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Homework answers / question archive /   1)Prior to the introduction of ____, five workers each given an identical task could use five different methods to perform the task with some methods being significantly more efficient than others

  1)Prior to the introduction of ____, five workers each given an identical task could use five different methods to perform the task with some methods being significantly more efficient than others

Management

 

1)Prior to the introduction of ____, five workers each given an identical task could use five different methods to perform the task with some methods being significantly more efficient than others.

 

A.

contingency management

B.

scientific management

C.

bureaucratic management

D.

information management

E.

systems management

 

     

2.

____ occurs when workers deliberately slow down their pace or restrict their work outputs.

 

A.

Job loitering

B.

Chugging

C.

Roadblocking

D.

Lagging

E.

Soldiering

         

 

     

3.

Which management theorist would most likely have said, “The greatest waste in the world comes from needless, ill-directed, and ineffective motions”?

 

A.

Frederick Taylor

B.

Frank and Lilian Gilbreth

C.

Elton Mayo

D.

Henri Fayol

E.

Chester Barnard

         

 

     

4.

A contractor was feeling defeated because the job he was working on was so far behind schedule. As he looked at the job site, he saw one worker moving bricks by carrying two at a time from where they were unloaded to where they were needed. He saw another climbing up a ladder with a few shingles, climbing back down to get more, and then repeating the process. ____ could be used to determine how the workers could perform their tasks more efficiently.

 

A.

Time and motion studies

B.

Resource assessments

C.

Workload analyses

D.

Systems analyses

E.

Cost-benefit analyses

         

 

     

5.

Which of the following is NOT associated with Max Weber’s bureaucratic management?

 

A.

merit-based promotion

B.

span of management

C.

division of labor

D.

chain of command

E.

qualification-based hiring

         

 

     

6.

Which of the following management theorists used his own personal experiences as a CEO to create his theory of management?

 

A.

Elton Mayo

B.

Frederick Taylor

C.

Henri Fayol

D.

Max Weber

E.

Frank Gilbreth

         

 

     

7.

Henri Fayol is responsible for developing ____.

 

A.

bureaucratic management

B.

administrative management

C.

operations management

D.

contingency management

E.

human relations management

         

 

     

8.

According to Henri Fayol’s fourteen principles of management, ____ requires that each employee should report to and receive orders from just one boss.

 

A.

unity of direction

B.

centralization

C.

vertical authority

D.

span of management

E.

unity of command

         

 

     

9.

According to human relations management ____.

 

A.

success follows from strict adherence to the chain of command principle

B.

effective managers must be able to perform all four managerial functions simultaneously

C.

success depends on treating workers well

D.

efficiency equals organizational success

E.

people are simply extensions of the machines they operate

         

 

     

10.

According to Mary Parker Follett, if managers use ____ to settle or reduce conflict, each of the parties involved give up some of what they want.

 

A.

reallocation

B.

mediation

C.

arbitration

D.

negotiation

E.

compromise

         

 

     

11.

With integrative conflict resolution ____.

 

A.

a third party’s decision settles the conflict

B.

both parties work together to create an alternative solution that includes shared preferences and integrates interests

C.

both parties involved agree to give up something

D.

both parties in the conflict are coerced into accepting a less-then-optimal solution

E.

peer pressure determines the settlement of the conflict

         

 

     

12.

According to Mary Parker Follett ____.

 

A.

most things that occur in organizations are interrelated

B.

coordination is a continuing process

C.

conflict can be beneficial

D.

integration is the most effective approach to conflict resolution

E.

all of these are true

         

 

     

13.

During the Bank Wiring Room phase of his Hawthorne Studies, Elton Mayo witnessed behavior reminiscent of the ____ Frederick Taylor observed.

 

A.

positive effects of employee empowerment

B.

group dissonance

C.

soldiering

D.

rate busting

E.

lagging behavior

         

 

     

14.

Chester Barnard defined a(n) ____ as “a system of consciously coordinated activities or forces of two or more persons.”

 

A.

bureaucracy

B.

department

C.

work unit

D.

organization

E.

administration

         

 

     

15.

In general, people will be indifferent to managerial directives or orders if they ____.

 

A.

are understood

B.

are consistent with the purpose of the organization

C.

can actually be carried out by those people

D.

are compatible with the people’s personal interests

E.

meet all of the above qualifications

         

 

     

16.

Which of the following management theorists believed that workers ultimately grant managers their authority?

 

A.

Chester Barnard

B.

Max Weber

C.

Mary Parker Follett

D.

Elton Mayo

E.

Frank and Lillian Gilbreth

         

 

     

17.

____ involves managing the daily production of goods and services.

 

 

A.

Operations management

B.

Resource management

C.

Systems management

D.

Contingency management

E.

Bureaucratic management

 

         

 

     

18.

Thanks to ____, Unverferth, a farm equipment manufacturer, was able to use computer-assisted design in the development of its new 12-row subsoiler for cotton production.

 

A.

Henry Ford

B.

Henry Gantt

C.

Gaspard Monge

D.

Eli Whitney

E.

Pietro Beretta

         

 

     

19.

What is the term used for the amount and number of raw materials, parts, and finished products that a company has in its possession?

 

A.

supplies

B.

material resources

C.

distributed materials

D.

inventory

E.

physical resources

         

 

     

20.

Which of the following statements about information management is true?

 

A.

It is a form of management that appeared with the introduction of computers.

B.

Two types of information technology are the cash register and the typewriter.

C.

Throughout history, organizations have been reticent to adopt new information technologies.

D.

Businesses are not typically interested in information technologies that offer speed.

E.

All of these statement about information management are true.

         

 

     

21.

A systems view of management allows managers to ____.

 

A.

deal with the complex environment in which their companies operate

B.

manage employee attendance

C.

communicate efficiently

D.

store and retrieve all types of information

E.

eliminate production bottlenecks

         

 

     

22.

All ____ function without interacting with their environment.

 

A.

covert systems

B.

entropic systems

C.

closed systems

D.

synergistic subsystems

E.

open systems

         

 

     

23.

____ occurs when 1 + 1 = 3.

 

A.

An open system

B.

Synergy

C.

Entropy

D.

Reciprocity

E.

A closed system

         

 

     

24.

Which of the following is an example of a closed system?

 

A.

an isolated ranch in Montana

B.

Buckingham Palace

C.

the Metropolitan Museum of Art

D.

United States Postal System

E.

none of the above

         

 

     

25.

Which of the following would be a part of an organization’s general environment?

 

A.

its customers

B.

the economy in which it operates

C.

its competitors

D.

its suppliers

E.

advocacy groups

         

 

     

26.

Which of the following would be a part of an organization’s specific environment?

 

A.

the technology it uses to make its product

B.

new laws controlling its product’s exportation

C.

the economy in which it operates

D.

its competitors

E.

all of the above

         

 

 

 

 

   

 

 

27.

Which of the following statements describes an advantage of the systems approach to management?

 

 

 

A.

It forces managers to be aware of how the environment affects specific parts of the organization.

B.

It makes managers acutely aware that good internal management of the organization may not be enough to ensure survival.

C.

It encourages managers to focus on better communication and cooperation within the organization.

D.

It forces managers to view their organization as part of a whole.

E.

All of these describe advantages of the systems approach to management.

                 

 

     

28.

Which of the following statements describes an advantage of the systems approach to management?

 

A.

It simplifies the management process by supporting the principle of unity of command.

B.

It allows managers to reward workers on the basis of their performance.

C.

It allows managers to move comfortably in and out of the various managerial roles.

D.

It forces managers to create coordinated communication.

E.

It forces managers to view their organization as part of a whole.

         

 

     

29.

According to ____, the most effective management theory or idea depends on the kinds of problems or situations that managers are facing at a particular time and place.

 

A.

scientific management

B.

the human relations approach

C.

administrative management

D.

the contingency approach

E.

bureaucratic management

         

 

     

30.

International Steel Group (ISG)
As the day shift supervisor at the steel plant, you summon the six college students who are working for you this summer doing whatever you need done (sweeping up, sandblasting the inside of boilers that are down for maintenance, running errands, etc.). You walk them across the plant to a field where the company stores scrap metal “leftovers.” The area, about the size of a football field, is stacked with organized piles of metal. You explain that everything they see has just been sold. Metal prices, which have been depressed, have finally risen enough that the company can earn a small profit by selling its scrap.
You point out that railroad tracks divide the field into parallel sectors, like the lines on a football field, so that each stack of metal is no more than 15 feet from a track. Each stack contains 390 pieces of metal. Each piece weighs 92 pounds and is about a yard long and just over 4 inches high and 4 inches wide. You tell the students that, working as a team, they are to pick up each piece, walk up a ramp to a railroad car positioned next to each stack, and then neatly position and stack the metal for shipment. That’s right, you repeat, 92 pounds, walk up the ramp, and carry the metal onto the rail car. Anticipating their questions, you explain that a forklift could be used only if the metal was stored on wooden pallets (it isn’t), if the pallets could withstand the weight of the metal (they would be crushed), and if you, as their supervisor, had forklifts and people trained to run them (you don’t). In other words, the only way to get the metal into the rail cars is for the students to carry it.
Based on an old report from the last time the company sold some of the metal, you know that over an eight-hour shift workers typically loaded about 30 to 31 pieces of metal parts per hour. At that pace, though, it will take your six students six weeks to load all of the metal, and the purchasing manager who sold it says it must be shipped in two weeks. So, without more workers (there’s a hiring freeze) and without forklifts, all of the metal has to be loaded by hand by these six workers in two weeks.

Refer to ISG. What advice should the shift supervisor, who is in charge of the six college students, take from the teachings of Henri Fayol that is most likely to improve productivity?

 

A.

Eliminating bottlenecks is the key to job effectiveness.

B.

Coordination is the key to job effectiveness.

C.

Integrative conflict resolution is preferable to compromise or domination.

D.

Division of work will get the job done more efficiently.

E.

Always follow the chain of command.

         

 

     

 

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