14. Peter Drucker was the first person to discuss _____, by which a manager should be self-driven to accomplish key goals that link to organizational success.
A. level 5 leaders
B. competitive strategy
C. management by objective
D. management educator
E. the Hawthorne Effect
15. Managers will utilize _____ skills with increasing frequency as they rise within an organization.
A. conceptual and decision
16. As stated in th etext, all of the following statements are effects of the rise of the Internet, except
A. Managers are now mobile and able to be connected 24 hours a day, 7 days a week.
B. The Internet fulfills many business functions.
C. The rate of globablization has sped up, allowing managers to see what competitors are doing worldwide.
D. It eases the tensions in the work-life area because it allows managers to work from home, or even on vacation.
E. The Internet spurs the innovation of new products, such as smartphones and online banking services.
17. Which of the following is a criticism of the human relations approach to management?
A. Too much authority may be vested in too few people.
B. Rules need to be followed in a routine and biased manner.
C. The important characteristics of the formal organization are ignored.
D. Procedures may become the ends rather than the means.
E. Production tasks are reduced to a set of routine procedures that lead to quality control problems.
18. _____ is specifying the goals to be achieved and deciding in advance the appropriate actions needed to achieve those goals.
19. Identify the right statement about the contribution made by Jack Welch toward management thought and practices.
A. He is known for being the first person to discuss “management by objective” (MBO), by which a manager should be self-driven to accomplish key goals that link to organizational success.
B. He established the need for organizations to set clear objectives and establish the means of evaluating progress toward those objectives.
C. He contends that bureaucratic structures can eliminate the variability that results when managers in the same organization have different skills, experiences, and goals.
D. He advocated the application of scientific methods to analyze work and to determine how to complete production tasks efficiently.
E. He is widely viewed as having mastered “all of the critical aspects of leadership: people, process, strategy and structure.”
20. The evolution of management thought is divided into _____ major sections.
21. _____ is the introduction of new goods and services.
22. Which of the following refers to service?
A. the speed and dependability with which an organization delivers what customers want
B. the technique of keeping costs low to achieve profits and to be able to offer prices that are attractive to consumers
C. the practice aimed at discovering and harnessing an organization’s intellectual resources
D. the technique of establishing goodwill through social relationships
E. the skill of understanding oneself, managing oneself, and dealing effectively with others
23. Which of the following is a contemporary approach to management?
A. scientific management
B. human relations
C. administrative management
D. systematic management
E. quantitative management
24. Which approach was the first to emphasize informal work relationships and worker satisfaction and emerged from a scientific management study that resulted in the discovery of the Hawthorne effect?
A. human relations
B. Hawthorne Studies
D. administrative management
E. scientific management
25. Which of the following is one of the key elements that makes the current business landscape different from those of the past?
B. technological change
D. cost competitiveness
26. Bureaucracy can be defined as
A. a classical management approach that applied scientific methods to analyze and determine the “one best way” to complete production tasks.
B. a classical management approach that attempted to understand and explain how human psychological and social processes interact with the formal aspects of the work situation to influence performance.
C. a classical management approach that attempted to build into operations the specific procedures and processes that would ensure coordination of effort to achieve established goals and plans.
D. a contemporary management approach that emphasizes the application of quantitative analysis to managerial decisions and problems.
E. a classical management approach emphasizing a structured, formal network of relationships among specialized positions in the organization
27. If an organization ensures that a chain of command or hierarchy is well established, which characteristic of an effective bureaucracy does it exhibit?
B. division of labor
E. rules and controls