Management 4

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Management 4
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Management 4
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  1. 1. Which of the following descriptions of the major schools of management thought is NOT accurate?
    A. Modern management approaches focus on the systems view of organisations and contingency thinking in a dynamic and complex environment.
    B. Quantitative management approaches focus on applying mathematical techniques for management problem solving.
    C. Socioeconomic management approaches focus on global awareness and leadership in developing economies.
    D. Behavioural management approaches focus on human needs, the work group, and the role of social factors in the workplace.
    E. Classical management approaches focus on developing universal principles for use in various management situations.
    C. Socioeconomic management approaches focus on global awareness and leadership in developing economies.
    (this multiple choice question has been scrambled)
  2. 2. __________ to management focus on applying mathematical techniques for management problem solving.
    A. Classical approaches
    B. Socioeconomic approaches
    C. Behavioural approaches
    D. Modern approaches
    E. Quantitative approaches
    E. Quantitative approaches
    (this multiple choice question has been scrambled)
  3. 3. __________ to management focus on developing universal principles for use in various management situations.
    A. Classical approaches
    B. Modern approaches
    C. Behavioural approaches
    D. Futuristic approaches
    E. Quantitative approaches
    A. Classical approaches
    (this multiple choice question has been scrambled)
  4. 4. __________ to management focus on the systems view of organisations and contingency thinking in a dynamic and complex environment.
    A. Quantitative approaches
    B. Classical approaches
    C. Modern approaches
    D. Visionary approaches
    E. Behavioural approaches
    C. Modern approaches
    (this multiple choice question has been scrambled)
  5. 5. The assumption that people are rational and primarily interested in economic incentives from their work is the underlying assumption of which approach to management thought?
    A. Behavioural approach
    B. Modern approach
    C. Classical approach
    D. Quantitative approach
    E. Socioeconomic approach
    C. Classical approach
    (this multiple choice question has been scrambled)
  6. 6. A follower of Frederick Taylor would be least likely to try to
    A. make results-based compensation a performance incentive.
    B. select workers with the right abilities to do the job.
    C. offer workers proper training.
    D. motivate workers by encouraging them to work in small groups.
    E. train supervisors to support workers by carefully planning their work.
    D. motivate workers by encouraging them to work in small groups.
    (this multiple choice question has been scrambled)
  7. 7. __________ analyses the motions and tasks that are required in any job and develops the most efficient ways to perform them.
    A. Time study
    B. Motion study
    C. Job evaluation
    D. Task evaluation
    E. Efficiency management
    A. Time study
    (this multiple choice question has been scrambled)
  8. 8. __________ refer(s) to a job science that includes careful selection and training of workers along with proper supervisory support.
    A. Administrative principles
    B. Fayol's principles of management
    C. Self-actualisation
    D. Scientific management
    E. Contingency theory
    D. Scientific management
    (this multiple choice question has been scrambled)
  9. 9. Oxford Industries Inc. installed a new computer system to clock every worker's pace to a thousandth of a second and to determine each worker's pay and bonus scale on the basis of his or her performance against the standard. This is an example of
    A. self-actualisation.
    B. Fayol's principles of management.
    C. administrative principles.
    D. scientific management.
    E. contingency theory.
    D. scientific management.
    (this multiple choice question has been scrambled)
  10. 10. Which of the following is NOT one of the four principles of scientific management developed by Frederick Taylor?
    A. Develop a science for every job.
    B. Select workers based on their abilities.
    C. Train workers and provide incentives to follow rules.
    D. Organise tasks into groups to encourage teamwork.
    E. Provide management support for workers.
    D. Organise tasks into groups to encourage teamwork.
    (this multiple choice question has been scrambled)
  11. 11. The practical lessons of scientific management include all of the following EXCEPT
    A. allow workers to have input into the determination of work methods and performance standards.
    B. carefully design jobs with efficient work methods.
    C. make results-based compensation a performance incentive.
    D. select workers with the right abilities to do the job.
    E. train supervisors to support workers so by carefully planning their work.
    A. allow workers to have input into the determination of work methods and performance standards.
    (this multiple choice question has been scrambled)
  12. 12. The work of Frank and Lillian Gilbreth on motion studies provided the basis for later advances in which of the following management areas?
    a. Job simplification
    b. Incentive wage plans
    c. Work standards
    d. All of the above.
    e. None of the above.
    d. All of the above.
  13. 13. TNT Express Delivery Service makes use of calibrated productivity standards as well as the timing of package sorting, delivery, and pickup to keep productivity at the highest level per employee. In developing worker productivity standards, TNT obviously makes use of
    A. self-actualisation
    B. administrative principles
    C. systems theory
    D. motion studies
    E. behavioural theories
    D. motion studies
    (this multiple choice question has been scrambled)
  14. 14. According to Henri Fayol, the five rules of management are
    A. standardisation, centralisation, negative entropy, communication and homeostasis.
    B. centralisation, stability, initiative, communication and espirit de corps.
    C. authority, responsibility, discipline, remuneration and initiative.
    D. prediction, hypothesis, observation, experimentation and verification.
    E. foresight, organisation, command, coordination and control.
    E. foresight, organisation, command, coordination and control.
    (this multiple choice question has been scrambled)
  15. 15. Henri Fayol is noted for originating which of the following concepts?
    a. The scalar chain principle
    b. The unity of command principle
    c. The unity of direction principle
    d. All of the above
    e. None of the above
    d. All of the above
  16. 16. The __________ principle, as defined by Henri Fayol, states that there should be a clear and unbroken line of communication from top to bottom in the organisation's hierarchy of authority.
    A. Hawthorne
    B. communication control
    C. unity of direction
    D. scalar chain
    E. unity of command
    D. scalar chain
    (this multiple choice question has been scrambled)
  17. 17. The __________ principle, as defined by Henri Fayol, states that each person should receive orders from only one boss.
    A. organisation
    B. unity of command
    C. management order
    D. scalar chain
    E. unity of direction
    B. unity of command
    (this multiple choice question has been scrambled)
  18. 18. The __________ principle, as defined by Henri Fayol, states that one person should be in charge of all activities having the same performance objective.
    A. unity of command
    B. scalar chain
    C. classical design
    D. unity of direction
    E. Hawthorne
    D. unity of direction
    (this multiple choice question has been scrambled)
  19. 19. The classical management theorist, Mary Parker Follett, believed that
    a. groups were mechanisms through which diverse individuals could combine their talents for a greater good.
    b. organisations are communities in which managers and workers should labour in harmony.
    c. the manager's job is to help people in organisations cooperate with one another and achieve an integration of interests.
    d. All of the above.
    e. None of the above.
    d. All of the above.
  20. 20. Mary Parker Follett believed that business problems involve a wide variety of factors that must be considered in relationship to one another. This belief foreshadowed the contemporary management concern with
    A. systems.
    B. corporate culture.
    C. multiculturalism.
    D. job design.
    E. environmental analysis.
    A. systems.
    (this multiple choice question has been scrambled)
  21. 21. Today's concerns for managerial ethics and corporate social responsibility were foreshadowed by the classical writings of __________ that businesses were services and that private profits should always be considered in relation to the public good.
    A. Henri Fayol
    B. Max Weber
    C. Frederick Taylor
    D. Mary Parker Follett
    E. Lyndall Urwick
    D. Mary Parker Follett
    (this multiple choice question has been scrambled)
  22. 22. Which of the following best states the impetus for the development of a bureaucratic organisation?
    A. Max Weber was trying to define the one best way to perform a job.
    B. Max Weber was attempting to upset German society.
    C. Max Weber was reacting to the performance deficiencies in organisations of his day.
    D. Max Weber was interested in formulating exact rules of behaviour for German managers.
    E. Max Weber was attempting to identify a common set of employee needs in German society.
    C. Max Weber was reacting to the performance deficiencies in organisations of his day.
    (this multiple choice question has been scrambled)
  23. 23. Max Weber was concerned that people in nineteenth century organisations were in positions of authority because of __________ rather than because of __________.
    A. social standing; job-related capabilities
    B. economic wealth; social standing
    C. leadership qualities; job requirements
    D. political connections; leadership traits
    E. managerial competence; economic wealth
    A. social standing; job-related capabilities
    (this multiple choice question has been scrambled)
  24. 24. _________ is a rational and efficient form of organisation founded on logic, order and legitimate authority.
    A. A rigidly structured system
    B. A contingent organisation
    C. An adaptive organisation
    D. An organic organisation
    E. Bureaucracy
    E. Bureaucracy
    (this multiple choice question has been scrambled)
  25. 25. Which of the following is NOT a characteristic of bureaucratic organisations?
    A. There is a clear hierarchy of authority, and each position reports to a higher level one.
    B. Organisational members are promoted on the basis of their social status.
    C. Many written rules and procedures are used to guide activities.
    D. There is a division of labour, and work duties and responsibilities are explicitly defined.
    E. Rules and procedures are applied impartially and uniformly.
    B. Organisational members are promoted on the basis of their social status.
    (this multiple choice question has been scrambled)
  26. 26. Assume that an organisation has a clear division of labour, the duties and responsibilities of its employees are explicitly defined, it has standard rules and procedures, it has a hierarchy of authority, and its members are selected for technical competence. This is an example of
    A. a closed system.
    B. negative entropy.
    C. scientific management.
    D. a bureaucracy.
    E. an open system.
    D. a bureaucracy.
    (this multiple choice question has been scrambled)
  27. 27. Efficiency in the utilisation of resources and fairness in the treatment of employees and clients are potential advantages of
    A. an open system.
    B. self-actualisation.
    C. a closed system.
    D. scientific management.
    E. a bureaucracy.
    E. a bureaucracy.
    (this multiple choice question has been scrambled)
  28. 28. Red tape, slowness in handling problems, resistance to change, and employee apathy are disadvantages of which type of organisation?
    A. Administrative
    B. Closed
    C. Bureaucratic
    D. Conservative
    E. Complex
    C. Bureaucratic
    (this multiple choice question has been scrambled)
  29. 29. Which one of the following statements about bureaucracy is true?
    A. The work of Max Weber is too outdated to be used in the modern science of management.
    B. Bill Gates bases the operations of Microsoft on Max Weber's theories of specialisation and division of labour.
    C. Max Weber believed that a bureaucracy was the most rigid and apathetic form of organisation.
    D. The work of Max Weber still has a major impact on the present trends and directions of management.
    E. The work of Max Weber influenced only European management thinkers.
    D. The work of Max Weber still has a major impact on the present trends and directions of management.
    (this multiple choice question has been scrambled)
  30. 30. The behavioural (or human resource) approach to management basically assumes that
    A. people are rational and responsive to economic incentives.
    B. environmental reinforcements determine people's behaviour.
    C. people are complex creatures.
    D. management problems are best solved by qualitative rather than by quantitative analysis.
    E. people at work will seek satisfying social relationships, respond to group pressures, and search for personal fulfillment.
    E. people at work will seek satisfying social relationships, respond to group pressures, and search for personal fulfillment.
    (this multiple choice question has been scrambled)
  31. 31. Current management trends regarding innovative organisational forms seek to
    A. achieve the same goals as Weber pursued while using similar structural approaches.
    B. achieve different structural goals than Weber pursued.
    C. ignore Weber's structural goals.
    D. achieve the same goals as Weber wanted to achieve but with different structural approaches.
    E. create structures that are based on socioeconomic status.
    D. achieve the same goals as Weber wanted to achieve but with different structural approaches.
    (this multiple choice question has been scrambled)
  32. 32. The Hawthorne Studies refer to __________ that was conducted at the Hawthorne Works of the Western Electric Company (predecessor to today's Lucent Technologies).
    A. an education program for fast-track managers
    B. a research program on management decision-making
    C. a research program on technology
    D. an intensive training program for workers
    E. a research program on individual productivity
    E. a research program on individual productivity
    (this multiple choice question has been scrambled)
  33. 33. Conclusions from the Hawthorne relay assembly test room studies were that
    A. workers cannot be productive at various levels of illumination.
    B. workers perform well when they share pleasant social relations with one another and when supervision is participatory.
    C. workers are more productive when their pay scale is increased to match their effort.
    D. workers are more productive when their work areas are well lighted.
    E. workers are basically rational.
    B. workers perform well when they share pleasant social relations with one another and when supervision is participatory.
    (this multiple choice question has been scrambled)
  34. 34. Which of the following statements about the Hawthorne Studies is incorrect?
    A. The studies were started to identify the influence that 'social factors' had on productivity.
    B. The 'social setting' of the various experiments influenced the results of the studies.
    C. People would restrict output to avoid the displeasure of the group, even if it meant sacrificing pay.
    D. The studies were started to determine the effect that different levels of lighting had on productivity.
    E. In one study, workers' productivity increased as the level of illumination at their workstations was decreased.
    A. The studies were started to identify the influence that 'social factors' had on productivity.
    (this multiple choice question has been scrambled)
  35. 35. The Hawthorne Studies have been criticised for which of the following reasons?
    a. Poor research design
    b. Weak empirical support for the conclusions drawn
    c. The tendency of researchers to overgeneralise their findings
    d. All of the above
    e. None of the above
    d. All of the above
  36. 36. The Hawthorne Studies shifted the attention of managers and scholars away from the technical and structural concerns emphasised by the classical management approach and toward
    A. the study of social and human concerns as keys to productivity
    B. in studies of actual case histories and individual experiences
    C. a Theory X approach to management science
    D. the use of computers to deal with more complex mathematical models
    E. a more scientific approach to management
    A. the study of social and human concerns as keys to productivity
    (this multiple choice question has been scrambled)
  37. 37. __________ showed that people's feelings, attitudes, and relationships with coworkers should be important to management.
    A. Frank and Lillian Gilbreth
    B. Scientific management
    C. The Hawthorne Studies
    D. Max Weber
    E. Henri Fayol
    C. The Hawthorne Studies
    (this multiple choice question has been scrambled)
  38. 38. The tendency of persons singled out for special attention to perform as predicted just because of expectations created by the situation itself is called
    A. the Engersoll finding.
    B. the Hawthorne effect.
    C. the glass ceiling effect.
    D. the Bakersfield method.
    E. the deficit principle.
    B. the Hawthorne effect.
    (this multiple choice question has been scrambled)
  39. 39. __________ was based on the viewpoint that managers who used good human relations in the workplace would achieve productivity.
    A. Modern relations
    B. Social relations
    C. Human relations
    D. Scientific relations
    E. Cultural relations
    C. Human relations
    (this multiple choice question has been scrambled)
  40. 40. The study of individuals and groups in organisations is the management field known as
    A. contingency theory.
    B. modern behavioural methods.
    C. systems theory.
    D. organisational behaviour.
    E. Theory X and Theory Y.
    D. organisational behaviour.
    (this multiple choice question has been scrambled)
  41. 41. Maslow's work in the area of human needs is important to which school of management thought?
    A. Scientific management
    B. Contingency theory
    C. Human relations approach
    D. Systems theory
    E. Classical approach
    C. Human relations approach
    (this multiple choice question has been scrambled)
  42. 42. __________ create tensions that can influence a person's work attitudes and behaviours.
    A. Obsessions
    B. Compulsions
    C. Needs
    D. Whims
    E. Desires
    C. Needs
    (this multiple choice question has been scrambled)
  43. 43. A psychological or physiological deficiency that a person feels compelled to satisfy is known as a(n)
    A. satisfaction deficit
    B. compulsion
    C. need
    D. desire
    E. obsession
    C. need
    (this multiple choice question has been scrambled)
  44. 44. Maslow's hierarchy of needs theory includes which of the following needs?
    A. Respect, prestige, recognition, security and power
    B. Physiological, safety, social, esteem and self
    C. Physical safety, financial security and social status
    D. Physiological, spiritual, social and psychological fulfilment
    E. Food, shelter, sex, money and prestige
    B. Physiological, safety, social, esteem and self
    (this multiple choice question has been scrambled)
  45. 45. According to the deficit principle of Maslow's theory of human needs,
    A. people are not motivated by a satisfied need.
    B. people are always in need of something.
    C. each person has different needs.
    D. people have a variety of needs, or deficits, that they must satisfy at any given time.
    E. no matter what their condition in life, all people are looking for basic security.
    A. people are not motivated by a satisfied need.
    (this multiple choice question has been scrambled)
  46. 46. According to the progression principle of Maslow's theory of human needs,
    A. the five human needs must all be satisfied before people can progress to self.
    B. human needs progress from stronger needs to weaker needs.
    C. the most basic human need is the need for self.
    D. human needs are never truly fulfilled.
    E. a need at any level only becomes activated when the next lowerneed has been satisfied.
    E. a need at any level only becomes activated when the next lowerneed has been satisfied.
    (this multiple choice question has been scrambled)
  47. 47. At which need level of Maslow's hierarchy do the deficit and progression principles cease to operate?
    A. Physiological needs
    B. Social needs
    C. Self-actualisation needs
    D. Esteem needs
    E. Safety needs
    C. Self-actualisation needs
    (this multiple choice question has been scrambled)
  48. 48. According to Maslow's theory, managers can improve worker performance and achieve productivity by
    A. listening to workers' complaints and acting on them.
    B. eliminating wasted motion.
    C. facilitating need satisfaction.
    D. making a science of every job.
    E. instituting a hierarchical chain of command.
    C. facilitating need satisfaction.
    (this multiple choice question has been scrambled)
  49. 49. _________ concern the needs for love, affection, and belongingness in one's relationships with other people.
    A. Physiological needs
    B. Self-actualisation needs
    C. Esteem needs
    D. Social needs
    E. Safety needs
    D. Social needs
    (this multiple choice question has been scrambled)
  50. 50. __________ include the needs for self-fulfilment, to grow and use abilities to the fullest and most creative extent.
    A. Self-actualisation needs
    B. Physiological needs
    C. Esteem needs
    D. Safety needs
    E. Social needs
    A. Self-actualisation needs
    (this multiple choice question has been scrambled)
  51. 51. __________ refer to the needs for security, protection, and stability in the events of daily life.
    A. Physiological needs
    B. Self-actualisation needs
    C. Safety needs
    D. Social needs
    E. Esteem needs
    C. Safety needs
    (this multiple choice question has been scrambled)
  52. 52. Wendy is a manager in a nonprofit organisation. She is interested in using Maslow's need hierarchy to guide her approach to managing the volunteers working for this nonprofit organisation. In order to promote productivity, Wendy should
    a. create jobs that satisfy the needs of the volunteers.
    b. create work environments that satisfy the needs of the volunteers.
    c. ensure that the work is fulfilling for the volunteers.
    d. All of the above
    e. None of the above
    d. All of the above
  53. 53. According to Douglas McGregor, managers should pay more attention to
    A. social responsibility
    B. behaviour modification techniques
    C. quantitative analysis
    D. motion studies
    E. social and self-needs
    E. social and self-needs
    (this multiple choice question has been scrambled)
  54. 54. According to McGregor, Theory Y managers tend to see their subordinates as
    A. passive, dependent and reluctant.
    B. willing to work, willing to accept responsibility, capable of selfcapable of self imaginative and creative.
    C. basically rational and motivated by money.
    D. irresponsible, resistant to change, lacking in ambition, disliking work and preferring to be led rather than to lead.
    E. disliking work because they prefer to lead rather than to be led.
    B. willing to work, willing to accept responsibility, capable of selfcapable of self imaginative and creative.
    (this multiple choice question has been scrambled)
  55. 55. McGregor believed that managers holding either Theory X or Theory Y assumptions could create situations in which employees acted as expected. This phenomenon is known as
    A. a self-prophecy.
    B. expectancy theory.
    C. Theory Z.
    D. the Hawthorne effect.
    E. self.
    A. a self-prophecy.
    (this multiple choice question has been scrambled)
  56. 56. Douglas McGregor would describe managers who tend to be directive in their relationships with others and who take a command-and-control orientation as __________ managers.
    A. Theory Z
    B. administrative-principles
    C. scientific principles
    D. Theory X
    E. Theory Y
    D. Theory X
    (this multiple choice question has been scrambled)
  57. 57. A manager who allows his or her subordinates to participate in decision-making, who delegates authority to them, and who offers them greater job autonomy and job variety would be classified by Douglas McGregor as a __________ manager.
    A. Theory Z
    B. Theory Y
    C. human relations
    D. Theory X
    E. democratic
    B. Theory Y
    (this multiple choice question has been scrambled)
  58. 58. Which of the following statements accurately describe quantitative approaches to management?
    a. Quantitative approaches to management developed about the same time as human resource approaches to management.
    b. Quantitative approaches are based on the assumption that mathematical techniques can be used to improve managerial problem solving.
    c. Quantitative approaches are increasingly driven by computer technology.
    d. All of the above statements accurately describe quantitative approaches to management.
    e. None of the above statements accurately describes quantitative approaches to management.
    d. All of the above statements accurately describe quantitative approaches to management.
  59. 59. __________ and __________ are often used interchangeably to describe the scientific applications of mathematical techniques to management problems.
    A. Systems theory; contingency theory.
    B. Management principles; operational principles.
    C. Management science; operations research.
    D. Modern management themes; computer technology.
    E. Management research; operations management.
    C. Management science; operations research.
    (this multiple choice question has been scrambled)
  60. 60. Which of the following descriptions of management science applications is NOT accurate?
    A. Linear programming is used to help allocate service personnel or workstations to minimise customer waiting time and service cost.
    B. Network models break large tasks into smaller components to allow for better analysis, planning, and control of complex projects.
    C. Mathematical forecasting helps make future projections that are useful for planning.
    D. Inventory modelling helps to establish how much to order and when to order.
    E. Simulation makes models of problems so different solutions under various assumptions can be tested.
    A. Linear programming is used to help allocate service personnel or workstations to minimise customer waiting time and service cost.
    (this multiple choice question has been scrambled)
  61. 61. Quantitative approaches to management include all of the following characteristics EXCEPT
    A. a focus on costs, revenues, and return on investment.
    B. a focus on decision making that has clear implications for management action.
    C. the use of mathematical models that follow sophisticated rules and formulas.
    D. the use of economic decision criteria.
    E. the use of managerial rules of thumb that are based on personal experience and personal preferences.
    E. the use of managerial rules of thumb that are based on personal experience and personal preferences.
    (this multiple choice question has been scrambled)
  62. 62. In using any quantitative approach to management, mathematical solutions to problems must be supported by
    A. extensive databases.
    B. comprehensive computer networks.
    C. good managerial judgment and an appreciation of the human factor.
    d. all of the above.
    e. none of the above.
    C. good managerial judgment and an appreciation of the human factor.
    (this multiple choice question has been scrambled)
  63. 63. One major characteristic of modern management approaches is
    A. people are totally rational
    B. people are social and selfbut these characteristics have little impact on people's work behaviour
    C. decision-making must be based solely on economic criteria
    D. no one model applies universally in all situations
    E. Theory Y management leads to conflict and unhappiness
    D. no one model applies universally in all situations
    (this multiple choice question has been scrambled)
  64. 64. Modern management approaches maintain that people have multiple and varied needs, that their needs change over time, that they possess many talents and capabilities which can be developed, and that they
    A. respond best when treated as responsible, self-actualising adults regardless of the demands of the situation.
    B. respond best to Theory X management.
    C. respond best in all situations to participatory management.
    D. respond best when managers provide different managerial strategies and job opportunities to deal with the individual differences among workers.
    E. are very complex and must be managed strictly in all situations.
    D. respond best when managers provide different managerial strategies and job opportunities to deal with the individual differences among workers.
    (this multiple choice question has been scrambled)
  65. 65. A __________ is a collection of interrelated parts that function together to achieve a common purpose.
    A. needs hierarchy
    B. system
    C. contingency
    D. mathematical model
    E. quantitative structure
    B. system
    (this multiple choice question has been scrambled)
  66. 66. All of the following are examples of subsystems in a typical organisation EXCEPT
    A. marketing, sales, and distribution systems.
    B. accounting and financial systems.
    C. operations and service management systems.
    D. trade associations.
    E. purchasing and inventory systems.
    D. trade associations.
    (this multiple choice question has been scrambled)
  67. 67. A smaller component of a larger system is known as
    A. a contingent operation
    B. a department
    C. a team
    D. a supersystem
    E. a subsystem
    E. a subsystem
    (this multiple choice question has been scrambled)
  68. 68. The environment is a critical element in the openperspective on organisations because
    A. the environment is the most likely cause of imbalance in the organisation.
    B. many potential customers are environmentalists.
    C. the environment provides resources and feedback.
    D. a responsible corporation must be concerned about the environment.
    E. the environment is a source of entropy.
    C. the environment provides resources and feedback.
    (this multiple choice question has been scrambled)
  69. 69. According to systems thinking, the organisation is viewed as
    A. a system of standard rules and procedures and a clearly defined hierarchy of authority, where members are selected for technical competence.
    B. highly efficient in the utilisation of resources.
    C. a smaller component of a larger entity that operates to its own benefit.
    D. a collection of interrelated parts that function together to achieve a common purpose.
    E. a clear division of labour with the duties and responsibilities of its employees being explicitly defined.
    D. a collection of interrelated parts that function together to achieve a common purpose.
    (this multiple choice question has been scrambled)
  70. 70. Matching managerial responses to the problems and opportunities created by individual and environmental differences is the focus of
    A. Human resources thinking.
    B. Quantitative management.
    C. Systems analysis.
    D. Contingency thinking.
    E. Hierarchical analysis.
    D. Contingency thinking.
    (this multiple choice question has been scrambled)
  71. 71. According to contingency theories,
    A. there is no one best management approach
    B. the best management approach takes all human factors into consideration
    C. the best management approach is based on Theory Y assumptions
    D. the best management approach employs formal mathematical models
    E. the best management approach focuses on the economic realities of decision making
    A. there is no one best management approach
    (this multiple choice question has been scrambled)
  72. 72. A manager is overheard to say: 'The best way to manage is to make sure that your response is appropriate to the demands and characteristics of the situation at hand.' His point of view is most closely associated with
    A. closed-systems thinking.
    B. human relations thinking.
    C. scientific management.
    D. contingency thinking.
    E. bureaucracy.
    D. contingency thinking.
    (this multiple choice question has been scrambled)
  73. 73. Which of the following statements accurately describe contingency thinking?
    a. A structure that works for one organisation may not work well for another.
    b. A management approach that works at one time may not work well at another time.
    c. A management approach that works well in an uncertain environment will not necessarily work well in a stable environment.
    d. All of the above statements accurately describe contingency thinking.
    e. None of the above statements accurately describes contingency thinking.
    d. All of the above statements accurately describe contingency thinking.
  74. 74. The recognition that we live and work in a dynamic and constantly changing environment that puts unique and never-ending competitive pressures on organisations
    A. has been brought to people's attention solely because of the revolution in information technology.
    B. is one of the most important insights of accumulated management history.
    C. is unlikely to have much long-lasting impact on the way organisations operate.
    d. All of the above.
    e. None of the above.
    B. is one of the most important insights of accumulated management history.
    (this multiple choice question has been scrambled)
  75. 75. Which of the following statements does NOT accurately describe the orientation toward quality in progressive contemporary organisations?
    A. The best organisational cultures reinforce quality in all aspects of the work environment.
    B. The best organisational cultures include quality as a core value.
    C. Managers and workers in the best organisational cultures know the one best way to achieve superior product and service quality.
    D. Managers and workers understand the link between competitive advantage and quality.
    E. Managers and workers are quality conscious.
    C. Managers and workers in the best organisational cultures know the one best way to achieve superior product and service quality.
    (this multiple choice question has been scrambled)
  76. 76. A(n) __________ is a specific sequence of activities that transforms raw materials into a finished good or service.
    A. distribution plan
    B. value chain
    C. activities system
    D. transformational chain
    E. materials requirement plan
    B. value chain
    (this multiple choice question has been scrambled)
  77. 77. Pacific Rim Gasket and Seal Company manufactures a variety of rubber gaskets and seals for use in the automotive industry. In using a value chain philosophy, Pacific Rim Gasket and Seal would most likely do all of the following EXCEPT
    A. build quality into all aspects of operations.
    B. de-emphasise the role of product delivery to customers or clients.
    C. address quality issues that result from networks relationship with contractors.
    D. expect the organisation's employees to stress quality in transforming raw materials into a finished good or service.
    E. focus on quality issues that relate directly to activities performed by the organisation.
    B. de-emphasise the role of product delivery to customers or clients.
    (this multiple choice question has been scrambled)
  78. 78. Which of the following are attributes of performance excellence, as identified by Peters and Waterman?
    a. Knowing customer needs and valuing their satisfaction
    b. Valuing human resources as keys to quality and performance
    c. Minimising management levels and staff personnel
    d. All of the above
    e. None of the above
    d. All of the above
  79. 79. Which of the following accurately describes Peters and Waterman's attributes of performance excellence?
    a. Having a clear sense of organisational purpose
    b. Focusing resources and attention on what the organisation does best
    c. Supporting innovation, change, and risk taking
    d. All of the above
    e. None of the above
    d. All of the above
  80. 80. Peters and Waterman's attributes of performance excellence include all of the following EXCEPT
    A. autonomy and entrepreneurship.
    B. a bias toward action.
    C. productivity through people.
    D. closeness of supervision.
    E. closeness to the customers.
    D. closeness of supervision.
    (this multiple choice question has been scrambled)
  81. 81. Peters and Waterman's attributes of performance excellence include all of the following EXCEPT
    A. hands-on and value-driven.
    B. simple form and lean staff.
    C. strategic opportunities.
    D. sticking to the knitting.
    E. simultaneous loose-tight properties.
    C. strategic opportunities.
    (this multiple choice question has been scrambled)
  82. 82. __________ describes a management framework that incorporates a variety of insights from Japanese management models into North American management practices.
    A. Theory Q
    B. Theory Z
    C. Theory Y
    D. Theory J
    E. Theory X
    B. Theory Z
    (this multiple choice question has been scrambled)
  83. 83. A North American management framework incorporates Japanese management practices such as providing long-term employment, slower promotions and more lateral job movements, attention to career planning and development, use of consensus decision making, and emphasis on the use of groups and employee involvement. This management framework is known as
    A. quality employment.
    B. attributes of performance excellence.
    C. Theory X.
    D. the international management theory.
    E. Theory Z.
    E. Theory Z.
    (this multiple choice question has been scrambled)
  84. 84. A __________ operates with values and systems that result in continuous change and improvement based on the lessons of experience.
    A. values organisation.
    B. systems organisation.
    C. experience-based organisation.
    D. learning organisation.
    E. change organisation.
    D. learning organisation.
    (this multiple choice question has been scrambled)
  85. 85. During a job interview, Jim was told by one of the team leaders that the company uses lessons of experience to promote continuous change and improvement. Jim interviewed for a job in which kind of organisation?
    A. A learning organisation
    B. A contingency organisation
    C. A bureaucratic organisation
    D. A mature organisation
    E. A Theory X organisation
    A. A learning organisation
    (this multiple choice question has been scrambled)
  86. 86. Which of the following statements provides an incorrect description of learning organisations?
    A. Learning organisations are important keys to personal and organisational performance.
    B. Learning organisations should emphasise values that focus on information, teamwork, empowerment, participation and leadership.
    C. Learning organisations require a value-driven culture.
    D. Learning organisations refer to vendors that provide training programs for other organisations.
    E. Learning organisations depend on special leadership qualities that emphasise motivation and rewards, communication, conflict and negotiation, teamwork, and change.
    D. Learning organisations refer to vendors that provide training programs for other organisations.
    (this multiple choice question has been scrambled)
  87. 87. __________ and the new directions of __________ are important keys to personal and organisational performance.
    A. Leadership; followership
    B. Teamwork; innovative quality management
    C. Learning leaders; team organisations
    D. Leadership; teamwork
    E. Leadership; learning organisations
    E. Leadership; learning organisations
    (this multiple choice question has been scrambled)
  88. 88. Performance by people and organisations is the key to
    A. time and motion studies.
    B. transforming a business into a learning organisation.
    C. society's economic development and growth.
    D. establishing a bureaucratic organisation.
    E. global awareness.
    C. society's economic development and growth.
    (this multiple choice question has been scrambled)
  89. 89. Managers in the 21st century must be capable of doing all of the following EXCEPT
    A. understanding the growing complexity of governmental regulations and the legal environment, and being able to relate them to the organisation's interests.
    B. attracting highly motivated workers and inspiring their enthusiasm by creating high-performance climates where individuals and teams can do their best work.
    C. being comfortable with information technology, and understanding and using technological trends to the best advantage.
    D. recognising interconnections among nations, cultures and economies in the world community, and planning and acting with due consideration of them.
    E. sacrificing profitability goals for corporate social responsibility commitments.
    E. sacrificing profitability goals for corporate social responsibility commitments.
    (this multiple choice question has been scrambled)
  90. 90. New managers who expect to survive in today's dynamic organisations must be committed to all of the following EXCEPT
    A. cultivating and using the ability to make things happen.
    B. maintaining and upgrading job-relevant skills.
    C. understanding international dimensions.
    D. continuous improvement.
    E. pursuing self-interest.
    E. pursuing self-interest.
    (this multiple choice question has been scrambled)
  91. 91. Effective 21st century managers must do the 'right' things. Doing the 'right' things would include all of the following EXCEPT
    A. do the things that are ethical.
    B. do the things that make a real difference in competitive advantage
    C. do the things that make a real difference in performance results and competitive advantage.
    D. do the things that add value to the organisations goods and/or services.
    E. do the things that exploit every possible situation within the limits of the law.
    E. do the things that exploit every possible situation within the limits of the law.
    (this multiple choice question has been scrambled)

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