Chapter 1 – Introduction to Management and Organizations
True/Fal Questions
The four contemporary functions of management are planning, organizing, leading, and controlling.
True (easy)
Effectiveness refers to the relationship between inputs and outputs.
Fal (moderate)
Efficiency is often referred to as "doing things right."
True (moderate)
When managers meet organizational goals, they are efficient and effective.
Fal (difficult)
According to Mintzberg’s management roles, the informational role involves receiving, collecting, and disminating information.
True (moderate)
Technical skills become less 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.
Fal (moderate)
Multiple Choice
_____________ are organizational members who integrate and coordinate the work of others.
a. Managers (easy)
b. Team leaders
c. Subordinates
d. Operatives
e. Agents
Typically, in organizations it is the _____________ who are responsible for making organizational decisions and tting policies and strategies that affect all aspects of the organization.
a. team leaders
b. middle managers
c. first-line managers
d. top managers (easy)
e. subordinates
_____________ distinguishes a managerial position from a nonmanagerial one.
a. Manipulating others
b. Concern for the law
c. Increasing efficiency
d. Coordinating and integrating others' work (moderate)
e. Defining market share
Which of the following is NOT an example of a decisional role according to Mintzberg?
a.spokesperson (moderate)
c.disturbance handler
Which of the following skills are more important at lower levels of management since the managers are dealing directly with employees doing the organization’s work?
a.human skills
Understanding building codes would be considered a _____________ skill for a building contractor.
a. human
b. technical (easy)
c. conceptual
d. empirical
e. functional
Which of the following phras is best associated with managerial conceptual skills?
a. decision-making (easy)
b. communicating with customers
c. motivating subordinates
d. product knowledge
e. technical skills
According to the text, _____________ are not influenced by and do not interact with their environment.
a.open systems
b.clod systems (easy)
c.flextime systems
e.forward systems
The _____________ view of a manager's job implies that decisions and actions taken in one organizational area will impact other areas.
a. systems (moderate)
b. contingency
c. conceptual
d. functional
e. environmental
Which of the following best describes 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 they’re located i n?
a.the partiality of management
b.the gmentation of management
c.the universality of management (moderate)
d.the cultures of management
Scenarios and Questions
The Busy Day (Scenario)
Don Eskew, plant manager at Control Systems, Inc., sighed as he sipped his first cup of coffee at and read his agenda for the day. He is giving two company tours in the morning; the first to a newspaper reporter who is writing a story on the new plant expansion and has veral questions, and the cond to a group of Control Systems, Inc., managers from the east coast. He then has a meeting with unit manager, Phil Johnson, to discuss Phil's recent drop in performance (a task he always hates). 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 prentation next week to the Division President. Finally, in late afternoon, he will be reviewing the new equipment malfunction and deciding whether 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 the behaviors performed by Don during his busy day correspond to the management roles discovered in the late 1960s by which of the following management scientists?
a. Herzberg
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b. Skinner
c. Mintzberg (easy)
d. Fayol
e. Maslow
When Don was meeting with Phil to discuss his performance concerns, he was operating in which management role?
a. leader (difficult)
b. figurehead
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c. monitor
d. disturbance handler
e. spokesperson
114. What role was Don performing when he gave the plant tour to the newspaper reporter?
a. monitor
b. figurehead
c. disminator
d. spokesperson (difficult)构图法
e. resource allocator
115. When Don was reviewing the new equipment malfunction, what management role was he playing when deciding whether to bring in extra people?
a. monitor
b. disminator
c. resource allocator (moderate)
d. disturbance handler
e. figurehead
Essay Questions
In a short essay, discuss the difference between efficiency and effectiveness and include a specific example to support each concept.
Answer
a.Efficiency refers to getting the most output from the least amount of inputs. Becau managers deal with关于变化的作文
scarce inputs—including resources such as people, money, and equipment—they are concerned with the efficient u of resources. For instance, at the Beiersdorf Inc. factory in Cincinnati, where employees make body braces and supports, canes, walkers, crutches, and 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 things right”—that is, not wasting resources.
b.Effectiveness is often described as “doing the right things”—that is, tho 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 costs. Through various work programs, the 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 of management.
Answer
a.Planning –involves the process of defining goals, establishing strategies for achieving tho 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 be 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, lect the
most effective communication channel, or deal in any way with employee behavior issues, they are leading.
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d.Controlling – to ensure that work is going as it should, managers must monitor and evaluate performanc
e.
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 esntial skills according to Katz that managers need to perform the duties and activities associated with being a manager.
Answer
a.Technical skills – include knowledge of an proficiency in a certain specialized field, such as engineering,
computers, accounting, or manufacturing. The skills are more important at lower levels of management since the managers are dealing directly with employees doing the organization’s 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 enthusiasm and trust. The skills are equally important at all levels of management.
c.Conceptual skills – the are the skill that managers must have to think and to conceptualize about abstract
and complex situations. Using the skills, managers must be able to e the organization as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broader environment. The skills are most important at the top management levels.
(moderate)
Chapter 2 – Management Yesterday and Today
True/Fal
According to Adam Smith, division of labor was an important concept.
True (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 Gilbreth’s best-known contribution to scientific management concerned lecting the best worker.
Fal (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, emphasizes rationality and interpersonal relationships.
Fal (moderate)
Decisions on determining a company’s 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 early organizational behavior approach.
True (moderate)
Multiple Choice
Adam Smith's, "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 control
b. on-the-job training
c. union reprentation
d. fair employment legislation
e. 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 management
b. general administrative
c. organizational behavior
d. systems approach (easy)
e. quantitative
According to the text, probably the best-known example of Taylor’s scientific management was the ______________ experiment.
a.hor shoe
b.pig iron (moderate)
c.blue collar
d.fish tank
Which of the following is NOT one of Taylor’s four principles of management?
a.Develop a science for each element of an indivi dual’s work, which will replace the old rule-of-thumb
method.
b.Scientifically lect and then train, teach, and develop the worker.
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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 managers can plan accordingly.
(difficult)
General administrative theory focus on
a. the entire organization. (easy)
b. managers and administrators.
c. the measurement of organizational design relationships.
d. primarily the accounting function.
e. administrative issues affecting non-managerial employees.
The fourteen principles of management are associated with whom?
a. Weber
b. Drucker
c. Taylor
d. Gilbreth
e. Fayol (moderate)
Which of the following approaches to management has also been labeled operations rearch or management science?
a.The qualitative approach
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b.The quantitative approach (easy)
c.The experimental approach
d.The theoretical approach
Which of the following would not be associated with the quantitative approach to management?
a. information models
b. critical-path scheduling
c. systematic motivation of individuals (moderate)
d. linear programming
e. statistics
Without question, the most 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 cloly associated with the Hawthorne Studies?
a. Adams
b. Mayo (easy)
c. Lawler
d. Barnard
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e. Follett
One 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 ntiments are inverly relate
d.
d.Security is relatively unimportant.
e.While groups are an important determinant of worker productivity, the individual him/herlf is most
important.
Scenarios and Questions
HISTORICAL BACKGROUND OF MANAGEMENT
A Look Back (Scenario)
Cindy Schultz, tired from working with customers all day, decided to 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 b
ack in her chair, she wondered if management science had always been this way and how 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.
