Chapter 2--The Evolution of Management Thinking

Student: ___________________________________________________________________________

1. A historical perspective provides a narrower way of thinking, a way of searching for patterns and
determining whether they recur across time periods. 
 
True    False
 
2. Social forces refer to those aspects of a culture that guide and influence relationships among people. 
 
True    False
 
3. Political forces are aspects of a culture that guide and influence relationships among people. 
 
True    False
 
4. Economic forces pertain to the availability, production, and distribution of resources in a society. 
 
True    False
 
5. The early study of management as we know it today began with what is now called the technology-
driven workplace. 
 
True    False
 
6. The classical perspective on management emerged during the 1800’s. 
 
True    False
 
7. The humanistic perspective contains three subfields: scientific management, bureaucratic organizations,
and administrative principles. 
 
True    False
 
8. Frederick W. Taylor developed Systems Thinking and emphasized the fourteen principles of management
that should guide managerial behavior. 
 
True    False
 
9. Scientific management evolved with the use of precise procedures in place of tradition and rules of
thumb. 
 
True    False
 
10. A criticism of human relations management is that it ignores the social context and workers’ needs. 
 
True    False
 

1
11. One of the criticisms of scientific management is it did not acknowledge variance among individuals. 
 
True    False
 
12. Standardization of work and wage incentives are characteristics of behavioral science. 
 
True    False
 
13. Scientific management developed a standard method for performing each job. 
 
True    False
 
14. With clear definitions of authority and responsibility, division of labor is one of the six characteristics of
the ideal bureaucracy. 
 
True    False
 
15. Administrative acts and decisions recorded in writing is one of the six characteristics of the ideal
bureaucracy. 
 
True    False
 
16. Fayol's unity of command principle emphasizes that each subordinate receives orders from one, and only
one superior. 
 
True    False
 
17. Unity of direction principle proposes that similar activities in an organization should be grouped together
under one manager. 
 
True    False
 
18. The scalar chain is a hypothetical chain that provides horizontal links between unionized workers in
different departments in an organization. 
 
True    False
 
19. Scientific management focuses on employee competence, whereas administrative principles focus on
work flow through the organization. 
 
True    False
 
20. Follett and Barnard were early advocates of a more humanistic perspective on management that
emphasized the importance of understanding human behavior, needs, and attitudes in the workplace as
well as social interactions and group processes. 
 
True    False
 
21. Unfortunately, Mary Parker Follett's approach to leadership stressed the importance of engineering
techniques rather than people. 
 
True    False
 

2
22. A social group within an organization is part of the informal organization. 
 
True    False
 
23. The Hawthorne studies resulted in the movement towards scientific management. 
 
True    False
 
24. The Hawthorne studies led to the early conclusion that positive human relations can lead to significantly
higher performance. 
 
True    False
 
25. The human relations movement is also referred to as the dairy farm view of management, meaning that
contented cows give more milk, and satisfied workers will give more work. 
 
True    False
 
26. Theory Y proposes that organizations can take advantage of the imagination and intellect of all of their
employees. 
 
True    False
 
27. According to Douglas McGregor, Theory X and Theory Y provide two opposing views of workers,
where Theory X recognizes that workers enjoy achievement and responsibility, while Theory Y
recognizes that workers will avoid work whenever possible. 
 
True    False
 
28. An assumption of Theory Y is that the average human being has an inherent dislike of work and will
avoid it if possible. 
 
True    False
 
29. The Systems Thinking approach develops theories about human behavior based on scientific methods
and study. 
 
True    False
 
30. Organization development is a specific set of management techniques based in the behavioral science
approach. 
 
True    False
 
31. The scientific management perspective refers to the management thinking and practice that emphasizes
satisfaction of employees' basic needs as the key to increased worker productivity. 
 
True    False
 
32. The management science approach uses qualitative data in management decision making. 
 
True    False
 

3
33. The field of management that specializes in the physical production of goods or services refers to
operations management. 
 
True    False
 
34. Information technology is the most recent subfield of the quantitative perspective. 
 
True    False
 
35. The term “quants” refers to financial managers and others who base their decisions on complex
quantitative analysis, under assumption that using advanced mathematics and technology can accurately
predict how the market works. 
 
True    False
 
36. Contingency thinking is the ability to see both the distinct elements of a system or situation and the
complex and changing interaction among those elements. 
 
True    False
 
37. When the shop foreman receives and rewards valuable suggestions from its workers, and this leads to
continual improvement of production, synergy has occurred. 
 
True    False
 
38. Discerning circles of causality is an important element of systems thinking. 
 
True    False
 
39. Contingency theory suggests that managers are more successful if they learn the best way to manage and
motivate their employees, and then apply this knowledge in a universally consistent way. 
 
True    False
 
40. A contingency view argues that there is one best way to manage an organization. 
 
True    False
 
41. The inherent focus of TQM is on managing the total organization to deliver quality to the customer. 
 
True    False
 
42. Although developed by a Japanese business manager, the quality movement is strongly associated with
American companies. 
 
True    False
 
43. Benchmarking involves finding out what the customer wants. 
 
True    False
 

4
44. A process whereby companies find out how others do something better than they do and then try to
imitate or improve on it refers to outsourcing. 
 
True    False
 
45. The implementation of small, incremental improvements in all areas of the organization on an ongoing
basis refers to continuous improvement. 
 
True    False
 
46. Six Sigma refers to an innovation mindset, used widely by Indian companies, that strives to meet
customers’ immediate needs quickly and inexpensively. 
 
True    False
 
47. Supply chain management refers to the sequence of suppliers and purchasers, covering all stages of
processing from obtaining raw materials to distributing finished goods to consumers. 
 
True    False
 
48. Customer relationship management systems collect and manage large amounts of data about customers
and make them available to employees. 
 
True    False
 
49. A supply chain is a network of multiple businesses and individuals that are connected through the flow of
products or services. 
 
True    False
 
50. An innovation mindset that strives to meet customers’ immediate needs quickly and inexpensively is
referred to as: 
 
A.  kaizen.
B. just-in-time
control.
C total quality
.  management.
D.  jugaad.
E.  XY Theory.
 
51. A(n) _____ perspective provides a broader way of thinking, a way of searching for patterns, and
determining whether they recur across time periods. 
 
A.  analytical
B.  futuristic
C.  systemati
c
D. methodic
al
E.  historical
 

5
52. _____ forces refer to those aspects of a culture that guide and influence relationships among people. 
 
A.  Social
B. Politic
al
C. Econo
mic
DTechno
.  logical
E.  Legal
 
53. Which of these forces comprises unwritten, common rules and perceptions about relationships? 
 
A. Economic
forces
B.  Political forces
C.  Social forces
D.  Legal forces
E.  Personal forces
 
54. Jessica is a recent college graduate who is seeking a job that includes telecommuting, shared jobs,
flextime, and organization-sponsored sabbaticals. Based on this information, Jessica most likely belongs
to which demographic group? 
 
A. Baby
Boomer
B. Generatio
nX
C. Generatio
nY
D. Generatio
nZ
E.  Tweener
 
55. Which of these forces pertain to the availability, production, and distribution of resources in a society? 
 
A.  Social
B. Politic
al
C. Econo
mic
DTechno
.  logical
E.  Legal
 
56. Strong anti-American sentiments in many parts of the world exemplify the effect of: 
 
A.  economic forces.
B.  political forces.
C.  demographic forces.
D.  technological forces.
E.  human relations forces.
6
 
57. _____ is the most current management perspective. 
 
A. Total quality
management
B.  Contingency views
C.  Systems theory
D Open (collaborative)
.  innovation
E.  Classical perspective
 
58. The nineteenth and early twentieth centuries saw the development of which management perspective? 
 
A The human relations
.  movement
B The behavioral
.  sciences approach
C. The classical
perspective
D The quantitative
.  management
approach
E.  The TQM approach
 
59. Which of these perspectives emphasized a rational, scientific approach to the study of management and
sought to make organizations efficient operating machines? 
 
A.  The Humanistic Perspective
B.  The Behavioral Sciences Approach
C.  The Classical Perspective
D.  The TQM approach
E.  The Quantitative Management Approach
 
60. Which of these is a subfield of the classical management perspective that emphasized scientifically
determined changes in management practices as the solution to improving labor productivity? 
 
A.  The human relations movement
B.  The behavioral sciences approach
C.  The TQM approach
D.  The quantitative management
approach
E.  The scientific management movement
 

7
61. Frank Gilbreth felt that efficiency equated with: 
 
A one best way
.  to do work.
Bleadership
.  flows from the
top down.
C procedures
.  and policies.
D scientific
.  management.
E.  bureaucracy.
 
62. Time and motion studies that resulted in drastic reduction in the time patients spent on the operating table
were pioneered by _____. 
 
A. Edward
Deming
B.  Henry Gantt
C.  Max Weber
D. Mary Parker
Follett
E.  Frank Gilbreth
 
63. Who is considered the "first lady of management?" 
 
A. Mary Parker
Follett
B. Lillian
Gilbreth
C.  Carly
Fiorona
D. Maxine
Weber
E.  Anne Adams
 

8
64. The three subfields of the classical perspective include: 
 
Aquantitative
. management,
behavioral
science, and
administrative
management.
Bbureaucratic
. organization,
quantitative
management,
and the human
relations
movement.
Cadministrative
. management,
bureaucratic
organization,
and scientific
management.
Dscientific
. management,
quantitative
management,
and
administrative
management.
E.  none of these.
 
65. _____ is considered the "father of scientific management." 
 
A.  Frank B. Gilbreth
B.  Elton Mayo
C.  Henry Gantt
D.  Douglas McGregor
E.  Frederick W. Taylor
 
66. Which of the following is a bar graph that measures planned and completed work along each stage of
production by time elapsed? 
 
A. Time and
Work chart
B.  Gantt chart
C. Time and
Motion chart
DProduction and
.  Delivery chart
E.  Gilbreth chart
 

9
67. Frederick Taylor's contributions were in the field of: 
 
A.  scientific management.
B. human resource
management.
C.  human relations.
D.  quantitative management.
E.  total quality management.
 
68. Which of the following is not a criticism of scientific management? 
 
A.  It does not appreciate the social context of work.
B.  It does not appreciate the higher needs of workers.
C.  It does not appreciate the careful study of tasks and jobs.
D.  It does not acknowledge variance among individuals.
E.  It tends to regard workers as uninformed and ignored their ideas and suggestions.
 
69. Standardization of work and wage incentives are characteristics of: 
 
A. bureaucratic
organizations.
B. scientific
management.
C. quantitative
management.
D. administrative
management.
E.  behavioral science.
 
70. Which of these is a major criticism of scientific management? 
 
A.  It ignored the social context of work.
B. It ignored the impact of compensation on
performance.
C.  It overemphasized individual differences.
D. It overemphasized the intelligence of
workers.
E.  It emphasized the social context of work.
 
71. The assembly line is most consistent with which of the following general principles of management? 
 
A.  Unity of command
B.  Division of work
C.  Authority
D.  Scalar chain
E.  Quality management
 

10
72. The bureaucratic organizations approach is a subfield within the _____. 
 
A.  classical perspective
B.  systems theory
C.  scientific management
D.  learning organization
E.  management science view
 
73. According to Weber's ideas on bureaucracy, organizations should be based on which of these? 
 
A.  Personal loyalty
B.  Personal references
C.  Rational authority
D.  Family ties
E.  Charismatic authority
 
74. Whereas scientific management focused on _____ , administrative principles approach focused on the
_____. 
 
A.  individual productivity; total organization
B.  organization productivity; individual effort
C.  efficient procedures; management by principle
D.  employee ability; employee loyalty
E.  employee competence; work flow through the organization
 
75. Archies' Antiques, Inc., is characterized by separation of management from ownership and by clearly
defined lines of authority and responsibility. These characteristics are consistent with the principles of: 
 
A scientific
.  management.
B bureaucratic
.  organizations
.
Cadministrativ
.  e
management
theory.
Dhuman
.  resource
management.
E.  all of these.
 
76. All of the following are characteristics of Weberian bureaucracy except: 
 
A labor is divided with clear definitions of authority and
.  responsibility that are legitimized as official duties.
B positions are organized in a hierarchy of authority, with each
.  position under the authority of a higher one.
C. all personnel are selected and promoted based on technical
qualifications.
D.  administrative acts and decisions are recorded in writing.
E.  management is the same as the ownership of the organization.
11
 
77. Max Weber felt selection of employees should be based on _____. 
 
A.  education
B.  competence
C.  connections
D.  political skills
E.  efficient systems
 
78. Matrix Dress Designs operates using the concept of empowerment, where employees act independently
and with management facilitating rather than controlling workers. These qualities represent which
management approach? 
 
A. Administrative principles
approach
B.  Bureaucratic approach
C.  Scientific management
approach
D.  Humanistic approach
E.  Behavioral sciences approach
 
79. Positions organized in a hierarchy of authority is an important characteristic of: 
 
A.  scientific management.
B.  bureaucratic
organizations.
C.  quantitative management.
D. the human relations
movement.
E.  total quality management.
 
80. UPS is successful in the small package delivery market. One important reason for this success is the
concept of: 
 
A.  globalization.
B.  employee flexibility.
C.  loose standards.
D.  bureaucracy.
E.  non-bureaucratic organizational system.
 
81. Mary Parker Follett contributed to which field? 
 
A.  Humanistic approach
B.  Scientific management approach
C.  Total quality management
approach
D. Quantitative approach to
management
E.  Systems approach to management
 

12
82. The principle that similar activities in an organization should be grouped together under one manager is
the essence of the classical perspective known as: 
 
A.  unity of command.
B.  division of work.
C.  unity of direction.
D.  scalar chain.
E.  quality management.
 
83. The use of specialization to produce more and better work with the same level of effort is consistent with
the administrative management principle of: 
 
A. unity of
command.
B. unity of
direction.
C.  scalar chain.
D. division of
work.
E.  none of these
 
84. Genex Dynamics is a ballistics company that uses the unity of command, scalar chain, and division of
work principles. These are part of which management philosophy? 
 
A. Administrative principles
approach
B.  Bureaucratic approach
C.  Scientific management
approach
D.  Humanistic approach
E.  Behavioral sciences approach
 
85. The _____ refers to a chain of authority extending from top to the bottom of the organization and
including every employee. 
 
A. unity of
command
B. division of
labor
C. unity of
direction
D.  scalar chain
E.  none of these
 
86. Mary Parker Follett thought of leadership as _____, rather than techniques. 
 
A.  systems
B.  top managers
C.  people
D.  efficiencies
E.  floor managers
 

13
87. A key finding in the Hawthorne studies was which of these? 
 
A.  Stronger lighting increased productivity.
B. More money resulted in increased
productivity.
C.  Productivity declined in all
experiments.
D.  Higher temperatures reduced
productivity.
E.  Human relations increased productivity.
 
88. Chester Bernard felt that _____ could help a poorly managed organization. 
 
A.  bureaucracy
B.  line managers
C.  efficiencies
D.  informal relations
E.  top/down flow of information
 
89. The findings provided by the Hawthorne Studies provided the impetus for the _____, despite flawed
methodology or inaccurate conclusions. 
 
A.  classical perspective
B.  humanistic perspective
C.  scientific management
D. bureaucratic
organizations
E.  contingency perspective
 
90. A social group within an organization is part of the: 
 
A. formal organizational
structure.
B.  informal organization.
C.  scalar chain.
D.  reorganization
process.
E.  top management level.
 
91. A significant contribution of Chester Barnard was the concept of: 
 
A.  bureaucracy.
B.  the informal organization.
C.  total quality management.
D.  scientific management.
E.  traditional theory of authority.
 

14
92. The human resources perspective of management links motivation theories with _____. 
 
A.  top management
B.  employee tasks
C.  floor managers
D.  efficiencies
E.  profit maximization
 
93. A "dairy farm" view of management, i.e., contented cows give more milk, so satisfied workers will give
more work was espoused by: 
 
Ahuman
.  relations
management.
B human
.  resource
perspective.
C behavioral
.  science
approach.
Dmanagement
.  science
perspective.
E.  none of these.
 
94. Maslow's hierarchy of needs started with which of these needs? 
 
A.  Esteem
B.  Love
C.  Safety
D.  Physiological
E.  Belongingness
 
95. Tommy believes his employees are responsible, creative, and able to work with minimal direction. He is
a: 
 
A.  theory X manager.
B.  theory Y manager.
C.  theory Z manager.
D.  theory A manager.
E.  contingency theory manager.
 
96. Theory X and Theory Y was developed by _____. 
 
A. Douglas
McGregor
B.  Henry Gantt
C.  Max Weber
D. Mary Parker
Follett
E.  Frank Gilbreth
 

15
97. Beth Brant, production supervisor at Trustworthy Tools Mfg., Inc. believes that her employees dislike
work, avoid responsibility, and therefore they need to be controlled and directed. Beth is a: 
 
A.  theory X
manager.
B.  theory Y
manager.
C.  realistic manager.
D.  theory Z manager.
E.  theory J manager.
 
98. According to Douglas McGregor, the classical perspective on management is consistent with which of
the following? 
 
A. Theory X
manager
B. Theory Y
manager
C. Theory Z
manager
D. Theory A
manager
E.  None of these
 
99. The behavioral sciences approach is based on which of the following disciplines? 
 
A. Anthropolo
gy
B.  Economics
C.  Sociology
D.  Psychology
E.  All of these
 
100. Organizational development is one specific set of management techniques based in the _____ approach. 
 
A management
.  science
B. systems
theory
C. behavioral
sciences
D scientific
.  management
E.  quantitative
 

16
101. The Forestville Freeze is regionally known for its employee training programs. Managers at the Freeze
conduct research to determine the best candidate interviewing techniques. This involves the use of which
management approach?    
 
A.  Administrative principles
approach
B.  Bureaucratic approach
C.  Behavioral sciences approach
D.  Humanistic approach
E.  Scientific management approach
 
102. The management science perspective emerged after World War II to treat problems associated with: 
 
A.  modern global warfare.
B.  environmental issues.
C.  employee involvement.
D.  Germany.
E.  improving manufacturing.
 
103. Which of these refers to the management thinking and practice that emphasizes satisfaction of
employees' basic needs as the key to increased worker productivity? 
 
A. Scientific management
perspective
B.  Human resource
perspective
C. Management science
perspective
D.  Behavioral sciences
approach
E.  Human relations movement
 
104. Within his role as a financial accountant, Roger uses the capital asset pricing model and other
mathematical tools to help clients keep track of their finances.  Which perspective or approach does
Roger apply most at his work? 
 
A.  Quantitative perspective
B.  Qualitative perspective
C.  Humanistic approach
D.  Behavioral science approach
E.  Scientific management approach
 
105. The _____ emphasized the importance of understanding human behaviors, needs, and attitudes in the
workplace as well as social interactions and group processes. 
 
A.  humanistic perspective
B.  classical perspective
C.  scientific management
D. bureaucratic
organizations
E.  contingency perspective
 

17
106. Most early interpretations of the Hawthorne studies argued that the factor that best explained increased
output was _____. 
 
A.  money
B.  days off
C human
.  relations
D.  lighting
E.  free food
 
107. The management science perspective applies all of the following to managerial problems EXCEPT: 
 
A.  statistics.
B.  qualitative techniques.
C.  mathematics.
D.  quantitative
techniques.
E.  all of these are correct.
 
108. Operations research grew out of World War II groups and is based on _____. 
 
A.  group dynamics
B.  employees in crisis
C. production in turbulent
times
D.  mathematical
equations
E.  a humanistic approach
 
109. Which of the following refers to financial managers and others who base their decisions on complex
quantitative analysis, under assumption that using advanced mathematics and technology can accurately
predict how the market works? 
 
A. Stem
s
B. Yupp
ies
C. Qual
s
D. Quan
ts
E.  Fins
 
110. The most recent subfield of the quantitative perspective is _____, which is reflected in management
information systems designed to provide relevant information to managers in a timely and cost-efficient
manner.   
 
A.  operations research
B.  operations management
C.  information technology
D.  systems thinking
E.  infrastructure development
18
 
111. The teamwork philosophy is based in part on the assumption that five people working together can
produce more than five people working individually. This philosophy is consistent with the concept of
_____. 
 
A transfor
.  mation
B.  entrop
y
C.  synerg
y
D. feedbac
k
E.  quality
 
112. From the 1950s until today, which management perspective has remained the most prevalent? 
 
A.  Systems
B.  Qualitative
C Scientific
.  management
D.  Quantitativ
e
E.  Humanistic
 
113. Georgia, an airline CEO, often looks for patterns of movement within the airline industry, focusing on the
qualities of rhythm, flow, direction, shape, and networks of relationships.  This type of activity, referred
to as _____ thinking, allows Georgia to see the structures that underlie complex situations within the
industry and company.  
 
A.  systems
B.  qualitative
C.  quantitative
D.  conceptual
E.  contingency
 
114. 10 + 10 = 25 reflects which of these? 
 
A.  Entropy
B.  Synergy
C.  Open system
D.  Closed system
E.  Weberian math
 
115. It is often difficult to make decisions about subsystems because they are _____. 
 
A.  interdependent
B.  independent
C.  managed differently
D.  filled with employees
E.  organizationally based
 

19
116. After decades of being a manager, Jeffrey has learned that an organizational structure that is effective for
one company is likely to be ineffective for a different company. This knowledge reflects which current
management perspective?  
 
A.  Systems thinking
B.  Contingency view
C.  Total quality management
D.  Benchmarking
E.  Scientific management view
 
117. _____ specifies a goal of no more than 3.4 defects per million parts.   
 
A Benchm
.  arking
BTotal
. quality
manage
ment
C. Six
sigma
DBalance
.  d
scorecar
d
E.  Jugaad
 
118. In _____, every situation is viewed as unique. 
 
A. a universalist
view
B. a contingency
view
C.  a case view
Da scientific
.  management
view
E.  none of these
 
119. In order to determine how to deal with a problem employee, Sharon evaluated the employee, the
problem, and the context in which the problem occurred. She is applying which of the following
perspectives? 
 
A. Participative
view
B. Universalist
view
C.  Autonomy
view
D. Contingency
view
E.  Humanist view
 
20
120. A consultant who recommends the effectiveness of sensitivity training to every organization he serves is
violating the basics of which of the following perspectives? 
 
A.  Efficiency perspective
B.  Universalist perspective
C.  Contingency
perspective
D. Scientific management
perspective
E.  Quantitative perspective
 
121. Which of the following is often considered the "father of the quality movement?" 
 
A.  Weber
B.  Gilbret
h
C.  Follett
D.  Demin
g
E.  Gehrke
 
122. _____ focuses on managing the whole organization to deliver quality to customers. 
 
A.  Bureaucracy
B.  Theory Z
C.  Management-by-objective
D.  Total quality management
E.  Organization-customer relationship
 
123. Elements of TQM include: 
 
A employee
.  detachment.
B. focus on
profits.
C. benchmarki
ng.
D accidental
.  improvement
.
E.  all of these.
 

21
124. _____ is a process whereby companies find out how others do something better than they do and then try
to imitate or improve on it. 
 
A.  TQM
BContinu
. ous
improve
ment
C Bench
.  markin
g
DEmpow
.  erment
E.  MBO
 
125. The implementation of small incremental improvements in all areas of the organization on an ongoing
basis is referred to as: 
 
A.  benchmarking.
B.  empowerment.
C.  systems theory.
D.  contingency perspective.
E.  continuous improvement.
 
126. Which of the following refers to managing the sequence of suppliers and purchasers, covering all stages
of processing from obtaining raw materials to distributing finished goods to consumers? 
 
A.  E-commerce
B.  E-business
C.  Supply chain management
D.  Knowledge management
E.  Customer relationship management
 
127. Which of the following uses the latest information technology to keep in close touch with customers and
to collect and manage large amounts of customer data? 
 
A.  Supply Chain
Management
B.  Learning Organizations
C.  Scientific Management
D. Customer Relationship
Management
E.  The Humanistic Approach
 

22
128. Which of the following is identified as a recent trend that has staying power? 
 
A. Corporate
takeovers
B.  Hedging
C.  Insourcing
D. Relationship
management
E.  Task management
 
129. According to the Manager's Shoptalk of chapter 2, which of the following is not in the top five
contemporary management tools? 
 
A.  Collaborative innovation
B.  Mission and vision statements
C.  Benchmarking
D.  Strategic planning
E.  Customer relationship management
 
130. According to the Manager's Shoptalk of chapter 2, Latin American executives are more less to use tools
such as: 
 
A customer segmentation and business
.  process reengineering.
B. consumer ethnography and corporate
blogs.
C.  downsizing.
D. activity-based management and virtual
teams.
E.  scenario planning and lean operations.
 

23
131. Scenario - Britney Marr

The opportunity to gain a foothold in the snack cracker industry had just been found. Britney Marr, an
account executive manager for Baked Wheat Industries had developed an interest in wheat crackers two
months ago when one of her newly hired account execs, Amy Bender, had convinced her about the high
margins and promising future associated with that market. Marr had always believed that if you do your
homework in hiring the best people then it only makes sense to listen to their recommendations and
implement their suggestions.

Marr had given her approval to Bender to explore opportunities to move into this promising new market.
This morning, Bender had reported that the Jackson Corporation had severed its contract with Feel Good
Crackers Incorporated. Apparently, the Feel Good salesman had shared sensitive information about
Jackson at a cocktail party. Bender had already established a good relationship with Feel Good buyers
and so recognized this as an opportunity to expand her market into wheat crackers.

Marr's behavior provides an example of:

a. the use of scalar rope.
b. division of organization.
c. the principle of inversion.
d. unity of direction.
e. all of these.

 
 

 
 

24
132. Scenario - Britney Marr

The opportunity to gain a foothold in the snack cracker industry had just been found. Britney Marr, an
account executive manager for Baked Wheat Industries had developed an interest in wheat crackers two
months ago when one of her newly hired account execs, Amy Bender, had convinced her about the high
margins and promising future associated with that market. Marr had always believed that if you do your
homework in hiring the best people then it only makes sense to listen to their recommendations and
implement their suggestions.

Marr had given her approval to Bender to explore opportunities to move into this promising new market.
This morning, Bender had reported that the Jackson Corporation had severed its contract with Feel Good
Crackers Incorporated. Apparently, the Feel Good salesman had shared sensitive information about
Jackson at a cocktail party. Bender had already established a good relationship with Feel Good buyers
and so recognized this as an opportunity to expand her market into wheat crackers.

Marr's management style reflects a belief in:

a. theory Y.
b. developing her employees through control.
c. grieving theory.
d. all of these.
e. none of these.

 
 

 
 

25
133. Scenario - Britney Marr

The opportunity to gain a foothold in the snack cracker industry had just been found. Britney Marr, an
account executive manager for Baked Wheat Industries had developed an interest in wheat crackers two
months ago when one of her newly hired account execs, Amy Bender, had convinced her about the high
margins and promising future associated with that market. Marr had always believed that if you do your
homework in hiring the best people then it only makes sense to listen to their recommendations and
implement their suggestions.

Marr had given her approval to Bender to explore opportunities to move into this promising new market.
This morning, Bender had reported that the Jackson Corporation had severed its contract with Feel Good
Crackers Incorporated. Apparently, the Feel Good salesman had shared sensitive information about
Jackson at a cocktail party. Bender had already established a good relationship with Feel Good buyers
and so recognized this as an opportunity to expand her market into wheat crackers.

From a System's theory perspective:

a. Marr should increase teamwork, leading to more entropy.
b. Marr should listen to and reward her people well to increase synergy.
c. the Jackson account was lost because Feel Good was too closed to its environment.
d. all of these.
e. none of these.

 
 

 
 

26
134. Scenario - Britney Marr

The opportunity to gain a foothold in the snack cracker industry had just been found. Britney Marr, an
account executive manager for Baked Wheat Industries had developed an interest in wheat crackers two
months ago when one of her newly hired account execs, Amy Bender, had convinced her about the high
margins and promising future associated with that market. Marr had always believed that if you do your
homework in hiring the best people then it only makes sense to listen to their recommendations and
implement their suggestions.

Marr had given her approval to Bender to explore opportunities to move into this promising new market.
This morning, Bender had reported that the Jackson Corporation had severed its contract with Feel Good
Crackers Incorporated. Apparently, the Feel Good salesman had shared sensitive information about
Jackson at a cocktail party. Bender had already established a good relationship with Feel Good buyers
and so recognized this as an opportunity to expand her market into wheat crackers.

Contingency theory recommends:

a. Marr should manage all of her employees the way she manages Bender.
b. the goal of every manager should be high return on investment, so Marr should expand her market only if it increases ROI.
c. Bender should focus on her expertise, recognizing the potential risk of failure with a new market.
d. all of these.
e. none of these.

 
 

 
 
135. A(n) _____ perspective provides a broader way of thinking, a way of searching for patterns and
determining whether they recur across time periods. 
 
________________________________________
 
136. _____ refer to the aspects of a culture that guide and influence relationships among people. 
 
________________________________________
 
137. _____ refer to the influence of political and legal institutions on people and organizations. 
 
________________________________________
 
138. _____ pertain to the availability, production, and distribution of resources in a society. 
 
________________________________________
 

27
139. A management perspective that emerged during the nineteenth and early twentieth centuries that
emphasized a rational, scientific approach to the study of management and sought to make organizations
efficient operating machines is called _____. 
 
________________________________________
 
140. _____ is considered the "father of scientific management." 
 
________________________________________
 
141. Weber's vision of organizations that would be managed on an impersonal, rational basis is called a(n)
_____. 
 
________________________________________
 
142. A subfield of the classical management perspective that focused on the total organization rather than the
individual worker, delineating the management functions of planning, organizing, commanding,
coordinating, and controlling is called _____. 
 
________________________________________
 
143. According to Fayol, similar activities in an organization should be grouped together under one manager.
This administrative principle is known as _____. 
 
________________________________________
 
144. A management perspective that emerged around the late nineteenth century that emphasized
understanding human behavior, needs, and attitudes in the workplace is referred to as a(n) _____. 
 
________________________________________
 
145. A management perspective that suggests jobs should be designed to meet higher-level needs by allowing
workers to use their full potential is called a(n) _____. 
 
________________________________________
 
146. Organizational development is one specific set of management techniques based in the _____ approach. 
 
________________________________________
 
147. A management perspective that emerged after World War II, and applied mathematics, statistics, and
other quantitative techniques to managerial problems is referred to as a(n) _____. 
 
________________________________________
 
148. _____ refers to the field of management that specializes in the physical production of goods or services. 
 
________________________________________
 
149. The concept that the whole is greater than the sum of its parts is known as _____. 
 
________________________________________
 

28
150. The _____ view of management is an integration of the case and universalist viewpoints. 
 
________________________________________
 
151. The process by which companies find out how others do something better than they do and then try to
copy and/or improve it is known as _____. 
 
________________________________________
 
152. ______ refers to the sequence of suppliers and purchasers, covering all stages of processing from
obtaining raw materials to distributing finished goods to consumers. 
 
________________________________________
 
153. _____ collect and manage large amounts of data about customers and make them available to employees,
enabling better decision making and superior customer service. 
 
________________________________________
 
154. List three of the basic ideas of scientific management. 
 

 
 
155. List the three assumptions associated with McGregor's Theory X. 
 

 
 
156. Discuss the advantages and disadvantages of Taylor's Scientific Management. 
 

 
 

29
157. The writings of Fayol, Taylor, and Weber provide the foundation for modern management. Identify the
school of thought associated with each writer and compare the focus that each writer takes in relation to
the organization. 
 

 
 
158. Briefly describe what happened in the Hawthorne Studies and explain the results and conclusions of
these studies. 
 

 
 
159. Describe the assumptions behind McGregor's Theory X and Theory Y. How do the theories relate to the
classical perspective on management and early human relations ideas? 
 

 
 
160. Briefly describe systems theory, including synergy. 
 

 
 

30
161. Discuss the differences between the case view, the universalist view, and the contingency view. 
 

 
 

31
 Chapter 2--The Evolution of Management Thinking Key
 
1. FALSE
 
2. TRUE
 
3. FALSE
 
4. TRUE
 
5. FALSE
 
6. TRUE
 
7. FALSE
 
8. FALSE
 
9. TRUE
 
10. FALSE
 
11. TRUE
 
12. FALSE
 
13. TRUE
 
14. TRUE
 
15. TRUE
 
16. TRUE
 
17. TRUE
 
18. FALSE
 
19. FALSE
 
20. TRUE
 
21. FALSE
 
22. TRUE
 
23. FALSE
 
24. TRUE
 
25. TRUE
 
26. TRUE
 
27. FALSE
 
28. FALSE
 
29. FALSE
 
30. TRUE
 

1
31. FALSE
 
32. FALSE
 
33. TRUE
 
34. TRUE
 
35. TRUE
 
36. FALSE
 
37. TRUE
 
38. TRUE
 
39. FALSE
 
40. FALSE
 
41. TRUE
 
42. FALSE
 
43. FALSE
 
44. FALSE
 
45. TRUE
 
46. FALSE
 
47. TRUE
 
48. TRUE
 
49. TRUE
 
50. D
 
51. E
 
52. A
 
53. C
 
54. C
 
55. C
 
56. B
 
57. D
 
58. C
 
59. C
 
60. E
 
61. A
 
62. E
 
63. B
 
64. C
 
2
65. E
 
66. B
 
67. A
 
68. C
 
69. B
 
70. A
 
71. B
 
72. A
 
73. C
 
74. A
 
75. B
 
76. E
 
77. B
 
78. D
 
79. B
 
80. D
 
81. A
 
82. C
 
83. D
 
84. A
 
85. D
 
86. C
 
87. E
 
88. D
 
89. B
 
90. B
 
91. B
 
92. B
 
93. A
 
94. D
 
95. B
 
96. A
 
97. A
 
98. A
 
3
99. E
 
100. C
 
101. C
 
102. A
 
103. E
 
104. A
 
105. A
 
106. C
 
107. B
 
108. D
 
109. D
 
110. C
 
111. C
 
112. E
 
113. A
 
114. B
 
115. A
 
116. B
 
117. C
 
118. C
 
119. D
 
120. C
 
121. D
 
122. D
 
123. C
 
124. C
 
125. E
 
126. C
 
127. D
 
128. D
 
129. A
 
130. C
 
131. D
 
132. A
 
4
133. B
 
134. E
 
135. historical
 
136. Social forces
 
137. Political forces
 
138. Economic forces
 
139. classical perspective
 
140. Frederick W. Taylor
 
141. bureaucracy
 
142. administrative principles
 
143. unity of direction
 
144. humanistic perspective
 
145. human resources perspective
 
146. behavioral sciences
 
147. management science perspective
 
148. Operations management
 
149. synergy
 
150. contingency
 
151. benchmarking
 
152. Supply chain management
 
153. Customer relationship management systems  or  CRM systems
 
154. Any three of the following develop standard methods for doing each job; select workers with appropriate abilities; train workers in standard
methods; support workers and eliminate interruptions; and provide wage incentives.
 
155. (1) Individuals have an innate dislike of work and will try to avoid it; (2) Most people must be coerced to get them to put out a reasonable level
of effort; and (3) The typical person prefers to be told what to do.
 
156. The advantages of scientific management included the standardization of work, the systematic study of work, the linking of performance and
pay, and improved productivity. The disadvantages included its failure to consider the social context within which work took place and its failure to
appreciate workers' needs, other than their need for money.
 
157. Fayol is associated with the Administrative School, focusing on the manager level. Taylor is associated with Scientific Management, and
focused on the work level. Weber is associated with the Bureaucratic Model, and his focus was on the level of the organization.
 
158. Harvard researchers, working under the direction of Elton Mayo, were studying the effects of various lighting conditions on worker performance
at the Western Electric plant in Hawthorne, Illinois. Each time an experimental change was made, performance improved, regardless of the change.
The early conclusion was that workers perceived that their work was important enough to hire researchers to work with them, and this recognition of
importance was sufficient to motivate improved performance. This conclusion led to the development of the Human Relations Movement, stressing
the importance of satisfied, happy workers. Recent analysis suggests that money may have been the single most important motivating factor.
 
159. Refer to Exhibit 2.4 in the text for the assumptions behind each theory. McGregor believed that the classical perspective was based on Theory X
assumptions about workers. He also felt that a slightly modified version of Theory X fit early human relations ideas. He proposed Theory Y as a more
realistic view of workers for guiding management thinking.
 

5
160. Systems theory suggests that an organization can be considered a system composed of a number of interrelated subsystems. These subsystems
include people, structure, technology, and goals. A change in one subsystem results in a rippling effect on the other subsystems. Managed properly,
the subsystems work well together and produce more as a whole system than the parts could produce working alone. This is synergy.
 
161. These viewpoints relate to the applicability of management principles. The case view holds that every situation is unique, thus there are no
universal principles. Conversely, the universalist view believes that the same management principles will work across every situation in every
organization. The contingency view is an integration of these two, i.e., while there are no universal principles, there are common patterns and
characteristics. The manager's task is to identify what principles will work when, based on an analysis of key contingencies.