Question 1

Megan, a manager in a soda company, believes that the classical approach to management will help her schedule her employees' tasks and handle people better. But using only the classical approach may not be an ideal approach because ________.
A) exact scientific knowledge of what could be done by a worker is substituted for opinion
B) the scientific approach has proven to be ineffective in increasing production
C) it is concerned with the entire range of managerial performance and not just the job design
D) it does not adequately emphasize the human variables in the production process
E) it does not have a "one best way" approach to management problems

Accepted Answer

The classical approach to management focuses on task efficiency and does not give enough importance to human factors such as motivation and employee satisfaction. This can lead to a lack of morale among employees and a decrease in overall productivity. Therefore, using only the classical approach may not be an ideal approach.

Question 2

Henri Fayol is regarded as the pioneer of administrative theory.

Accepted Answer

Henri Fayol is widely considered as the father of modern management theory, particularly the administrative management school. His book "Administration industrielle et générale," published in 1916, discussed his 14 principles of management, which became the basis of administrative theory.

Question 3

Gene Co., a pharmaceutical company, directs its management to increase production through an understanding of people. The company believes that if managers understand their people and adapt their organizations to them, organizational success will follow. Which management approach is Gene Co. adopting in this scenario?
A) system approach
B) management science approach
C) classical approach
D) contingency approach
E) behavioral approach

Accepted Answer

Gene Co.'s focus on understanding people and adapting the organization to them suggests that they are following the behavioral management approach. This approach emphasizes the importance of understanding human behavior and motivation in the workplace, and tailoring management practices to best suit the needs and preferences of employees.

Question 4

Which of the following conclusions was drawn by the experimenters from the relay assembly test room experiments of the Hawthorne studies?
A) The subjects did not find working in the test room enjoyable.
B) There is no consistent relationship between productivity and lighting intensity.
C) Subjects continued to show decreased production under all lighting conditions.
D) Worker productivity increased with higher light intensity than lower light intensity.
E) Worker productivity increased with lower light intensity than higher light intensity.

Accepted Answer

The Hawthorne studies showed that there was no consistent relationship between productivity and lighting intensity in the relay assembly test room experiments. This conclusion was surprising at the time, given the prevailing assumption that increasing light levels would always lead to increased productivity.

Question 5

D&B Inc. conducted a review of its organizational practices and concluded that changes to the current system would result in increased efficiency. The company proposed a change in work timings and remuneration policies and implemented it for a trial period. When the employees were surveyed by their managers to discover their reaction to the changes, most employees noted that the new system boosted productivity, though a few reported that accommodating to the new system was difficult. However, management decided to go ahead and implement the new system. The actions of the management can be explained by Fayol's principle of ________.
A) unity of command and direction
B) lowering the importance of the subordinate role
C) subordination of the individual to the general interest
D) specialization of work
E) esprit de corps

Accepted Answer

The management's decision to implement the new system despite the few employees who found it difficult suggests that they prioritized the general interest of the company over the individual needs of their employees. This aligns with Fayol's principle of subordination of the individual to the general interest.

Question 6

Each manager in an organization possesses certain amounts of authority. For example, the president possesses the most authority; the first-line supervisor, the least. According to Fayol, this is known as ________.
A) unity of command
B) esprit de corps
C) stability of tenure
D) scalar chain
E) decentralization

Accepted Answer

According to Fayol's principles of management, the scalar chain refers to the hierarchy of authority in an organization, where each manager has a different level of authority based on their position. The president would have the highest level of authority, while the first-line supervisor would have the least amount of authority. This is in line with the concept of the scalar chain.

Question 7

List any seven general principles of management and their defining themes as described by Fayol.

Accepted Answer

The answer of List any seven general principles of management...

Question 8

The purpose of the bank wiring observation room experiment, which is one of the phases of the Hawthorne studies, was to analyze ________.
A) the impact of scientifically designed jobs on worker efficiency
B) the most basic movements necessary to achieve a task
C) the system improvements through task-scheduling innovation
D) the social relationships in a work group
E) the impact of unity of command in terms of productivity

Accepted Answer

The purpose of the bank wiring observation room experiment was to analyze the social relationships in a work group. The experiment found that workers’ social relationships had a significant impact on their productivity.

Question 9

What value does studying the evolution of management provide to students of managers and managers themselves?

Accepted Answer

The answer of What value does studying the evolution of...

Question 10

Compare and contrast the two distinct views that are a part of the Classical approach to management.

Accepted Answer

The answer of Compare and contrast the two distinct views...

Question 11

One of the phases of the Hawthorne studies was the relay assembly test room experiments. The experimenters believed that if they studied productivity long enough, under different working conditions, they would discover the working conditions that maximized production. Thus, the orientation that these experiments originally had was of ________.
A) comprehensive management
B) scientific management
C) behavioral management
D) contingency management
E) system management

Accepted Answer

The orientation of the relay assembly test room experiments was of scientific management. This approach focuses on maximizing productivity by scientifically studying and standardizing work processes and conditions.

Question 12

According to Fayol, employee retention should not be given high priority as recruitment and selection costs of hiring new workers is low.

Accepted Answer

Fayol's principles of management do not specifically mention employee retention, but it is widely accepted that retaining valuable employees is important for an organization's success. The cost of recruitment and selection is not necessarily low, especially considering the time and resources required to train new employees. Therefore, employee retention should be a high priority.

Question 13

A drawback of the classical approach is that it does not adequately emphasize human variables.

Accepted Answer

The classical approach focuses on maximizing efficiency and productivity through a strictly scientific and structured approach, often overlooking the importance of individual differences and human factors such as motivation, communication, and teamwork.

Question 14

Lynn is a manager in a company that manufactures optical fibre cables. She follows the Fayol principle of "esprit de corps" in her interactions with her team. Which of the following does this imply?
A) Lynn's team members are independent.
B) Lynn's team members are fiercely competitive.
C) Lynn's team members enjoy working in a centralized hierarchical system.
D) Lynn's team members receive orders only from her.
E) Lynn's team members are harmonious and upbeat.

Accepted Answer

The Fayol principle of "esprit de corps" refers to building harmony and unity among team members. This suggests that Lynn's team works well together and has a positive and cooperative attitude towards each other. Therefore, option E is the best answer as it describes Lynn's team members as being harmonious and upbeat. Option A, B, C, and D do not align with this principle.

Question 15

Taylor pioneered a system in which workers could earn a bonus in addition to the piece rate if they exceeded their daily production quota.

Accepted Answer

The answer of Taylor pioneered a system in which workers...

Question 16

One of the general principles of management suggested by Fayol is centralization. What is centralization?
A) Centralization is increasing the importance of the subordinate role.
B) Centralization directs that the entire organization should be moving toward a common objective.
C) Centralization is lowering the importance of the subordinate role.
D) Centralization directs that all materials and people related to a specific kind of work should be assigned to the same general location.
E) Centralization directs that the entire organization need not be moving toward a common objective.

Accepted Answer

Centralization refers to the concentration of decision-making authority at the top level of an organization, which means that the importance of the subordinate role is lowered. This is in contrast to decentralization, which involves delegating decision-making authority to lower levels of the organization.

Question 17

The Hawthorne Studies were conducted in two phases: the relay assembly test room experiments and the bank wiring observation room experiment. Which of the following approaches was developed based on these studies?
A) the behavioral approach
B) the contingency approach
C) the system approach
D) the management science approach
E) the classical approach

Accepted Answer

The Hawthorne Studies are considered one of the significant precursors of the behavioral approach to management. These studies highlighted the significance of human factors in determining productivity and led to the development of the human relations movement.

Question 18

Frederick W. Taylor is commonly called the "father of scientific management."

Accepted Answer

Frederick W. Taylor is widely recognized as the founder of scientific management, which is also known as Taylorism. He is credited with developing the scientific approach to management, which emphasizes the importance of using data and analysis to optimize workflow and enhance employee productivity.

Question 19

In Fayol's principles of management, "decentralization" implies that ________.
A) the entire organization should be moving toward a common objective
B) the importance of the subordinate role should be increased
C) work should be divided among individuals
D) the interests of one person should be prioritized over the interests of the organization
E) workers should receive orders from a number of managers

Accepted Answer

Decentralization refers to the delegation of decision-making authority to lower-level employees or departments. This implies that the importance of the subordinate role should be increased, as they are given more responsibility and decision-making power. Therefore, option B is the correct answer.

Question 20

How is lower-level management analysis different from comprehensive analysis of management? Is the latter approach suitable for an organization focusing on increasing productivity by concentrating on the "one best way" to perform a task? Explain your answer.

Accepted Answer

The answer of How is lower-level management analysis different from...

Quiz 19: Appendix 1: Managing History and Current Thinking

Megan, a manager in a soda company, believes that the classical approach to management will help her schedule her employees' tasks and handle people better. But using only the classical approach may not be an ideal approach because ________.

Henri Fayol is regarded as the pioneer of administrative theory.

Which of the following conclusions was drawn by the experimenters from the relay assembly test room experiments of the Hawthorne studies?

Each manager in an organization possesses certain amounts of authority. For example, the president possesses the most authority; the first-line supervisor, the least. According to Fayol, this is known as ________.

List any seven general principles of management and their defining themes as described by Fayol.

The purpose of the bank wiring observation room experiment, which is one of the phases of the Hawthorne studies, was to analyze ________.

What value does studying the evolution of management provide to students of managers and managers themselves?

Compare and contrast the two distinct views that are a part of the Classical approach to management.

According to Fayol, employee retention should not be given high priority as recruitment and selection costs of hiring new workers is low.

A drawback of the classical approach is that it does not adequately emphasize human variables.

Lynn is a manager in a company that manufactures optical fibre cables. She follows the Fayol principle of "esprit de corps" in her interactions with her team. Which of the following does this imply?

Taylor pioneered a system in which workers could earn a bonus in addition to the piece rate if they exceeded their daily production quota.

One of the general principles of management suggested by Fayol is centralization. What is centralization?

The Hawthorne Studies were conducted in two phases: the relay assembly test room experiments and the bank wiring observation room experiment. Which of the following approaches was developed based on these studies?

Frederick W. Taylor is commonly called the "father of scientific management."

In Fayol's principles of management, "decentralization" implies that ________.

How is lower-level management analysis different from comprehensive analysis of management? Is the latter approach suitable for an organization focusing on increasing productivity by concentrating on the "one best way" to perform a task? Explain your answer.