The Evolution of Management Thinking Questions Part 4

118. In _____, every situation is viewed as unique. A. a unive rsalist 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. B . C . D . E . 120. Partici pative view Universalist view Autonomy view Contingency view Humanist view 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. B . C . D . E . 122. _____ focuses on managing the whole organization to deliver quality to customers. A. B. C. D . E . 123. We ber Gilbr eth Folle tt Demi ng Gehr ke Bureaucracy Theory Z Management-by-objective Total quality management Organization-customer relationship Elements of TQM include: A. empl oyee detac hme nt. B focus on . profits. C benchmar . king. Daccidental improvem ent. E all of . these. 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. T Q M BConti nuous impro veme nt CBenc hmar king DEmp ower ment E MB . O 125. The implementation of small incremental improvements in all areas of the organization on an ongoing basis is referred to as: A. B. C. D . E . 126. benchmarki ng. empowerment. systems theory. contingency perspective. continuous improvement. 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. B. C . D. E . E-commerce E-business Supply chain management Knowledge management 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 Managemen t B Learning Organizations . C Scientific Management . D Customer Relationship . Management E The Humanistic . Approach 128. Which of the following is identified as a recent trend that has staying power? A. Corpora te takeover s 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. B . C. D . E . customer segmentation and business process reengineering. consumer ethnography and corporate blogs. downsizing. activity-based management and virtual teams. scenario planning and lean operations. 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. b. c. d. e. division of organization. the principle of inversion. unity of direction. all of these. the use of scalar 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. b. c. d. e. developing her employees through control. grieving theory. all of these. none of these. theory Y. 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. b. c. d. e. Marr should inc Marr should listen to and reward her people well to increase synergy. the Jackson account was lost because Feel Good was too closed to its environm all of these. none of these. 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. b. c. d. e. Marr should ma Bender. the goal of every manager should be high return on investment, so Marr should Bender should focus on her expertise, recognizing the potential risk of failure w all of these. none of these. 13 A(n) _____ perspective provides a broader way of thinking, a way of searching for patterns and 5. determining whether they recur across time periods. ________________________________________ 13 _____ refer to the aspects of a culture that guide and influence relationships among people. 6. ________________________________________ 13 _____ refer to the influence of political and legal institutions on people and organizations. 7. ________________________________________ 13 _____ pertain to the availability, production, and distribution of resources in a society. 8. ________________________________________ 13 A management perspective that emerged during the nineteenth and early twentieth centuries that 9. emphasized a rational, scientific approach to the study of management and sought to make organizations efficient operating machines is called _____. ________________________________________ 14 _____ is considered the "father of scientific management." 0. ________________________________________ 14 Weber's vision of organizations that would be managed on an impersonal, rational basis is called a(n) 1. _____. ________________________________________ 14 A subfield of the classical management perspective that focused on the total organization rather than 2. the individual worker, delineating the management functions of planning, organizing, commanding, coordinating, and controlling is called _____. ________________________________________ 14 According to Fayol, similar activities in an organization should be grouped together under one 3. manager. This administrative principle is known as _____. ________________________________________ 14 A management perspective that emerged around the late nineteenth century that emphasized 4. understanding human behavior, needs, and attitudes in the workplace is referred to as a(n) _____. ________________________________________ 14 A management perspective that suggests jobs should be designed to meet higher-level needs by 5. allowing workers to use their full potential is called a(n) _____. ________________________________________ 14 Organizational development is one specific set of management techniques based in the _____ 6. approach. ________________________________________ 14 A management perspective that emerged after World War II, and applied mathematics, statistics, and 7. other quantitative techniques to managerial problems is referred to as a(n) _____. ________________________________________ 14 _____ refers to the field of management that specializes in the physical production of goods or 8. services. ________________________________________ 14 The concept that the whole is greater than the sum of its parts is known as _____. 9. ________________________________________ 15 The _____ view of management is an integration of the case and universalist viewpoints. 0. ________________________________________ 15 The process by which companies find out how others do something better than they do and then try to 1. copy and/or improve it is known as _____. ________________________________________ 15 ______ refers to the sequence of suppliers and purchasers, covering all stages of processing from 2. obtaining raw materials to distributing finished goods to consumers. ________________________________________ 15 _____ collect and manage large amounts of data about customers and make them available to 3. employees, enabling better decision making and superior customer service. ________________________________________ 15 List three of the basic ideas of scientific management. 4. 15 List the three assumptions associated with McGregor's Theory X. 5. 15 Discuss the advantages and disadvantages of Taylor's Scientific Management. 6. 15 The writings of Fayol, Taylor, and Weber provide the foundation for modern management. Identify the 7. school of thought associated with each writer and compare the focus that each writer takes in relation to the organization. 15 Briefly describe what happened in the Hawthorne Studies and explain the results and conclusions of 8. these studies. 15 Describe the assumptions behind McGregor's Theory X and Theory Y. How do the theories relate to 9. the classical perspective on management and early human relations ideas? 16 Briefly describe systems theory, including synergy. 0. 16 Discuss the differences between the case view, the universalist view, and the contingency view. 1.