© McGraw-Hill Australia Kinicki, Management: A practical introduction, 3e Chapter 02 Testbank

Chapter 02

1.
The contemporary or modern perspective of management includes three viewpoints: systems,
behavioural and quantitative.
True False

2.
Frederick Taylor is credited with being the creator and inventor of modern management.
True False

3.
Scientific and administrative management focused on the use of statistical control techniques,
quality assurance and quality circles.
True False

4.
Motivating employees towards achievement is a focus of the classical viewpoint of management.
True False

5.
Oscar is a manager of a downtown hotel and is currently considering the pricing of rooms for the
upcoming holiday season. He would be wise to use the mathematical tools of management
science to help him with this decision.
True False

6.
Sales data would be considered feedback in a system.
True False

7.
Continuous learning in an organisation is more likely to occur in an open system than in a closed
one.
True False

8.
According to evidence-based management, effective managers should ignore new trends.
© McGraw-Hill Australia Kinicki, Management: A practical introduction, 3e Chapter 02 Testbank

True False

9.
Quality control focuses on the performance of workers, urging employees to strive for 'zero
defects'.
True False

10.
A learning organisation is one that actively creates, acquires and transfers knowledge within
itself and is able to modify itself to reflect new knowledge.
True False

11.
The modern or contemporary perspective of management includes which of the following
viewpoints?
A.
Classical, behavioural and quantitative
B.
Quantitative, contingency and quality management
C.
Systems, contingency and quality management
D.
Behavioural, quantitative and contingency
E.
Management science, operations management and quantitative techniques

12.
Classical, behavioural and quantitative viewpoints about management are collectively referred to
as the ______ perspective.
A.
historical
B.
scientific
C.
operations
D.
contemporary
E.
systems

13.
The contemporary perspective includes which of the following viewpoints?
© McGraw-Hill Australia Kinicki, Management: A practical introduction, 3e Chapter 02 Testbank

A.
Behavioural
B.
Systems
C.
Quantitative
D.
Classical
E.
Rational

14.
Scientific and administrative management are part of the ______ viewpoint.
A.
behavioural
B.
contingency
C.
classical
D.
quantitative
E.
quality

15.
______ was concerned with managing the total organisation and was pioneered by Fayol and
Weber.
A.
Administrative management
B.
Operations management
C.
Management science
D.
Scientific management
E.
Contemporary management

16.
Which of the following was a positive feature of bureaucracy, according to Max Weber?
A.
Generalists in the workplace.
B.
A flat organisation with little hierarchy of authority.
© McGraw-Hill Australia Kinicki, Management: A practical introduction, 3e Chapter 02 Testbank

C.
Hiring and promotion based on social status.
D.
Clear division of labour.
E.
Flexible rules and procedures.

17.
The most significant flaw in the classical viewpoint is that it:
A.
overemphasises mathematical techniques.
B.
is impractical in the workplace.
C.
does not address productivity.
D.
discounts the importance of human needs.
E.
does not account for irrational behaviour.

18.
The essence of the classical viewpoint is that:
A.
resources are limited.
B.
a rational approach can be used to boost productivity.
C.
people are self-interested.
D.
people will take on responsibility if it is offered to them.
E.
workers behave how you expect them to.

19.
The ability of McDonald's to deliver food quickly and inexpensively has its roots in which
management theory?
A.
Management science viewpoint
B.
Behavioural viewpoint
C.
Mathematical viewpoint
D.
Systems viewpoint
© McGraw-Hill Australia Kinicki, Management: A practical introduction, 3e Chapter 02 Testbank

E.
Classical viewpoint

20.
Which of the following statements concerning Taylor's principles of scientific management is
true?
A.
They enhanced productivity and helped to increase wage levels.
B.
They enhanced productivity but helped to reduce wage levels.
C.
They reduced productivity but helped to increase wage levels.
D.
They reduced productivity and reduced wage levels.
E.
They enhanced productivity but had no real impact on wage levels.

21.
Which of the following was NOT a positive feature of bureaucracy, according to Max Weber?
A.
A well-defined hierarchy of authority.
B.
Informal rules and procedures.
C.
A clear division of labour, with parts of a complex job being handled by specialists.
D.
Impersonality, without reference or connection to a particular person.
E.
Careers based on merit.

22.
______ management means translating principles based on best evidence into organisational
practice, bringing rationality to the decision-making process.
A.
Total quality
B.
Operations
C.
Administrative
D.
Evidence-based
E.
Scientific
© McGraw-Hill Australia Kinicki, Management: A practical introduction, 3e Chapter 02 Testbank

23.
Melissa runs a residential-cleaning service and has noticed that some of her staff are much more
efficient than others and can clean a house in about half the average time. She would like to
reward these workers with a higher wage by implementing what would be known by Taylor as
a(n):
A.
sliding scale system.
B.
incentivised wage system.
C.
differential rate system.
D.
productivity wage system
E.
merit pay system

24.
Which of the following is one of the phases in the development of the behavioural viewpoint?
A.
Human resource management
B.
Operations management
C.
Operations research
D.
Human relations movement
E.
Administrative management

25.
Which research, though flawed, drew attention to the idea that managers using good human
relations could improve worker productivity?
A.
Maslow’s hierarchy of human needs
B.
Operations research
C.
Theory Y
D.
Fayol’s administrative management
E.
The Hawthorne studies
© McGraw-Hill Australia Kinicki, Management: A practical introduction, 3e Chapter 02 Testbank

26.
Who proposed the hierarchy of human needs as a theory of motivation?
A.
McGregor
B.
Weber
C.
Munsterberg
D.
Maslow
E.
Mayo

27.
An optimistic view of workers that envisions them as capable of accepting responsibility and
working in a self-directed manner is representative of:
A.
a hierarchy of accountability.
B.
a hierarchy of needs.
C.
Theory X.
D.
Theory Y.
E.
a self-fulfilling prophecy.

28.
Behavioural science relies on ______ for developing theories about human behaviour that can
help managers.
A.
rules of thumb
B.
scientific research
C.
intuition
D.
simulations
E.
trial and error

29.
Lesley is working to tough deadlines. She feels she can't trust her team to work on their own and
has to keep pushing them to get anything done. What sort of management viewpoint is this?
© McGraw-Hill Australia Kinicki, Management: A practical introduction, 3e Chapter 02 Testbank

A.
McGregor’s Theory X
B.
McGregor’s Theory Z
C.
Ouchi’s Theory Z
D.
Hawthornian
E.
Hierarchical

30.
Applying techniques like statistics and computer simulations to management are characteristic of
the ______ viewpoint.
A.
classical
B.
behavioural
C.
managerial
D.
quantitative
E.
contingency

31.
The tools of ______ are useful for UPS and FedEx in deciding how many employees and aircraft
should be scheduled during the month of December.
A.
scientific management
B.
soldiering
C.
management science
D.
the Hawthorne studies
E.
efficiency management

32.
Alyssa works for a large amusement park and is in charge of scheduling the sizable staff,
including ride attendants, food service and cleaning employees, and character actors, in an
effective manner. This work is typical of:
A.
© McGraw-Hill Australia Kinicki, Management: A practical introduction, 3e Chapter 02 Testbank

operations research.
B.
contingency planning.
C.
quality management.
D.
operations management.
E.
qualitative analysis.

33.
Curran Investments has had a very profitable year in its business of providing financial advice.
The profit would be considered a(n) ______of the system.
A.
by-product
B.
input
C.
transformational process
D.
output
E.
feedback loop

34.
Marcus works on an assembly line for a US car manufacturer. He would be considered a(n)
______ of this system.
A.
participant
B.
feedback mechanism
C.
input
D.
transformation process
E.
output

35.
David is an architect and the steps he takes in designing and drawing commercial buildings
would be considered which part of his organisation's system?
A.
An input
B.
© McGraw-Hill Australia Kinicki, Management: A practical introduction, 3e Chapter 02 Testbank

Feedback
C.
An output
D.
An affirmation
E.
A transformation process

36.
Customers lined up for hours to be among the first to purchase the new iPad. The excitement for
the product would be considered ______ in the system.
A.
an input
B.
feedback
C.
an output
D.
affirmation
E.
a transformation process

37.
A(n) ______ system continually interacts with its environment.
A.
networked
B.
integrated
C.
active
D.
open
E.
porous

38.
Both the classical management view and the management science perspective consider an
organisation to be a(n) ______; as a simplification for analysis this may work, but in reality it
would open up the organisation to spectacular failure.
A.
closed system
B.
neutral system
C.
© McGraw-Hill Australia Kinicki, Management: A practical introduction, 3e Chapter 02 Testbank

porous system
D.
subsystem
E.
isolated system

39.
Many technology companies are hesitant to involve customers in the development of their
products since they are trying to protect their latest products and ideas from competitors' attempts
to replicate them. This typically results in a fairly ______ system.
A.
responsive
B.
closed
C.
distinctive
D.
stable
E.
intelligent

40.
The study of how order and pattern arise from very complicated, apparently chaotic systems is
known as:
A.
total quality management.
B.
complexity theory.
C.
quality assurance.
D.
systems analysis.
E.
transformation process.

41.
The ______ viewpoint emphasises that a manager's actions should vary according to the
situation.
A.
contingency
B.
quality-management
C.
flexible-management
© McGraw-Hill Australia Kinicki, Management: A practical introduction, 3e Chapter 02 Testbank

D.
systems
E.
scenario

42.
Over her years as a manager, Rose has had a very diverse group of employees; some were very
interested in the financial rewards the company offered while others really would prefer extra
time off or even to be recognised at the monthly department meetings. Rose should consider the
_________ viewpoint of management in this case.
A.
behavioural
B.
systems
C.
contingency
D.
variance management
E.
classical

43.
Which of the following approaches is characteristic of a manager using the contingency
viewpoint?
A.
Purchasing new technology to improve efficiency.
B.
Simplifying the steps of the work process.
C.
Using motivational techniques to boost worker productivity.
D.
Assessing the characteristics of a particular situation before deciding what to do.
E.
Performing a motion study.

44.
'Mindfulness' is characterised by which of the following attributes?
A.
Acting from a single perspective.
B.
Automatic behaviour.
C.
Belief in one right way.
D.
© McGraw-Hill Australia Kinicki, Management: A practical introduction, 3e Chapter 02 Testbank

Active engagement.
E.
Protecting traditional ideas.

45.
The strategy for minimising errors by managing each stage of production is called:
A.
inspection method.
B.
six sigma.
C.
quality assurance.
D.
zero defects.
E.
quality control.

46.
Statistical sampling to locate errors by testing just some of the items in a particular production
run is a ______ technique.
A.
total quality control
B.
continuous improvement
C.
reengineering
D.
quality assurance
E.
total quality management

47.
According to Deming, quality stemmed from a steady focus on the organisation's mission and:
A.
a reduction in production variation.
B.
Theory Y management.
C.
operations research.
D.
the Hawthorne effect.
E.
complexity theory.
© McGraw-Hill Australia Kinicki, Management: A practical introduction, 3e Chapter 02 Testbank

48.
TQM (total quality management) tends to focus attention on improving which type of products?
A.
Experimental products
B.
Unsought products
C.
Existing products
D.
New products
E.
Natural products

49.
The comprehensive approach dedicated to continuous quality improvement, training and
customer satisfaction is known as:
A.
quality rating.
B.
quality assurance.
C.
reengineering.
D.
quality control.
E.
total quality management.

50.
According to one of Deming's rules, when things go wrong, what is the per cent chance that the
individual worker is at fault?
A.
15
B.
20
C.
50
D.
80
E.
85

51.
© McGraw-Hill Australia Kinicki, Management: A practical introduction, 3e Chapter 02 Testbank

Which of the following depends upon creating and acquiring knowledge, transferring knowledge
and modifying behaviour within itself, and is able to modify its behaviour to reflect new
knowledge?
A.
Human resources practices
B.
Organisation culture
C.
Behavioural science
D.
Operations management
E.
Organisational learning

52.
Which of the following is most likely to help build a learning organisation?
A.
Direct staff to avoid failure at all costs.
B.
Create chaos to support new-idea generation.
C.
Restrict training to save expenses and improve the balance sheet.
D.
Encourage heated debates on every proposed idea.
E.
Create a psychologically safe environment.

53.
If the so-called Hawthorne effect was founded on fundamentally flawed research, why was it
considered so important?
______________________________________________________________________________

54.
Describe the systems viewpoint and provide examples of each of the four associated parts using
a real or fictitious company.
______________________________________________________________________________

55.
In what way could the contingency viewpoint simplify an increase in productivity, compared to
the Gilbreth approach or following McGregor's Theory X/Theory Y?
______________________________________________________________________________
© McGraw-Hill Australia Kinicki, Management: A practical introduction, 3e Chapter 02 Testbank

56.
Describe total quality management and list at least three of the four components of it that are
used by organisations to implement it.
______________________________________________________________________________

57.
What is a learning organisation and what competitive advantages do learning organisations hold?
______________________________________________________________________________