Test Bank For MGMT 2nd Canadian Edition
Chapter 2—History of Management
MULTIPLE CHOICE
1.Anthony was a skilled woodworker whose exquisite handiwork was sought after by many for custom furniture. However, due to the invention of cutting machines and processes, the need for Anthony’s skills decreased quickly. Which period of time did Anthony exist in?
a.
1650–1750
b.
1750–1900
c.
1900–1950
d.
1950–2000
ANS: B
During the industrial revolution of 1750–1900, steam and power made production possible and machines began replacing highly paid skilled artisans.
PTS: 1 REF: p. 19 OBJ: 1 BLM: Higher Order
2.How did the Industrial Revolution change jobs and organizations?
a.
Managers realized the importance of synergistic tasks.
b.
Managers realized the importance of customer relations.
c.
Low-paid, unskilled workers running machines began to replace high-paid, skilled artisans.
d.
Skilled jobs were performed in homes rather than in factories.
ANS: C
Instead of being performed in fields and homes, jobs occurred in large, formal organizations where hundreds of people worked under one roof.
PTS: 1 REF: p. 19 OBJ: 1 BLM: Remember
3.William used to allow his packaging employees freedom to prepare custom orders as they liked, and each had their own way of packing boxes. A consultant was hired and William’s department became more efficient when the packagers learned and followed a specific packaging process. Which type of management influenced the change in William’s department?
a.
contingency management
b.
scientific management
c.
bureaucratic management
d.
information management
ANS: B
Scientific management involves thoroughly studying and testing different work methods to identify the best, most efficient way to complete a job.
PTS: 1 REF: p. 20 OBJ: 2 BLM: Higher Order
4.Beverly is unhappy with her production supervisor. Beverly would normally finish 200 products per shift but she is purposely finishing less than 100 by working at a much slower pace. What is this an example of?
a.
job loitering
b.
roadblocking
c.
lagging
d.
soldiering
ANS: D PTS: 1 REF: p. 21 OBJ: 2
BLM:Higher Order
5.What is Frederick Taylor famous for?
a.
developing time and motion studies
b.
being first to define the functions of managers
c.
developing the 14 principles of management
d.
creating the principles of scientific management
ANS: D PTS: 1 REF: p. 20–21 OBJ: 2
BLM: Remember
6.Kathy is the production manager for a computer assembly company. Kathy is evaluating her best workers so that their assembly methods can be formalized and documented for all workers to follow. Which goal of scientific management is Kathy pursuing?
a.
making sure that workers did not consider their work boring or repetitive
b.
eliminating conflict between workers and management
c.
finding the one best way to perform each task
d.
finding different ways to motivate workers
ANS: C
Scientific management involves thoroughly studying and testing different work methods to identify the best, most efficient way to complete a job.
PTS: 1 REF: p. 20–21 OBJ: 2 BLM: Higher Order
7.Patrick rewards his best production workers and treats all workers fairly. When Patrick encouraged all production staff to model the most efficient ones, he rewarded the entire department when their production numbers increased. To which human relations approach is this most closely related?
a.
using group dynamics to ensure that organizational goals are met
b.
employing Gantt charts to monitor productivity
c.
finding the one best way for doing each task
d.
dividing the work and the responsibility equally between management and workers
ANS: A
The importance of group dynamics was realized in the Hawthorne Studies.
PTS: 1 REF: p. 26 OBJ: 4 BLM: Higher Order
8.Karl spent a morning evaluating his production staff and recorded their movements with a stopwatch. He realized he could reduce the distance workers walked to complete a process by simply changing the direction of flow of the product. Which element of Frank and Lillian Gilbreth’s work is this an example of?
a.
They used motion studies to eliminate unnecessary or repetitive motions from work.
b.
They proved the effectiveness of nonfinancial motivators in convincing workers to strive for organizational goals.
c.
They realized how the principles of sociology applied to worker performance.
d.
They identified the four functions managers perform.
ANS: A PTS: 1 REF: p. 22–23 OBJ: 2
BLM:Higher Order
9.Which management theorist would most likely have used his understanding of how work is done to help surgeons eliminate unnecessary motions, operate more efficiently, and save more lives by closely studying how surgeries were performed?
a.
Henri Fayol
b.
Chester Barnard
c.
Frederick Taylor
d.
Frank Gilbreth
ANS: D
This episode in Gilbreth’s life is described in a book written by one of his sons. He used motion studies to reduce surgery time.
PTS: 1 REF: p. 22–23 OBJ: 2 BLM: Higher Order
10.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 Gilbreth
c.
Henri Fayol
d.
Chester Barnard
ANS: B
Gilbreth is famous for using motion studies to reduce or eliminate unnecessary and repetitive motions.
PTS: 1 REF: p. 22–23 OBJ: 2 BLM: Remember
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