MANAGEMENT LEARNING REVIEW 81
.fY1.A.~.A-~·····EMENT LEARNING REVIEW
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(?J END OF CHAPTER QUESTIONS
Knowledge and Understanding bureaucracy, 45
contingency thinking, 55
1. The assumption that people are complex with widely varying needs is most
associated with the _ _ _ _ _ management approaches. continuous improvement, 56
(a) classical (b) neoclassical (c) behavioural (d) modern evidence-based management (EBM), 59
2. The father of scientific management is _ _ _ __ Hawthorne effect, 49
(a) Weber (b) Taylor (c) Mintzberg (d) Katz high-performance organization, 58
3. When the registrar of a university deals with students by an identification human relations movement, 49
number rather than a name, which characteristic of bureaucracy is being dis-
played and what is its intended benefit? ISO certification, 56
(a) division oflabour; competency (b) merit-based careers; productivity knowledge management, 56
(c) rules and procedures; efficiency (d) impersonality; fairness
learning organization, 56
4. If an organization was performing poorly and Henri Fayal were called in as a management science, 53
consultant, what would he most likely suggest to improve things?
motion study, 43
(a) Teach managers to better plan and control.
(b) Teach workers more efficient job methods. need, 50
(c) Promote to management only the most competent workers.
(d) Find ways to increase corporate social responsibility. open system, 54
5. One example of how scientific management principles are applied in organi- operations management, 54
zations today would be operations research, 53
(a) a results-based compensation system. (b) a bureaucratic structure.
organizational behaviour, 49
(c) training in how to better understand worker attitudes.
(d) focus on groups and teamwork rather than individual tasks. scientific management, 43
6. The Hawthorne studies are important because they raised awareness of the self-fulfilling prophecy, 51
important influences of _ _ _ _ _ on productivity.
subsystem, 54
(a) structures (b) human factors (c) physical work conditions
(d) pay and rewards system, 54
7. Advice to study a job, carefully train workers to do that job, and link financial TheoryX, 51
incentives to job performance would most likely come from
TheoryY, 51
(a) scientific management. (b) contingency management.
(c) Henri Fayol. (d) Abraham Maslow. total quality management (TOM), 55
8. The highest level in Maslow's hierarchy is the level of _ _ _ _ _ needs.
(a) safety (b) esteem (c) self-actualization (d) physiological
9. Conflict between the mature adult personality and a rigid organization was a
major concern of
(a) Argyris. (b) Follett. (c) Gantt. (d) Fuller.
62 CHAPTER2 MANAGEMENT [Link] - PAST TO PRESENT
10. When people perform in a situation as they are expected to, this is sometimes called the
- - - - - effect
(a) Hawthorne (b) systems (c) contingency (d) open-systems
11. Resource acquisition and customer satisfaction are important when an Organization is
viewed as a(n)
(a) bureaucracy. (b) dosed system. (c) open system. (d) pyramid.
12. When your local bank or credit union is viewed as an open system, the loan-processing
department would be considered a
(a) subsystem. (b) dosed system. (c) resource input (d) value centre.
13. When a manager notices that Sheryl has strong social needs and assigns her a job in eus-
tomer relations, while also being sure to give Kwabena lots of praise because of his strong
ego needs, the manager is displaying
(a) systems thinking. (b) Theory X. (c) motion study. (d) contingency thinking.
14. In a learning organization, as described by Peter Senge, one would expect to find
(a) priority placed on following rules and procedures.
(b) promotions based on seniority.
(c) employees who are willing to set aside old thinking and embrace new ways.
(d) a strict hierarchy of authority.
-is. The key o~tcomes of high-performance organizations are both consistent high perfor-
mance and
(a) high public support (b) high-quality work-life environments.
(c) effective cost controls. (d) high turnover
Thinking and Inquiry
16. Explain how you can use motion studies in your life.
17. Why is bureaucracy a negative term today?
18. Explain how Mary Parker Follett's work was the beginning of the behavioural manage-
ment-approach.
19. Why sh~uld managers be Theory Y most of the time?
20. When would it be appropriate to be a Theory X manager? .
21. Explain how contingency thinkin .. . .
g is m conflict with Weber's bureaucratic organization.
22. Explain the advantages of ISO certification.
23. What element ofhigh-performance-b d . .
tant? Why? ase organization do you think is the most impor-
---
Communication
----
24. Henry Ford once said "Noth· . . - - - - - - - - - -- - -- - -
Thi · ' mg is particularly d"ffi
1 I •
s is an application of what historical th ? cu t if you divide it into small jobs:'
eory.
REVIEW
MA NAGEM ENT LEA RNING 63
. ·
25. Create a poster of M 1ow,s hierarchy of needs Us . d
. as
ch . e pictures to symbolize each nee .
26. Describe a manager' coa ' or teacher for h a Theory Y
manag p r w _o~ you have worked who is
er. rovide examples to support you opinion.
h.
27. Complete the followin ok:
g grap Ic organizer in your notebo
Classical Management Inconsistency with
Theory Theory Mature Adult
Scientific management People work more efficiently as
tasks are defined.
Weber's bureaucracy People work best in a clear
hierarchy of authority.
Fayol's administrative principles Unity of direction assumes
efficiency will increase when a
person's work is planned by
a supervisor.
Application
taurant can use motion studies.
28. Explain how a fast food res
following:
29. Dra w an ope n s,ystem for the
shop
(a) A hig h sch ool (b) A don ut
r school work.
continuous improvement to you
30. Explain how you can apply
eria.
lied the learning organizations crit
31. Explain how Go ogl e has app
Google? Wh y or why not?
32. Would you wa nt to wo rk for
knowledge development and
e's principles of managing for
33. Ho w can you app ly Googl
owing:
organizational lea rni ng to the foll
ss leadership classroom
(a) Your sch ool (b) Your busine
nt for a software developer. Her
Kat e Vu cic's is the tea m lea der for the university recruitme people on
34.
hir ing new em plo yee s fro m university campuses. There are 10
team focuses on different departments.
m. Eac h per son is res pon sib le for finding new employees for
her tea accountants.
per son onl y hir es com put er programmers; ano the r hires
For example, one m electronically
res ear che s the job s nee ded , creates the job postings, posts the
The team liminary interviews on
accepts the resumes, and does pre
on Workopolis and Craig's List,
campuses acr oss Ca nad a.
rove the
ee wa ys tha t Kat e can use classical ma nag em ent theory to imp
(a) Explain thr
r example.
team. State the the ory and you
Ha wth orn e effect with the team.
(b) Explain how Kate can use the e the team.
eor y X and Th eor y Y to ma nag
(c) Explain how Kate can use Th artment.
lain how Ka te can use Arg yris's the ory in.m ana gin g the dep
(d) Exp
TQ M to the team.
(e) Explain how Kate can app ly ort ant for Kate?
21s t cen tur y ma nag er is mo st imp
(f) Which of the attr ibu tes of the