qualitative factors of the workplace or environment E) that social implications are the guidelines for making a particular decision

Q: Which of the following is a characteristic of situations in which management science techniques are applied? A) Managers need help analyzing a large number of variables. B) The use of behavioral models to investigate the decision situation is indicated. C) Managers want to determine the psychological and behavioral attitudes of employees. D) Managers want to determine quality of the customer experience. E) Social implications are used as guidelines for making a particular decision.

Q: Which of the following statements is true for the management science approach? A) It is only suitable for management problems with a small number of variables. B) The use of behavioral models to investigate the decision situation is typical in management science applications. C) Management science techniques are not suited for analyzing quantifiable factors. D) Management science techniques decrease the effectiveness of managers in decision-making. E) Management science applications generally use economic implications as guidelines for making a particular decision.

Q: The use of mathematical models to investigate the decision situation is typical in ________. A) the classical approach B) lower level management analysis C) upper level management analysis D) management science applications E) motion study techniques

Q: The scientific method dictates that scientists must test the model by performing an experiment on ________. A) the actual system to see whether the effects of changes predicted using the model actually occur when the changes are made B) various systems to see whether the effects of changes predicted using the model actually occur when the changes are made C) various systems to see whether the necessary changes can be incorporated D) the actual system and other systems to see whether the necessary changes can be incorporated E) various systems to see whether the necessary changes can be incorporated on the actual system

Q: In the scientific approach to management advocated by management science researchers, after using a model to deduce how the system will behave under conditions, researchers must ________. A) observe the workings of the parts of the system B) separate the system into its component parts C) construct a generalized framework of the system D) observe the system whose behavior must be explained E) test the model by performing an experiment on the actual system

Q: Which one of the following approaches has its origin in World War II, when scientists were asked to help the military solve complex operational problems? A) classical approach B) operations research approach C) behavioral approach D) human relations approach E) systems approach

Q: The management science approach suggests that managers can best improve their organizations by ________. A) using the scientific method and mathematical techniques to solve operational problems B) understanding the physiological, safety, social, esteem, and self-actualization needs of organization members C) providing wage incentives to workers exceeding their target production D) reducing the number of steps involved in performing a particular task E) making sure that all employees are treated as equally as possible

Q: If BFL followed the management approach of the human relations movement, which one of the following will be the MOST likely outcome? A) BFL moves the workers of Ambition, its brand of shoes, to a new assembly line, where they now use only three steps per task compared to the earlier five steps. B) Every month, BFL management chooses three employees who have exceeded their targets for that month and awards each of them with special bonuses. C) To help retain employees, the management awards workers a special bonus for every three years they complete at the organization. D) BFL has no strict guidelines regarding work clothes for all their employees. E) BFL managers undergo regular training to enhance their technical and interpersonal skills. This has helped increase productivity through better communication between employees and management and appropriate process upgrades.

Q: Abraham Maslow believed that managers must understand the physiological, safety, social, esteem, and ________ needs of organization members. A) motivational B) leadership C) monetary D) self-actualization E) intrinsic

Q: The ultimate objective of the human relations approach is to ________. A) find "one best way" of managing people in an organization B) analyze the impact of environmental factors on worker behavior C) increase production by analyzing mathematical models of human behavior D) develop workers' job skills and reduce the movements necessary for them to accomplish a task E) study the interaction of workers in organizations to enhance organizational success

Q: The Hawthorne Studies sparked the ________, a people-oriented approach to management in which the interaction of people in organizations is studied to judge its impact on organizational success. A) behavioral study movement B) human relations movement C) scientific management movement D) "one best way" model E) motion studies initiative

Q: Hawthorne study results helped managers to see that ________. A) better working conditions are subject to the managers' discretion B) reducing each work task to the most basic movements improves worker efficiency C) worker bonuses for overproduction helped increase productivity D) the best way to increase productivity was to set a good piece-rate system E) understanding what motivates employees is a critical part of management

Q: Which one of the following conclusions was drawn by the experimenters from the bank wiring observation room experiment? A) The subjects did not find working in the test room enjoyable. B) Human factors within organizations could significantly influence production. C) Members of the work group pressured one another to work harder so that each group member would receive more pay. D) Improved working conditions resulted in increased production. E) Social groups in organizations could effectively exert pressure to influence individuals to disregard monetary incentives.

Q: The purpose of the bank wiring observation room experiment, which is one of the phases of the Hawthorne studies, was to analyze ________. A) the impact of scientifically designed jobs on worker efficiency B) the most basic movements necessary to achieve a task C) system improvements through task-scheduling innovation D) the impact of social relationships in a work group E) the impact of unity of command in terms of productivity

Q: Which of the following conclusions was drawn by the experimenters from the relay assembly test room experiments of the Hawthorne studies? A) The subjects did not find working in the test room enjoyable. B) There is no consistent relationship between productivity and lighting intensity. C) Subjects continued to show decreased production under all lighting conditions. D) Worker productivity increased with higher light intensity than lower light intensity. E) Worker productivity increased with lower light intensity than higher light intensity.

Q: One of the phases of the Hawthorne studies was the relay assembly test room experiments. The experimenters believed that if they studied productivity long enough, under different working conditions, they would discover the working conditions that maximized production. Thus, these experiments originally had a ________ orientation. A) comprehensive management B) scientific management C) behavioral management D) contingency management E) system management

Q: The Hawthorne Studies were conducted in two phases: the relay assembly test room experiments and the bank wiring observation room experiment. Which of the following approaches was developed based on these studies? A) the behavioral approach B) the contingency approach C) the system approach D) the management science approach E) the classical approach

Q: Gene Co., a pharmaceutical company, directs its management to increase production through an understanding of people. The company believes that if managers understand their people and adapt their organizations to them, organizational success will follow. Which management approach is Gene Co. adopting in this scenario? A) system approach B) management science approach C) classical approach D) contingency approach E) behavioral approach

Q: Jane, a manager in a soda company, believes that the classical approach to management will help her to schedule her employees' tasks and handle people better. But using only the classical approach may not be the ideal approach because ________. A) exact scientific knowledge of what could be done by a worker is substituted for opinion B) the scientific approach has proven to be ineffective in increasing production C) it is concerned with the entire range of managerial performance and not just the job design D) it does not adequately emphasize the human variables in the production process E) it does not have a "one best way" approach to management problems

Q: In Fayol's principles of management, "decentralization" implies that ________. A) the entire organization should be moving toward a common objective B) the importance of the subordinate role should be increased C) work should be divided among individuals D) the interests of one person should be prioritized over the interests of the organization E) workers should receive orders from a number of managers

Q: Each manager in an organization possesses certain amounts of authority. For example, the president possesses the most authority; the first-line supervisor, the least. According to Fayol, this is known as ________. A) unity of command B) esprit de corps C) scalability of tenure D) the scalar chain E) decentralization

Q: D&B Inc., conducted a review of its organizational practices, and concluded that changes to the current system would result in increased efficiency. The company proposed a change in work timings and remuneration policies and implemented it for a trial period. When the employees were surveyed by their managers to discover their reaction to the changes, most employees noted that the new system boosted productivity, though a few reported that accommodating to the new system was difficult. However, management decided to go ahead and implement the new system. The actions of the management can be explained by Fayol's principle of ________. A) unity of command and direction B) lowering the importance of the subordinate role C) subordination of the individual to the general interest D) specialization of work E) esprit de corps

Q: One of the general principles of management suggested by Fayol is centralization. What is centralization? A) Centralization is increasing the importance of the subordinate role. B) Centralization directs that the entire organization should be moving toward a common objective. C) Centralization is lowering the importance of the subordinate role. D) Centralization directs that all materials and people related to a specific kind of work should be assigned to the same general location. E) Centralization directs that the entire organization need not be moving toward a common objective.

Q: Lynn is a manager in an organization that produces optical fiber cables. She follows the Fayol principle of "esprit de corps" in her interactions with the team. Which of the following does this imply? A) Lynn's team members are independent. B) Lynn's team members are fiercely competitive. C) Lynn's team members enjoy working in a centralized hierarchical system. D) Lynn's team members receive orders only from her. E) Lynn's team members are harmonious and upbeat.

Q: One of the general principles of management explained by Fayol is "unity of command." What does this principle mean? A) The entire organization should be moving toward a common objective. B) The interests of one person should take priority over the interests of the organization. C) Workers should receive orders from only one manager. D) All workers should be given the same orders by managers. E) All employees should be treated as equally as possible.

Q: Fayol presented work specialization as the best way to use the ________ resources of the organization. A) human B) capital C) monetary D) material E) technological

Q: Because of his writings on the elements and general principles of management, Henri Fayol is usually regarded as the pioneer of ________. A) strategic management applications B) organizational behavior C) business finance model D) operations management theory E) administrative theory

Q: If BFL followed the scientific method as proposed by Henry Gantt, which one of the following actions by BFL will be the MOST likely outcome? A) The workers of the Ambition brand of shoes were recently moved to a new assembly line, where they now use only three steps per task compared to the earlier five steps. B) Every month the BFL management awards monetary incentives to employees who have exceeded their targets for that month and the top performer is designated as the "employee of the month." C) The worker wages are not fixed but are dependent on the number of shoe parts they process in a month. D) BFL has no strict guidelines regarding work clothes for their employees. E) The managers undergo regular training to enhance their interpersonal skills. This has helped increase productivity through better communication between employees.

Q: Gantt believed in worker compensation that corresponded to production through the piece-rate system, as well as the ________ system when production exceeded the quota. A) staggered B) bonus C) pension D) interest E) profit

Q: Which of the following did Gantt advocate in addition to Taylor's piece-rate compensation system for workers? A) decentralizing authority B) a bonus for overproduction C) medical insurance coverage D) mandatory employee training E) tenure and job security

Q: Under the piece-rate system pioneered by Taylor, ________. A) workers were paid according to the amount they produced B) managers develop their employees' work-related skills C) each job was reduced to the most basic movement possible D) workers were paid more than their managers E) managers were paid only after the workers exceeded production

Q: Which of the following is true of Henry Gantt's method of management? A) The Gantt scheduling chart was found to be impractical and has fallen into disuse. B) It gave less importance to the human side of production than F.W. Taylor's method. C) Gantt believed that worker compensation should correspond only to production. D) He considered that studying employee motivation was the role of scientific management. E) It dealt with lower-level management analysis and not comprehensive analysis.

Q: Managers use the Gantt chart to ________. A) encourage worker initiative B) conduct motion analysis of tasks C) retain productive employees D) monitor work schedules E) reward innovation by workers

Q: According to Gantt, the role of a manager is to ________. A) divide specialized work among individuals and groups B) make it in employees' interests to accomplish tasks C) choose the management tactics best suited to particular situations D) convince workmen to do work which they have no desire to do E) use mathematical models to investigate the decision situation

Q: Which of the following approaches to management was advocated by Henry Gantt? A) the contingency approach B) using mathematical models to investigate the decision situation C) using human relations skills to manage workers D) work specialization and unity of command E) task-scheduling and rewarding innovation

Q: Best Foot Limited (BFL) manufactures different types of footwear, including rubber/canvas footwear, leather footwear, and plastic footwear. The company has one plant in Norway which produces all the shoes. Nearly 800 workers are employed at this plant. Which of the following possible actions would indicate that BFL follows the scientific method of the Gilbreths, who primarily focused on motion-study? A) The company switched to a new assembly line process which requires employees to perform three steps per task compared to the earlier five steps. B) Every month the BFL management chooses three employees who have exceeded their targets for that month and awards each of them a special bonus. C) To help retain employees, the management awards workers a special loyalty bonus for every two years they complete at the organization. D) BFL has no strict guidelines regarding work clothes for their employees. E) The managers undergo regular training to enhance their interpersonal skills. This has helped increase productivity through better communication between employees.

Q: The Gilbreths aimed to increase worker efficiency by ________. A) reducing the number of movements taken to accomplish a task B) enforcing minimum criteria for the types of workers hired for a job C) instituting the piece-rate system for remuneration D) understanding what motivates employees to complete a task E) encouraging teamwork rather than individual work

Q: Among the sample variables considered in analyzing motions, as pioneered by the Gilbreths, the environmental variables include ________. A) anatomy B) habits C) health D) brawn E) work clothes

Q: The primary investigative tool in the Gilbreths' research was ________, which consists of reducing each job to the most basic movements possible. A) ergonomics B) motion study C) piecework D) reductionism E) division of work

Q: F.W. Taylor's approach was unpopular with workers and unions because they feared that reengineering their jobs would lead to ________. A) lower piecework rates B) a decrease in productivity C) workers losing their jobs D) longer work days E) an increase in quality

Q: Because of the significance of his contributions, ________ is commonly called the "father of scientific management." A) Frank Gilbreth B) Henry L. Gantt C) Lillian Gilbreth D) Henri Fayol E) Frederick W.Taylor

Q: Lower-level management analysis concentrates on the "one best way" to perform a task. The process of finding this "one best way" is known as ________. A) higher-level management B) contingency management C) comprehensive management D) scientific management E) system management

Q: Under classical management theory, comprehensive analysis of management concerns the management function as a whole. The primary contributor to this category was ________. A) Henri Fayol B) Frederick W.Taylor C) Henry L. Gantt D) Frank Gilbreth E) Ludwig von Bertalanffy

Q: ________ consists primarily of the work of Frederick W.Taylor, Frank and Lillian Gilbreth, and Henry L. Gantt. A) Higher-level management analysis B) The behavioral approach C) Lower-level management analysis D) Management science E) Comprehensive management

Q: The classical approach to management recommends that ________. A) managers enhance organizational success by building appropriate relationships with people B) managers improve their organizations by using the scientific method and mathematical techniques to solve operational problems C) managers continually strive to increase organizational efficiency to increase production D) what managers do in practice depends on, or is contingent upon, a given set of circumstances E) to fully understand the operation of an entity, the entity must be viewed as a system

Q: The ________ approach to management was the product of the first concentrated effort to develop a body of management thought. The management writers who participated in this effort are considered the pioneers of management study. A) behavioral B) management science C) classical D) contingency E) system

Q: The use of three sources of information: classical, behavioral, and management science approaches, to analyze the management system is referred to as triangular management.

Q: A closed system is not influenced by, and does not interact with, its environment.

Q: The management science approach emphasizes "ifthen" relationships: "If" this situational variable exists, "then" a manager probably would take this action.

Q: The contingency approach is based on the premise that there is one best way to solve a management problem in all organizations.

Q: The use of mathematical models to investigate the decision situation is typical in management science applications.

Q: The behavioral science approach suggests that managers can best improve their organizations by using the scientific method and mathematical techniques to solve operational problems.

Q: Abraham Maslow was a major contributor to the human relations movement in management.

Q: One conclusion of the Hawthorne studies was that social groups in organizations could effectively exert pressure to influence individuals to disregard monetary incentives.

Q: The Hawthorne studies concluded that lighting and temperature changes within organizations could significantly influence production.

Q: The behavioral approach to management emphasizes increasing production through an understanding of people.

Q: A drawback of the classical approach is that it does not adequately emphasize human variables.

Q: According to Fayol, employee retention should not be given high priority as recruitment and selection costs are lower than the cost of hiring new workers.

Q: Fayol defined centralization as raising the importance of the subordinate role.

Q: Henri Fayol was more aware of the human side of production. According to him, the interests of one person should take priority over the interests of the organization as a whole.

Q: Henri Fayol is regarded as the pioneer of administrative theory.

Q: Taylor pioneered a system in which workers could earn a bonus in addition to the piece rate if they exceeded their daily production quota.

Q: Motion study consists of reducing each job to the most basic movements possible and eliminating unnecessary motions.

Q: The primary investigative tool in F.W. Taylor's research was motion study.

Q: Frederick W. Taylor is commonly called the "father of scientific management."

Q: Henri Fayol was a major contributor to the field of classical management theory.

Q: How do managers help in enhancing their employees' career development?

Q: Explain the evolutionary stages of a career. Do these stages appear in every employee's career and can an individual's career continue even after the last stage? Explain you answer.

Q: List any four contemporary management skills that help increase the probability of management success and explain how these skills accomplish this task.

Q: Why is it important for managers to be aware of cultural differences in their dealings with people?

Q: Briefly explain the three major activities that modern managers typically perform.

Q: What are human skills and why are they important at all levels of management? Which of these three skills-human, technical and conceptual, should a CEO of an organization focus on and why?

Q: Elaborate on how management effectiveness is related to management efficiency, in terms of goals and resources.

Q: List the basic types of organizational resources. Give an example for each organizational resource in any one organization of your choice.

Q: Define management and explain how the four functions of management are related.

Q: "Managers should be paid more than regular employees." Do you agree with this statement? Justify your answer.