1、1Chapter 1 Introduction to Management and OrganizationsTrue/False QuestionsThe four contemporary functions of management are planning, organizing, leading, and controlling.True (easy)Effectiveness refers to the relationship between inputs and outputs.False (moderate)Efficiency is often referred to a
2、s “doing things right.“True (moderate)When managers meet organizational goals, they are efficient and effective.False (difficult)According to Mintzbergs management roles, the informational role involves receiving, collecting, and disseminating information.True (moderate)Technical skills become less
3、important as a manager moves into higher levels of management.True (moderate)The systems perspective underscores and emphasizes the fact that organizations are different, face different circumstances, and thus may require different ways of managing.False (moderate)Multiple Choice_ are organizational
4、 members who integrate and coordinate the work of others.a. Managers (easy)b. Team leadersc. Subordinatesd. Operativese. AgentsTypically, in organizations it is the _ who are responsible for making organizational decisions and setting policies and strategies that affect all aspects of the organizati
5、on.a. team leadersb. middle managersc. first-line managersd. top managers (easy)e. subordinates_ distinguishes a managerial position from a nonmanagerial one.a. Manipulating othersb. Concern for the lawc. Increasing efficiencyd. Coordinating and integrating others work (moderate)e. Defining market s
6、hareWhich of the following is NOT an example of a decisional role according to Mintzberg?a. spokesperson (moderate)b. entrepreneurc. disturbance handlerd. resource allocatore. negotiatorWhich of the following skills are more important at lower levels of management since these managers are dealing di
7、rectly with employees doing the organizations work?a. human skillsb. technical skills (easy)c. conceptual skillsd. empirical skillsUnderstanding building codes would be considered a _ skill for a building contractor.a. humanb. technical (easy)c. conceptuald. empirical2e. functionalWhich of the follo
8、wing phrases is best associated with managerial conceptual skills?a. decision-making (easy)b. communicating with customersc. motivating subordinatesd. product knowledgee. technical skillsAccording to the text, _ are not influenced by and do not interact with their environment.a. open systemsb. close
9、d systems (easy)c. flextime systemsd. reverse systemse. forward systemsThe _ view of a managers job implies that decisions and actions taken in one organizational area will impact other areas.a. systems (moderate)b. contingencyc. conceptuald. functionale. environmentalWhich of the following best des
10、cribes the concept that management is needed in all types and sizes of organizations, at all organizational levels and in all organizational work areas, and in all organizations, no matter what country theyre located in?a. the partiality of managementb. the segmentation of managementc. the universal
11、ity of management (moderate)d. the cultures of managementScenarios and QuestionsThe Busy Day (Scenario)Don Eskew, plant manager at Control Systems, Inc., sighed as he sipped his first cup of coffee at 5 a.m. and read his agenda for the day. He is giving two company tours in the morning; the first to
12、 a newspaper reporter who is writing a story on the new plant expansion and has several questions, and the second to a group of Control Systems, Inc., managers from the east coast. He then has a meeting with unit manager, Phil Johnson, to discuss Phils recent drop in performance (a task he always ha
13、tes). Next, he is spending a couple of hours reviewing the trade journals he receives from his high-tech association and writing up a brief synopsis for his presentation next week to the Division President. Finally, in late afternoon, he will be reviewing the new equipment malfunction and deciding w
14、hether to bring in extra people to get the equipment running as soon as possible. Whew! Just another day in the glamorous life of a manager.Together, all of these behaviors performed by Don during his busy day correspond to the management roles discovered in the late 1960s by which of the following
15、management scientists?a. Herzbergb. Skinnerc. Mintzberg (easy)d. Fayole. MaslowWhen Don was meeting with Phil to discuss his performance concerns, he was operating in which management role?a. leader (difficult)b. figureheadc. monitord. disturbance handlere. spokesperson114. What role was Don perform
16、ing when he gave the plant tour to the newspaper reporter?a. monitorb. figureheadc. disseminatord. spokesperson (difficult)e. resource allocator115. When Don was reviewing the new equipment malfunction, what management role was he playing when deciding whether to bring in extra people?3a. monitorb.
17、disseminatorc. resource allocator (moderate)d. disturbance handlere. figureheadEssay QuestionsIn a short essay, discuss the difference between efficiency and effectiveness and include a specific example to support each concept.Answera. Efficiency refers to getting the most output from the least amou
18、nt of inputs. Because managers deal with scarce inputsincluding resources such as people, money, and equipmentthey are concerned with the efficient use of resources. For instance, at the Beiersdorf Inc. factory in Cincinnati, where employees make body braces and supports, canes, walkers, crutches, a
19、nd other medical assistance products, efficient manufacturing techniques were implemented by doing things such as cutting inventory levels, decreasing the amount of time to manufacture products, and lowering product reject rates. From this perspective, efficiency is often referred to as “doing thing
20、s right”that is, not wasting resources. b. Effectiveness is often described as “doing the right things”that is, those work activities that will help the organization reach its goals. For instance, at the Biersdorf factory, goals included open communication between managers and employees, and cutting
21、 costs. Through various work programs, these goals were pursued and achieved. Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals.(moderate)In a short essay, list and explain the four basic functions o
22、f management.Answera. Planning involves the process of defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities.b. Organizing involves the process of determining what tasks are to be done, who is to do them, how the tasks are to b
23、e grouped, who reports to whom, and where decisions are to be made.c. Leading when managers motivate subordinates, influence individuals or teams as they work, select the most effective communication channel, or deal in any way with employee behavior issues, they are leading.d. Controlling to ensure
24、 that work is going as it should, managers must monitor and evaluate performance. The process of monitoring, comparing, and correcting is what is meant by the controlling function.(moderate)In a short essay, list and discuss the three essential skills according to Katz that managers need to perform
25、the duties and activities associated with being a manager.Answera. Technical skills include knowledge of an proficiency in a certain specialized field, such as engineering, computers, accounting, or manufacturing. These skills are more important at lower levels of management since these managers are
26、 dealing directly with employees doing the organizations work.b. Human skills involve the ability to work well with other people both individually and in a group. Managers with good human skills are able to get the best out of their people. They know how to communicate, motivate, lead, and inspire e
27、nthusiasm and trust. These skills are equally important at all levels of management.c. Conceptual skills these are the skill that managers must have to think and to conceptualize about abstract and complex situations. Using these skills, managers must be able to see the organization as a whole, unde
28、rstand the relationships among various subunits, and visualize how the organization fits into its broader environment. These skills are most important at the top management levels.(moderate)Chapter 2 Management Yesterday and TodayTrue/FalseAccording to Adam Smith, division of labor was an important
29、concept.4True (easy)In the Industrial Revolution, machine power began substituting for human power.True (easy)“Principles of Scientific Management” was written by Frederick Taylor.True (moderate)Frank Gilbreths best-known contribution to scientific management concerned selecting the best worker.Fals
30、e (moderate)Frederick Taylor is most associated with the principles of scientific management.True (easy)One could say that Fayol was interested in studying macro management issues, whereas Taylor was interested in studying micro management issues.True (moderate)Bureaucracy, as described by Weber, em
31、phasizes rationality and interpersonal relationships.False (moderate)Decisions on determining a companys optimum inventory levels have been significantly influenced by economic order quantity modeling.True (moderate)Barnard, Follet, Musterberg, and Owen are all theorists are associated with the earl
32、y organizational behavior approach.True (moderate)Multiple ChoiceAdam Smiths, “The Wealth of Nations,“ put forth that the primary economic advantage by societies would be gained from which of the following concepts?a. management planning and controlb. on-the-job trainingc. union representationd. fai
33、r employment legislatione. division of labor (difficult)Which of the following is not one of the four management approaches that grew out of the first half of this century?a. scientific managementb. general administrativec. organizational behaviord. systems approach (easy)e. quantitativeAccording to
34、 the text, probably the best-known example of Taylors scientific management was the _ experiment.a. horse shoeb. pig iron (moderate)c. blue collard. fish tankWhich of the following is NOT one of Taylors four principles of management?a. Develop a science for each element of an individuals work, which
35、 will replace the old rule-of-thumb method.b. Scientifically select and then train, teach, and develop the worker.c. Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles developed.d. Provide managers will less work than other employees so the ma
36、nagers can plan accordingly. (difficult)General administrative theory focuses ona. the entire organization. (easy)b. managers and administrators.c. the measurement of organizational design relationships.d. primarily the accounting function.5e. administrative issues affecting non-managerial employees
37、.The fourteen principles of management are associated with whom?a. Weberb. Druckerc. Taylord. Gilbrethe. Fayol (moderate)Which of the following approaches to management has also been labeled operations research or management science?a. The qualitative approachb. The quantitative approach (easy)c. Th
38、e experimental approachd. The theoretical approachWhich of the following would not be associated with the quantitative approach to management?a. information modelsb. critical-path schedulingc. systematic motivation of individuals (moderate)d. linear programminge. statisticsWithout question, the most
39、 important contribution to the developing field of organizational behavior came out of the _.a. Taylor Studies.b. Porter Studies.c. Parker Studies.d. Hawthorne Studies. (moderate)What scientist is most closely associated with the Hawthorne Studies?a. Adamsb. Mayo (easy)c. Lawlerd. Barnarde. FollettO
40、ne outcome of the Hawthorne studies could be described by which of the following statements?a. Social norms are the key determinants of individual work behavior. (moderate)b. Money is more important than the group on individual productivity.c. Behavior and employee sentiments are inversely related.d
41、. Security is relatively unimportant.e. While groups are an important determinant of worker productivity, the individual him/herself is most important.Scenarios and QuestionsHISTORICAL BACKGROUND OF MANAGEMENTA Look Back (Scenario)Cindy Schultz, tired from working with customers all day, decided to
42、take a fifteen-minute nap to help clear her head before the 4:15 managers meeting. Her company had recently begun a re-engineering process as well as other changes requiring copious management input. As she leaned back in her chair, she wondered if management science had always been this way and how
43、 it all began. As she napped, she dreamed that, along with “Mr. Peebodi“ as her guide, she was traveling in the “Management Way Back Machine“ that took her back through management history.6106. One of the earliest sites Cindy visited was Adam Smiths home, author of The Wealth of Nations, which sugge
44、sted that organizations and society would gain froma. time management.b. division of labor. (moderate)c. group work.d. quality management.e. time and motion studies.107. Cindy visited a bookstore where there was a book signing occurring. She looked down and saw that the title of the book was Princip
45、les of Scientific Management and concluded that the author must bea. Adam Smith.b. Frank Gilbreth.c. Henry Gantt.d. Frederick Taylor. (easy)e. Henri Fayol.108. Cindy admired the works of Taylor and Gilbreth, two advocates ofa. scientific management. (moderate)b. organizational behavior.c. human reso
46、urce management.d. motivation.e. leadership.109. Cindy spent some time visiting with _, a researcher she previously knew little about but who also contributed to management science by being among the first to use motion picture films to study hand-and-body motions and by devising a classification sc
47、heme known as a “therblig.“a. Henry Ganttb. Max Weberc. Chester Barnardd. Frank Gilbreth (moderate)e. Mary Parker FolletEssay QuestionsSCIENTIFIC MANAGEMENTIn a short essay, discuss Frederick Taylors work in scientific management. Next, list Taylors four principles of management.AnswerFrederick Tayl
48、or did most of his work at the Midvale and Bethlehem Steel Companies in Pennsylvania. As a mechanical engineer with a Quaker and Puritan background, he was continually appalled by workers inefficiencies. Employees used vastly different techniques to do the same job. They were inclined to “take it ea
49、sy” on the job, and Taylor believed that worker output was only about one-third of what was possible. Virtually no work standards existed. Workers were placed in jobs with little or no concern for matching their abilities and aptitudes with the tasks they were required to do. Managers and workers were in continual conflict. Taylor set out to correct the situation by applying the scientific method to shop floor jobs. He spent more than two decades p
