Fundamentals of Management, 7e (Robbins/DeCenzo/Coulter) History Module

1) People value history because it can help put events that are taking place today into
perspective.
Answer: TRUE
) The Egyptian pyra!ids are an e"a!ple o# a pro$ect that was co!pleted without the aid o#
!anagers.
Answer: %A&'E
() The )ndustrial Revolution !arked the birth o# !anage!ent.
Answer: %A&'E
*) Ada! '!ith argued that division o# labor increased productivity.
Answer: TRUE
+) The division o# labor is also re#erred to by the ter! job specification.
Answer: %A&'E
,) %actories in the )ndustrial Revolution needed to #orecast de!and to !ake sure that workers
were paid #airly.
Answer: %A&'E
-) The )ndustrial Revolution began in the seventeenth century.
Answer: %A&'E
.) The year 1--, is an i!portant date in the history o# !anage!ent because it saw the birth o#
the world/s #irst de!ocratic republic.
Answer: %A&'E
0) 1ob speciali2ation continues to be a popular way to increase productivity today.
Answer: TRUE
13) 4lassical approaches to !anage!ent include the work o# Taylor5 %ayol5 and 6eber.
Answer: TRUE
11) 7E!ployee !otivation7 is the phrase !ost associated with scienti#ic !anage!ent.
Answer: %A&'E
1) %rank and &illian 8ilbreth got their ideas #or !anage!ent #ro! the book Cheaper by the
Dozen.
Answer: %A&'E
1() The pri!ary issue that !otivated Taylor to create a !ore scienti#ic approach to !anage!ent
was worker satis#action.
Answer: %A&'E
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1*) Taylor was the originator o# the concept o# scienti#ic !anage!ent.
Answer: TRUE
1+) %rank and &illian 8ilbreth/s best:known contribution to scienti#ic !anage!ent concerned
selecting the best worker #or a particular $ob.
Answer: %A&'E
1,) ;enri %ayol and the %rederick 6. Taylor learned about !anage!ent #ro! studying actual
!anagers at work.
Answer: %A&'E
1-) ;enry 8antt/s contribution to !anage!ent theory was to develop e##icient ways to schedule.
Answer: TRUE
1.) ;enri %ayol and <a" 6eber developed the idea o# the #ive basic !anage!ent #unctions.
Answer: %A&'E
10) =oth ;enri %ayol and Ada! '!ith saw division o# work as an i!portant principle o#
!anage!ent
Answer: TRUE
3) %ayol #eels that !anagers should be given authority over workers5 but not the ability to give
orders.
Answer: %A&'E
1) Unity o# co!!and !eans that all e!ployees should answer to only one superior.
Answer: TRUE
) A highly centrali2ed organi2ation is one in which subordinates are given a lot o# opportunity
to !ake decisions.
Answer: %A&'E
() %ayol thought that allowing e!ployees to originate their own plans would increase
!otivation.
Answer: TRUE
*) The idea o# e!ployees being paid a #air wage #or their services did not e!erge until the
10,3s.
Answer: %A&'E
+) The behavioral approach to !anage!ent #ocuses on !otivating workers to work
productively.
Answer: TRUE
,) The behavioral approach to !anage!ent began in the 10,3s with organi2ational behavior
>?=).
Answer: %A&'E
-) Robert ?wen was greatly concerned with how workers were treated in #actories o# the

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)ndustrial Revolution.
Answer: TRUE
.) ?rgani2ational behavior studies were based purely on theoretical ideals rather than actual
observation.
Answer: %A&'E
0) The ;awthorne studies showed that the brighter the lights in the roo!5 the !ore productive
were workers who worked in the roo!.
Answer: %A&'E
(3) Abraha! <aslow/s hierarchy o# #ive needs theory suggested once a need was satis#ied5 it
stopped !otivating behavior.
Answer: TRUE
(1) The ;awthorne studies suggested that groups could in#luence the productivity o# an
individual.
Answer: TRUE
() The @uantitative approach to !anage!ent evolved out o# !athe!atical !ethods o# solving
!ilitary proble!s.
Answer: TRUE
(() The 76hi2 Aids7 used statistical !ethods to i!prove decision !aking at the %ord <otor
4o!pany in the !id:10*3s.
Answer: TRUE
(*) 6. Edwards Be!ing/s ideas about @uality and !anage!ent were #irst e!braced by 1apanese
co!panies.
Answer: TRUE
(+) Be!ing/s total @uality !anage!ent syste! largely ignored the needs o# custo!ers.
Answer: %A&'E
(,) 4onte!porary approaches to !anage!ent saw the organi2ation as a closed syste! in which
all inputs and outputs stay within the syste!.
Answer: %A&'E
(-) The idea o# an organi2ation as a system was borrowed #ro! psychological concepts.
Answer: %A&'E
(.) The contingency approach to !anage!ent states that there is a single best way to !anage all
organi2ations.
Answer: %A&'E
(0) A contingency variable that can a##ect !anaging style is organi2ation si2e.
Answer: TRUE
*3) )n today/s organi2ation5 al!ost all e!ployees have access to the !ain#ra!e co!puters that
!ake up the co!pany/s co!puting resources. Answer: %A&'E
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*1) ;enry %ord/s state!ent that 7;istory is !ore or less bunk7 is best re#uted by which o# the
#ollowing state!entsC
A) ;istory has been shown to be 133 percent accurate.
=) ;istory can put current activities in perspective.
4) ;istorical #acts are seldo! proven to be wrong.
B) People who write history always have an agenda.
Answer: =
*) The best evidence that !anagers !ust have guided the construction o# the Egyptian pyra!ids
is DDDDDDDD.
A) how long ago they were built
=) the #act that they were built by hand
4) their sheer si2e
B) their !a$estic beauty
Answer: 4
*() ;ow !any workers were involved in building a single Egyptian pyra!idC
A) !illions
=) tens o# !illions
4) less than 1335333
B) !ore than 1335333
Answer: B
**) Proo# that the pyra!ids were well !anaged pro$ects can be seen in the #act that they
DDDDDDDD.
A) are #a!ous the world over
=) are uni@ue
4) have lasted thousands o# years
B) were built in a desert land
Answer: 4
*+) 8etting 1335333 workers to work together to build an enor!ous pyra!id is evidence o#
which !anage!ent #unctionC
A) planning
=) organi2ing
4) !onitoring
B) budgeting
Answer: =
*,) 'uccess#ully designing a *+3:#oot tall pyra!id is pri!arily evidence o# which !anage!ent
#unctionC
A) planning
=) organi2ing
4) !onitoring
B) leading
Answer: A
*
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*-) <aking sure that a pyra!id is built on ti!e and according to plan is evidence o# which
!anage!ent #unctionC
A) planning
=) organi2ing
4) !onitoring
B) leading
Answer: 4
*.) 4onvincing the !inisters who controlled !oney and resources in ancient Egypt that building
a pyra!id was worth the e##ort is evidence o# which !anage!ent #unctionC
A) planning
=) organi2ing
4) !onitoring
B) leading
Answer: B
*0) The ship:building #acility in #i#teenth century Eenice rese!bled DDDDDDDD.
A) Betroit auto asse!bly lines
=) how 'ilicon Ealley workers design new so#tware
4) how hand!ade sweaters are knitted
B) how a che# !akes a superb pasta dish
Answer: A
+3) The 7#loating asse!bly line7 in Eenice operated DDDDDDDD.
A) centuries be#ore the )ndustrial Revolution
=) during the )ndustrial Revolution
4) shortly a#ter the )ndustrial Revolution
B) long a#ter the )ndustrial Revolution
Answer: A
+1) Evidence that !anagers in the #i#teenth century Eenetian ship building #acility were
interested in $ob satis#action is best shown by which o# the #ollowingC
A) inventory syste!s
=) warehouses #or !aterials
4) wine breaks #or e!ployees
B) an accounting syste!
Answer: 4
+) Evidence that !anagers in the #i#teenth century Eenetian ship building #acility were
interested in controlling costs is best shown by which o# the #ollowingC
A) inventory syste!s
=) warehouses #or !aterials
4) wine breaks #or e!ployees
B) an accounting syste!
Answer: B
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+() Evidence that !anagers in the #i#teenth century Eenetian ship building #acility were
interested in keeping track o# !aterials is best shown by which o# the #ollowingC
A) an accounting syste!
=) an asse!bly line
4) an inventory syste!
B) wine breaks #or e!ployees
Answer: 4
+*) The )ndustrial Revolution is largely credited with ushering in the birth o# DDDDDDDD.
A) the corporation
=) #air pay #or workers
4) cra#ts!anship
B) #air treat!ent #or workers
Answer: A
++) )ndustrial Revolution #actories needed accurate de!and #orecasts to avoid !aking DDDDDDDD
products.
A) too #ew
=) too !any
4) too !any or too #ew
B) too large or too s!all
Answer: 4
+,) The )ndustrial Revolution !ade DDDDDDDD necessary #or !anu#acturing organi2ation/s
success #or the #irst ti!e in history.
A) decentrali2ation
=) custo!er satis#action
4) product de!and
B) !anage!ent
Answer: B
+-) The !ost i!portant pre:twentieth century develop!ent in !anage!ent was the DDDDDDDD.
A) )ndustrial Revolution
=) the personal co!puter
4) building o# =rooklyn =ridge
B) A!erican Revolution
Answer: A
+.) The si2e and scope o# )ndustrial Revolution #actories !ade such things as DDDDDDDD
necessary #or co!panies.
A) !aterials
=) hierarchical organi2ation
4) supplies
B) revenues and costs
Answer: =
,
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+0) 6hat we call $ob speciali2ation today was ter!ed this in the eighteenth century.
A) hierarchy
=) $ob sharing
4) division o# work
B) division o# labor
Answer: B
,3) DDDDDDDD was a strong proponent o# division o# labor.
A) <a" 6eber
=) %rederick 6. Taylor
4) Ada! '!ith
B) ;enry 8antt
Answer: 4
,1) Early proponents o# division o# labor !ade clai!s that it could dra!atically DDDDDDDD.
A) i!prove e!ployee !orale
=) increase sales
4) increase @uality
B) increase productivity
Answer: B
,) Real world studies have shown that division o# labor DDDDDDDD.
A) results in dra!atic5 per!anent productivity increases
=) has drawbacks
4) has no drawbacks
B) works only in very s!all organi2ations
Answer: =
,() Ada! '!ith/s Wealth of Nations was #irst published in the sa!e DDDDDDDD as the Beclaration
o# )ndependence.
A) city
=) year
4) publishing house
B) country
Answer: =
,*) 1ob speciali2ation entails breaking down a co!ple" $ob into DDDDDDDD.
A) #ive key co!ponents
=) broad general categories
4) si!ple5 narrow repetitive tasks
B) non:repeating tasks
Answer: 4
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,+) %rederick 6. Taylor is !ost closely associated with which o# the #ollowingC
A) general ad!inistrative theory
=) ti!e:and:!otion studies
4) idealistic workplace
B) scienti#ic !anage!ent
Answer: B
,,) <a" 6eber helped DDDDDDDD.
A) develop the idea o# the idealistic workplace
=) develop general ad!inistrative theory
4) develop scienti#ic !anage!ent
B) carry out ti!e:and:!otion studies
Answer: =
,-) DDDDDDDD is the originator o# the %ourteen Principles o# <anage!ent.
A) ;enri %ayol
=) <a" 6eber
4) ;ugo <unsterberg
B) ;enry 8antt
Answer: A
,.) %rank and &illian 8ilbreth were best known in !anage!ent circles #or DDDDDDDD.
A) ti!e:and:!otion studies
=) industrial psychology
4) the %ourteen Principles o# <anage!ent
B) scienti#ic !anage!ent
Answer: A
,0) ;enry 8antt developed graphical !ethods to help !anagers with DDDDDDDD proble!s.
A) discipline
=) scheduling
4) leadership
B) decision:!aking
Answer: =
-3) Cheaper by the Dozen is a book about this topic.
A) e##iciency in bulk buying
=) li#e in a large #a!ily
4) the rise o# 1apanese !anu#acturing
B) the theory o# pricing
Answer: =
-1) According to ;enri %ayol5 the principle o# DDDDDDDD gives !anagers the right to give orders.
A) discipline
=) centrali2ation
4) order
B) authority
Answer: B
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-) According to ;enri %ayol5 the principle o# DDDDDDDD re@uires e!ployees to respect the rules
o# their organi2ation.
A) e@uity
=) re!uneration
4) discipline
B) order
Answer: 4
-() %ayol/s principle o# DDDDDDDD states that an e!ployee in an organi2ation should answer to
only one superior.
A) authority
=) unity o# co!!and
4) e@uity
B) centrali2ation
Answer: =
-*) %ayol/s principle o# DDDDDDDD states that e!ployees in an organi2ation should be #airly
co!pensated #or their labor.
A) re!uneration
=) discipline
4) authority
B) unity o# co!!and
Answer: A
-+) %ayol/s principle o# DDDDDDDD re#ers to how e"tensively e!ployees participate in decision
!aking in an organi2ation.
A) division o# labor
=) centrali2ation
4) order
B) e@uity
Answer: =
-,) %ayol/s principle o# DDDDDDDD re#ers to how e"tensively e!ployees participate in decision
!aking.
A) discipline
=) re!uneration
4) initiative
B) authority
Answer: 4
--) %ayol/s principle o# DDDDDDDD re#ers to how to build har!ony and unity in an organi2ation.
A) centrali2ation
=) e@uity
4) order
B) espirit de corps
Answer: B
-.) <a" 6eber #elt this was an ideal #or! o# organi2ation.
A) a de!ocracy
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=) a work group
4) a bureaucracy
B) a !eritocracy
Answer: 4
-0) Robert ?wen tried to develop DDDDDDDD to i!prove the workplace conditions in #actories.
A) !anagerial scheduling !ethods
=) what he ter!ed the idealistic workplace
4) general ad!inistrative theory
B) industrial psychology
Answer: =
.3) 6hat inspired Robert ?wen to devote e##orts into creating an idealistic workplaceC
A) possible pro#it #ro! #actories
=) articles in the newspaper
4) deplorable #actory conditions
B) greedy #actory owners
Answer: 4
.1) Robert ?wen5 <ary Parker %ollett5 and ;ugo <unsterberg wrote e"tensively about how
i!portant DDDDDDDD to an organi2ation/s success.
A) people are
=) top:level !anagers are
4) resources are
B) #inancial backing is
Answer: A
.) DDDDDDDD #elt that !anagers could learn how to !otivate workers better by studying basic
hu!an behavior.
A) <ary Parker %ollett
=) ;ugo <unsterberg
4) Robert ?wen
B) Bouglas <c8regor
Answer: =
.() <ary Parker %ollett/s work was devoted to identi#ying di##erences in the way individual
people behaved when they were DDDDDDDD.
A) under stress
=) discri!inated against
4) lacking in resources
B) in groups
Answer: B
.*) ;ugo <unsterberg suggested that psychological tests could be help#ul in DDDDDDDD #or an
organi2ation.
A) #inding custo!ers
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=) selecting e!ployees
4) #iring e!ployees
B) selecting advertise!ents
Answer: =
.+) <ary Parker %ollett #elt that an organi2ation #unctioned best when e!ployees had a strong
sense o# this.
A) individual independence
=) group identity
4) autono!y
B) sel#:con#idence
Answer: =
.,) A good !odel #or <ary Parker %ollett/s view o# a success#ul organi2ation !ight be
DDDDDDDD.
A) a !ovie theater audience
=) a state legislature
4) a beehive
B) college classroo!
Answer: 4
.-) The organi2ers o# the ;awthorne studies e"pected worker productivity to be proportional to
DDDDDDDD in the #actory.
A) light intensity levels
=) pay rates
4) te!perature levels
B) noise levels
Answer: A
..) The ;awthorne studies engineers #ound that brighter light levels in the #actory DDDDDDDD
productivity.
A) dra!atically increased
=) had no consistent e##ect on
4) decreased
B) slightly increased
Answer: =
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.0) This was one o# the conclusions o# the ;awthorne studies engineers.
A) 8roup pressure can a##ect individual productivity.
=) 8roup pressure has no e##ect on individual productivity.
4) &ight level can a##ect individual productivity.
B) Foise levels can a##ect individual productivity.
Answer: A
03) %ro! the ;awthorne studies/ results5 you !ight predict that the per#or!ance o# a poor
per#or!ing individual !ight DDDDDDDD when he $oins a high per#or!ing group.
A) increase
=) decrease
4) not change
B) beco!e erratic
Answer: A
01) A conclusion that engineers #ro! the ;awthorne studies !ade was that people behave
DDDDDDDD when they are being observed.
A) unnaturally
=) erratically
4) naturally
B) co!#ortably
Answer: A
0) Prior to the ;awthorne studies5 !anagers paid little attention to the role o# DDDDDDDD in
!aking decisions.
A) productivity
=) hu!an behavior
4) e##iciency
B) cost control
Answer: =
0() ?rgani2ational behavior >?=) uses DDDDDDDD e"peri!ents to #ind out how and why people
behave in certain ways.
A) theoretical
=) ani!al
4) laboratory
B) e!pirical
Answer: B
0*) A !anager !ight turn to organi2ational behavior research when she has proble!s DDDDDDDD.
A) controlling costs
=) with budgets
4) with scheduling
B) building e!ployee trust
Answer: B
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0+) 6hich o# the #ollowing is F?T a topic that is addressed by organi2ational behavior researchC
A) !otivation
=) !anaging con#lict
4) de!and #orecasts
B) establishing trust
Answer: 4
0,) 6hich o# the #ollowing is !ost closely associated with !aking the workplace !ore hu!aneC
A) the classical approaches
=) the hu!an relations !ove!ent
4) the ;awthorne studies
B) the general ad!inistrative theory
Answer: =
0-) 6hich person was best known #or developing the hierarchy o# #ive needs theoryC
A) Elton <ayo
=) Abraha! <aslow
4) ;ugo <unsterberg
B) Bouglas <c8regor
Answer: =
0.) <aslow #elt that once a need was satis#ied5 it DDDDDDDD.
A) !ade people very happy
=) !otivated people strongly to !aintain the need
4) !ade people la2y
B) stopped being a !otivating #actor #or people
Answer: B
00) 6hich person was best known #or developing the Theory G and Theory HC
A) Bouglas <c8regor
=) Abraha! <aslow
4) Robert ?wen
B) Elton <ayo
Answer: A
133) A proble! with the theories o# both <aslow and <c8regor is that they both DDDDDDDD.
A) !ade no intuitive sense
=) #ocused e"clusively on #ear as a !otivating #actor
4) were never @uestioned by researchers
B) were never supported by e!pirical research
Answer: B
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131) 6hich o# the #ollowing is F?T included as part o# the @uantitative approach to
!anage!entC
A) statistics
=) opti!i2ation !odels
4) organi2ational behavior
B) co!puter si!ulations
Answer: 4
13) The @uantitative approach to !anage!ent was largely used to i!prove DDDDDDDD.
A) productivity
=) e##iciency
4) decision !aking
B) planning
Answer: 4
13() <any techni@ues in the @uantitative approach to !anage!ent were borrowed #ro!
DDDDDDDD.
A) co!puter !odels
=) the physical sciences
4) the !ilitary
B) biological science
Answer: 4
13*) The 76hi2 Aids7 applied statistical !ethods to !anage!ent at DDDDDDDD.
A) the 6estern Electric 4o!pany
=) the %ord <otor 4o!pany
4) )=<
B) the 'ony 4orporation
Answer: =
13+) These organi2ations were the #irst to e!ploy the ideas o# @uality e"perts such as 6.
Edwards Be!ing and 1oseph <. Buran.
A) 1apanese co!panies
=) 4hinese co!panies
4) A!erican co!panies
B) 4anadian co!panies
Answer: A
13,) 6hich o# the #ollowing is !ost closely associated with the work o# 6. Edwards Be!ingC
A) total @uality !anage!ent
=) the ;awthorne studies
4) the general ad!inistrative theory
B) the hu!an relations !ove!ent
Answer: A
1*
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13-) ?ne o# the key co!ponents o# total @uality !anage!ent >TI<) is a #ocus on DDDDDDDD
i!prove!ent.
A) gradual
=) dra!atic
4) continual
B) !eaning#ul
Answer: 4
13.) 6hich o# the #ollowing is a key ele!ent o# total @uality !anage!ent >TI<)C
A) responding to custo!er needs
=) responding to e!ployee needs
4) anticipating !oves o# co!petitors
B) anticipating e!ployee needs
Answer: A
113) A syste! is de#ined as a set o# interrelated and interdependent parts that #unction DDDDDDDD.
A) as separate entities
=) together as a uni#ied whole
4) in co!petition with one another
B) without any link to the outside world
Answer: =
111) A typical organi2ation can be characteri2ed as DDDDDDDD.
A) a one:way syste!
=) a closed syste!
4) an open syste!
B) a virtual syste!
Answer: 4
11) )n an open syste!5 a !anager is responsible #or !anaging DDDDDDDD.
A) $ust the internal co!pany itsel# and not the e"ternal environ!ent
=) $ust the e"ternal environ!ent
4) both the internal and the e"ternal environ!ent
B) the inputs but not the outputs
Answer: 4
11() The idea o# an organi2ation being an open syste! was borrowed #ro! this discipline.
A) !athe!atics
=) the physical sciences
4) ga!e theory
B) psychology
Answer: =
11*) <aterial outputs in an open syste! organi2ation include DDDDDDDD.
A) services
=) products
4) raw !aterials
B) in#or!ation
Answer: =
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11+) <aterial inputs in an open syste! organi2ation include DDDDDDDD.
A) capital
=) hu!an resources
4) raw !aterials
B) in#or!ation
Answer: 4
11,) The only ite! that serves as both an input and an output in an open syste! organi2ation is
DDDDDDDD.
A) capital
=) in#or!ation
4) technology
B) products
Answer: =
11-) 4ontingency approaches to !anage!ent contend that DDDDDDDD.
A) situations deter!ine !anagerial approach
=) all organi2ations should be !anaged in the sa!e way
4) !anagers deter!ine !anagerial approach
B) no two organi2ations should be !anaged the sa!e way
Answer: A
11.) A contingency variable is a #actor that can DDDDDDDD.
A) !ake an organi2ation success#ul
=) destroy an organi2ation
4) in#luence choice o# !anagerial style
B) i!prove organi2ational !orale
Answer: 4
110) 6hich o# the #ollowing is a contingency variableC
A) how success#ul an organi2ation is
=) how large an organi2ation is
4) how well:known an organi2ation is
B) how well:!anaged an organi2ation is
Answer: =
13) 6hich o# the #ollowing is F?T a contingency variableC
A) routineness o# tasks per#or!ed
=) organi2ational si2e
4) environ!ental uncertainty
B) organi2ational history
Answer: B
11) 6hich technology develop!ent is likely to have the greatest i!pact on the organi2ation o#
the #utureC
1,
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A) !ain#ra!e co!puters
=) cell phones
4) wired networks
B) wireless networks
Answer: B
1) )n a short essay discuss the i!pact that the )ndustrial Revolution had on !anage!ent.
Answer: Buring the )ndustrial Revolution5 which started in the late eighteenth century5 !achine
power began to substitute #or hu!an power. This !ade it !ore econo!ical to !anu#acture goods
in centrali2ed #actories as opposed to s!all shops. The capacity o# a #actory to turn out hundreds
rather than a hand#ul o# products each day suddenly created a need #or such things as accurate
planning5 budgeting5 scheduling5 supervising5 and !onitoring o# work that needed to be done.
4learly5 these kinds o# activities could not be done casually or hapha2ardly so a group o#
!anage!ent pro#essionals e!erged. &arge e##icient #actories needed !anagers to #orecast
de!and and to ensure that enough !aterial was on hand to !ake products. <anagers were also
needed to assign tasks to people and to direct daily activities. The increase in !anagers in turn
necessitated the develop!ent o# #or!al theories to guide !anagers in running large
organi2ations.
1() )n a short essay5 discuss the i!pact that the publication o# Ada! '!ith/s Wealth of Nations
had on !anage!ent.
Answer: )n Wealth of Nations Ada! '!ith argued5 a!ong other things5 that the division o# labor
that took place in #actories in which large5 co!ple" $ob tasks were broken down into s!all5
repetitive actions5 would result in dra!atic increases in productivity. This productivity would in
turn bring new wealth to the countries that could e!ploy this syste! o# production.
'!ith/s prediction turned out to be only partly true5 as division o# labor was discovered to have
drawbacks. Though division o# labor initially increased productivity5 that increase tended to #ade
as workers5 bogged down in repetitive tasks5 lost !orale and !otivation to put out !a"i!u!
e##ort.
1*) )n a short essay5 discuss scienti#ic !anage!ent.
Answer: 'cienti#ic !anage!ent was largely developed by %rederick 6. Taylor and su!!ari2ed
in his 1011 book Principles of Scientific Management. Taylor and the other proponents o#
scienti#ic !anage!ent observed workers on the $ob and assessed their per#or!ance.
Taylor #elt that $ob per#or!ance o# workers generally lacked uni#or!ity5 and rather than per#or!
the task in the best way possible5 workers were apt to use sloppy5 ine##ective5 or ine##icient
techni@ues. Accordingly5 Taylor developed the idea o# the 7one best way7 to per#or! a $ob that
!aintained that !anagers should: >a) identi#y the best possible !anner in which a task could be
per#or!ed5 and >b) re@uire that workers use this !ethod on the $ob.
1+) )n a short essay5 discuss the work o# ;enri %ayol and <a" 6eber as it relates to the general
ad!inistrative approach to !anage!ent.
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Answer: Rather than look at the per#or!ance o# individual workers the way Taylor did5 %ayol
and 6eber applied scienti#ic !anage!ent to !anagers the!selves. They observed how !anagers
#unctioned on the $ob in an atte!pt to identi#y practices and attitudes o# good !anage!ent.
%ayol/s #irst !a$or contribution was to identi#y the #ive #unda!ental #unctions o# !anage!ent.
These #ive #unctions still serve as !a$or building blocks o# basic !anage!ent theory today5
though they have been pared down to only #our #unctions: planning5 organi2ing5 leading5 and
controlling. %ayol also identi#ied the %ourteen Principles o# <anage!ent.
6eber #ocused on observing and analy2ing bureaucracies5 which he saw as highly rational and
constituted an ideal way to con#igure an organi2ation. 6eber did not #eel that all organi2ations
should be bureaucracies5 however. The #or! worked best5 he thought5 #or very large
organi2ations.
1,) )n a short essay5 describe how the work o# Abraha! <aslow in#luenced !anage!ent.
Answer: <aslow thought that basic hu!an needs #or!ed a hierarchy in which5 as soon as one
need was !et5 the individual !oved on to seek to #ul#ill a higher:level need. &ower:level needs
served as strong !otivating #actors as long as they re!ained un#ul#illed. ?nce #ul#illed5 needs
ceased being strong !otivators.
As an e"a!ple o# <aslow/s view5 when a person is hungry he or she is highly !otivated to #ul#ill
that need5 even risking his or her li#e to obtain nourish!ent. )ndeed5 while the person is still
without #ood5 that need totally do!inates the person/s consciousness. ;owever5 once the person
#inds a situation that supplies a!ple #ood to !eet that un#ul#illed need5 the !otivation to obtain
the need is greatly reduced. )nstead o# thinking about the need all the ti!e5 the person rarely
gives the now:#ul#illed need even a thought.
1-) )n a short essay5 identi#y the principles o# !anage!ent identi#ied by ;enri %ayol that are
!ost i!portant #or establishing a !anager/s control over e!ployees.
Answer: JAnswers will vary.K
AuthorityLgives !anagers the right to give orders and have those orders #ollowed.
BisciplineLre@uires e!ployees to obey and respect the rules that govern the organi2ation.
Unity o# co!!andLstates that every e!ployee should receive orders #ro! only one superior.
'ubordination o# individual interests to the general interestLstates that the interests o# any one
e!ployee or group o# e!ployees should not take precedence over the interests o# the
organi2ation as a whole.
'calar chainLthe chain o# co!!and that allows the individuals who rank higher in the hierarchy
to have authority over individuals below the!.
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1.) )n a short essay5 identi#y the principles o# !anage!ent identi#ied by ;enri %ayol that are
!ost i!portant #or the satis#action and wel#are o# e!ployees.
Answer: JAnswers will vary.K
Re!unerationLworkers !ust be paid a #air wage #or their services.
4entrali2ationLthe degree to which e!ployees are allowed to !ake decisions.
E@uityLthe idea that !anagers should treat subordinates #airly and with kindness.
)nitiativeLthe opportunity #or e!ployees to originate and carry out their own plans to solve
proble!s.
Esprit de corpsLa #eeling o# tea! spirit that gives e!ployees a sense o# belonging.
10) )n a short essay5 identi#y the principles o# !anage!ent identi#ied by ;enri %ayol that are
!ost i!portant #or e##iciency and productivity o# the entire organi2ation.
Answer: JAnswers will vary.K
Bivision o# workL$ob speciali2ation that increases individual output by having e!ployees
per#or! si!ple5 easy:to:per#ect $ob tasks.
Unity o# directionLthe organi2ation should have a single plan o# action to guide !anagers and
workers.
?rderLpeople and !aterials should be in the right place at the right ti!e.
'tability o# tenure o# personnelL!anage!ent should provide orderly personnel planning and
ensure that replace!ents are available to #ill vacancies.
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1(3) )n a short essay5 describe the ;awthorne 'tudies and how they were interpreted.
Answer: The ;awthorne 'tudies were a series o# studies conducted by engineers at the 6estern
Electric 4o!pany 6orks in 4icero5 )llinois. The engineers initially designed the studies as a
scienti#ic !anage!ent e"peri!ent to test the e##ect o# various illu!ination levels on worker
productivity. The engineers e"pected a si!ple relationship to e!ergeLthe greater the
illu!ination was5 the higher they e"pected productivity to be.
The results did not support the e"pectations o# the engineers. )nstead o# a clear:cut relationship
between light intensity and productivity5 they saw varied resultsLso!e groups per#or!ed better
than others in low light levels5 #or e"a!ple. To e"plain these results they began e"ploring the
nature o# groups and group interactions. These additional studies resulted in two pri!ary
conclusions. %irst5 the authors o# the studies concluded that group pressures could signi#icantly
a##ect individual per#or!ance. And second5 they concluded that people behave di##erently when
they know they are being observed in a test situation.
These results #unctioned to #urther the i!portance o# hu!an behavior as it pertains to
!anage!ent. A#ter the ;awthorne studies !anagers reali2ed that people in a workplace could be
a##ected by !ore things than $ust their $obs and the work conditions the!selves.
1(1) )n a short essay5 e"plain how the syste!s approach contributes to the understanding o#
!anage!ent.
Answer: A syste! is de#ined as a set o# interrelated and interdependent parts that #unction
together as a single unit5 or uni#ied whole. This view that sees the goal o# a syste! to #unction as
a unit is valuable because it puts the #ocus o# !anagers on #irst >a) to !ake sure that individual
parts are the best they can beM >b) to !ake sure that the coordination o# the parts is opti!alM and
#inally >c) to !ake sure that the entire organi2ation as a #unctioning unit is operating at opti!al
level.
The second aspect o# the syste!s approach that helps in#or! !anagers is the idea that an
organi2ation is an open syste!Lthat is5 an organi2ation doesn/t e"ist in isolation #ro! the rest o#
the world. The organi2ation has its boundaries5 and within those boundaries !anagers need to
work to !ake sure that things are per#or!ing at an opti!al level.
That said5 !anagers also need to keep the outer environ!ent in !ind #ro! which organi2ations
obtain inputs and to which they provide outputs. Though !anagers have !uch less control o# the
outer environ!ent than they do o# the inner organi2ation itsel#5 paying attention to the outer
world and how it relates to the organi2ation can help the organi2ation beco!e success#ul.
1() )n a short essay5 describe the contingency approach to !anage!ent.
Answer: %or years5 !anagers searched #or the single best !anage!ent approach that could be
applied to any organi2ation. Then5 in the 10,3s theorists started thinking that perhaps there was
no single 7best7 approach that could be applied universally. )nstead5 there were a variety o#
di##erent 7best7 approaches that each was best suited to a particular situation.
Theorists dubbed this !ethod o# #inding an appropriate !anage!ent style the contingency
approach because the style a !anager would choose was contingent5 or dependent on the
situation. To de#ine di##erent situations5 the theorists identi#ied a nu!ber o# contingency variables
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that included organi2ation si2e5 routineness o# task5 and environ!ental uncertainty.
1(() )n a short essay5 describe how the contingency variable o# organi2ation si2e !ight a##ect
!anage!ent style.
Answer: As the si2e o# an organi2ation increases5 so do the proble!s o# !anaging that
organi2ation. %or e"a!ple5 a single !anagerNboss !ight be able to handle all planning5
organi2ing5 !otivating5 leading5 and controlling chores #or an organi2ation that has less than ten
or so e!ployees.
;owever5 when the si2e o# the organi2ation suddenly $u!ps to twenty or thirty5 a certain a!ount
o# #or!al hierarchy !ust be instituted5 and when it $u!ps to one hundred or #ive hundred
e!ployees the organi2ation !ust #eature @uite a bit o# #or!al structure and control. There#ore5
the ideal !anage!ent style o# a s!all organi2ation is necessarily very di##erent #ro! that o# a
very large organi2ation.
1(*) )n a short essay5 describe how the contingency variable o# routineness o# task !ight a##ect
!anage!ent style.
Answer: ;ow routine the task is that e!ployees per#or! can a##ect !anage!ent style in a
variety o# ways. %or e"a!ple5 a creative work tea! that routinely solves highly uni@ue proble!s
!ight re@uire a !anagerial style that provides very little with respect to !otivationLas the
workers are !otivated by the tasks the!selvesLbut @uite a bit in ter!s o# structure in !aking
sure that the tea!5 #or e"a!ple5 stays on task5 doesn/t stray to irrelevant5 unproductive topics5
adheres to schedules5 and so on.
Asse!bly line workers5 on the other hand5 who per#or! the sa!e repetitive tasks every day5
!ight re@uire a !anagerial style that includes @uite a bit o# !otivation and encourage!ent as
well as a variety o# di##erent rewards such as pri2es to keep workers working at a highly
productive rate.
1(+) )n a short essay5 describe how the contingency variable o# environ!ental uncertainty !ight
a##ect !anage!ent style.
Answer: )n an industry such as the newspaper business5 #or e"a!ple5 where there is a lot o#
uncertainty about $obs5 revenues5 and strategies that the paper will take5 and priorities it should
have5 !anagers need to take on a very #le"ible but #ir! approach. They need to convey to
e!ployees that they are in charge and on the ball. At the sa!e ti!e they need to be able to
change strategies @uicklyLi# the business cli!ate suddenly changesLand pro!ote a new
strategy and set o# priorities i# the situation warrants it.
)n an industry with !uch less environ!ental uncertainty !anagers can take a !uch !ore #or!al
and prescribed course o# action5 putting5 #or e"a!ple5 great e!phasis on sticking to planned
goals rather than changing plans.
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