Q&A Hero

Q: Which of the following statements is true in the context of the systems perspective? a. Entropy is a process that leads to system progress. b. Products and services can be considered as system inputs. c. A closed system is closely connected with and interacts with its environment. d. The performance of one subsystem does not affect the performance of another subsystem. e. Organizations essentially should be open systems.

Q: In the systems perspective, outputs include _____. a. raw materials b. controls c. funds d. human resources e. employee attitudes

Q: Relatively new management concepts such as supply chain management and new techniques such as enterprise resource planning have evolved from the _____ perspective. a. quantitative management b. systems c. contingency d. classical management e. behavioral management

Q: In the context of the systems perspective, an input would be: a. human resources. b. losses. c. feedback loops. d. products. e. services.

Q: In the context of the systems perspective, an output would be: a. technological processes. b. labor skills. c. services. d. raw materials. e. human resources.

Q: _____ is considered to be a form of applied management science. a. Scientific management b. Lean manufacturing c. Behavioral management d. Human relations movement e. Operations management

Q: Which of the following statements is true about operations management? a. It is more statistically sophisticated than management science. b. It exclusively focuses on improving employee attitudes and behavior. c. Itcan be applied moredirectly to managerial situations than management science. d. It relies more on mathematical models than management science. e. It cannot be applied to inventory control and production operations of an organization.

Q: Which of the following statements is true about management science? a. It is part of the classical management perspective. b. It relies on bureaucratic techniques proposed by Max Weber. c. It focuses on mathematical representations of reality. d. It is concerned with improving the performance of individual workers. e. It introduced the piecework pay system.

Q: The _____ perspective focuses on decision making, cost-effectiveness, mathematical models, and the use of computers. a. systems management b. behavioral management c. scientific management d. administrative management e. quantitative management

Q: Which of the following represent the two branches of the quantitative management theory? a. Scientific management and administrative management b. Human relations movement and organizational behavior c. Contingency theory and systems theory d. Theory X and Theory Y e. Management science and operations management

Q: When a manufacturing plant uses mathematical models to plan production and schedule equipment maintenance, it is drawing upon: a. scientific management. b. administrative management. c. management science. d. behavioral perspective. e. Theory X assumptions.

Q: Which of the following draws from psychology, sociology, anthropology, economics, and medicine? a. Organizational behavior b. Scientific management c. Administrative management d. Systems perspective e. Contingency perspective

Q: Which of the following is a Theory X assumption? a. People will both seek and accept responsibility. b. Managers are harsh on their employees. c. People have little ambition. d. People are internally motivated. e. People do not naturally dislike work.

Q: The _____ proposed that workers respond primarily to the social context of the workplace, including social conditioning, group norms, and interpersonal dynamics. a. classical management perspective b. human relations movement c. systems theory d. management science perspective e. organizational theory

Q: A Theory Y assumption is that: a. incentives rather than social processes influence workers. b. managers have tocontrol, direct, coerce, and threaten employees toget them to work toward organizational goals. c. people prefer to be directed, to avoid responsibility,and to want security; they have little ambition. d. people are committed to goals to the degree thatthey receive personal rewards when they reachtheir objectives. e. people naturally dislike work and try to avoid it.

Q: A difference between Theory X and Theory Y is that: a. Theory X makes positive assumptions. b. Theory Y is consistent with the views of scientific management. c. Theory Y assumes that people lack ambition. d. Theory Y represents the assumptions made by human relations advocates. e. Theory Y assumes that people naturally dislike work.

Q: Which of the following assumptions is represented by Theory Y? a. People prefer to be directed, to avoid responsibility,and to want security. b. People are bright, but under most organizationalconditions, their potential is underutilized. c. People do not like work and try to avoid it. d. The productivity of workers is not affected by social processes at the workplace. e. Managers need to be coercive to get work done from their workers.

Q: Which of the following is a Theory Y assumption? a. Social processes do not influence the performance of workers. b. People are not internally motivated to achieve their goals. c. People do not naturally dislike work. d. People like to be directed as they want security. e. People perform better when they are threatened by the manager.

Q: Which of the following was one of the findings of the Hawthorne studies? a. Workers tend to underperform when they are given special attention or supervision. b. Higher pay and incentives are more important to workers than social acceptance. c. All the workers in a group work toward achievingproductivity targets set by supervisors. d. Both individual and social processes play a major role in shaping worker behavior. e. Workers in all groups tend to encourage and support members who are over productive.

Q: In the Hawthorne Studies, workers who overproduced were branded as _____. a. operators b. squealers c. rate busters d. chiselers e. producers

Q: The management pioneer who performed the Hawthorne studies at Western Electric was: a. Lillian Gilbreth. b. Elton Mayo. c. Henry Gantt. d. Frank Gilbreth. e. Frederick Taylor.

Q: _____ is recognized as the father of industrial psychology. a. Douglas McGregor b. Elton Mayo c. Abraham Maslow d. Hugo Munsterberg e. Henri Fayol

Q: Early advocates of the classical management perspective viewed organizations and jobs from an essentially _____ point of view. a. mechanistic b. behavioral c. humanistic d. systematic e. contingent

Q: The concept of _____, suggested by Weber, is based on a rational set of guidelines for structuring organizations in the most efficient manner. a. adhocracy b. bureaucracy c. technocracy d. meritocracy e. scientocracy

Q: Which of the following statements is true about the behavioral management perspective? a. It was first introduced by Max Weber. b. It viewed jobs and organizations from a mechanistic point of view. c. It was influenced by the industrial psychology movement. d. It essentially dealt with job specialization techniques. e. Itslighted the role of the individual in organizations.

Q: The scientific management perspective: a. assumed that workers liked their work. b. focused on the overall management of an organization rather than individual employees. c. emphasizedthe importance of supervising workers. d. was based on the assumption that workers are internally motivated to achieve organizational goals. e. placed maximum emphasis on individual attitudes and behaviors.

Q: Which of the following statements is true of administrative management? a. It deals with the jobs of individual employees. b. It was first introduced by Frank and Lillian Gilbreth. c. It focuses solely on combating soldiering. d. It encompasses the concepts of planning, organizing, and controlling. e. It exclusively focuses on individual attitudes and behaviors and group processes.

Q: Which of the following focuses on the management of the entire firm as opposed to the jobs of individual workers? a. The Contingency theory b. Scientific management c. Administrative management d. Theory X e. The Hawthorne studies

Q: The first person to identify the managerial functions of planning, organizing, leading, and controlling was: a. Elton Mayo. b. Lillian Gilbreth. c. Henri Fayol. d. Hugo Munsterberg. e. Mary Parker Follett.

Q: Lillian Gilbreth was one of the earliest advocates of: a. the contingency theory. b. scientific management. c. administrative management. d. theory X and Y. e. the Hawthorne studies.

Q: Scientific management focuses on: a. improving the efficiency of individual workers. b. increasing employee turnover. c. analyzing the external rather than the internal environment of an organization. d. encouraging soldiering among employees. e. increasing overhead costs.

Q: When employees deliberately work at a slower pace than their capabilities, it is called _____. a. soldiering b. persevering c. controlling d. planning e. deceiving

Q: A _____ is a conceptual framework for organizing knowledge and providing a blueprint for action. a. classic b. mnemonic c. prediction d. theory e. doctrine

Q: A manager who uses the scientific approach to management when making decisions is most likely rely on: a. instincts. b. stereotypes. c. personal experience. d. intuition. e. logic.

Q: _____ refer to a manager's ability to prioritize work, to work efficiently, and to delegate work appropriately. a. Diagnostic skills b. Commanding skills c. Decision-making skills d. Time-management skills e. Conceptual skills

Q: Jordon, a manager, realizes that many employees are leaving the organization. He identifies inconvenient work timings and some of the new employment policies as the causes. Jordon decides to introduce better policies and flexible work timings to reduce employee turnover. This scenario illustrates Jordon's _____ skills. a. mechanical b. technical c. diagnostic d. spatial e. time management

Q: Sarah, a manager, has postponed the task of preparing a report as she has realized that she needs to meet a supplier immediately. This scenario illustrates Sarah's _____ skills. a. conceptual b. spatial c. time management d. technical e. abstract

Q: When a manager writes a mail to a supplier apologizing for a delay in payment, he is most likely to be using his _____ skills. a. conceptual b. technical c. communication d. abstract e. spatial

Q: _____ skills refer to a manager's abilities to both effectively convey ideas and information to others and effectively receive ideas and information from others. a. Technical b. Abstract c. Communication d. Diagnostic e. Conceptual

Q: _____ skills refer to the abilities of managers to visualize the most appropriate response to a situation. a. Social b. Interpersonal c. Technical d. Diagnositc e. Communication

Q: Maria, a manager, studied the performances of the various business units of her organization. After making an assessment, Maria came to the conclusion that the overall costs of the organization can be reduced by integrating the functions of two of the business units. This scenario illustrates Maria's _____ skills. a. technical b. time management c. social d. interpersonal e. conceptual

Q: Winston is often intimidated and uncomfortable with his superiors. Winston needs to develop his _____ skills to be able to communicate easily with his superiors. a. time management b. spatial c. interpersonal d. conceptual e. diagnostic

Q: The ability to motivate others is a(n) _____ skill. a. conceptual b. technical c. communication d. interpersonal e. diagnostic

Q: When a manager answers a subordinate's question regarding the process of creating a report from raw data, he is relying on his _____ skills. a. abstract b. technical c. time management d. decision-making e. spatial

Q: Technical skills: a. are crucial for top managers more than any other managers. b. are nonspecific and broad. c. depend on a manager's ability to think in the abstract. d. are especially important for first-line managers. e. are used the most when making organizational policies.

Q: _____ skills refer to the abilities of managers to think in the abstract, understand the overall workings of the organization and its environment, to grasp how all the parts of the organization fit together, and to view the organization in a holistic manner. a. Time management b. Technical c. Conceptual d. Interpersonal e. Communication

Q: The skills necessary to accomplish or understand the specific kind of work done in an organization are called _____ skills. a. diagnostic b. time management c. conceptual d. technical e. spatial

Q: The management at Beta Corp. has introduced new employment policies. The mangers are now tracking and monitoring the implementation of the new policies. Which of the following management functions is illustrated in the scenario? a. Deskilling b. Controlling c. Organizing d. Leading e. Planning

Q: The management function of leading involves: a. setting an organization's goals. b. motivating and influencing others. c. grouping activities and resources. d. interacting with the external business environment. e. creating organizational strategies.

Q: The final phase of the management process is _____ that involves monitoring the organization's progress toward its goals. a. planning b. organizing c. leading d. controlling e. deskilling

Q: _____ is the set of processes used to get members of an organization to work together to further the interests of the organization. a. Planning b. Organizing c. Controlling d. Leading e. Deskilling

Q: _____ are not associated with any particular management specialty. a. Office managers b. Floor supervisors c. Public relations managers d. Operations managers e. Administrative managers

Q: _____ are concerned with creating and managing the systems that create an organization's products and services. a. Marketing managers b. Human resources managers c. Financial managers d. Operations managers e. First-line managers

Q: _____ work at getting consumers and clients to buy the organization's products or services. a. Operations managers b. Marketing managers c. Regional managers d. Financial managers e. Human resources managers

Q: _____ are typically involved in recruiting and selecting employees,training and development, designing compensation and benefit systems, formulating performanceappraisal systems, and discharging low-performing and problem employees. a. Operations managers b. Human resource managers c. Plant managers d. Marketing managers e. Finance managers

Q: _____ work inareas like new productdevelopment, promotion, and distribution. a. Human resource managers b. Marketing managers c. Plant managers d. Operations managers e. Finance managers

Q: Which of the following would be included in the management function of planning? a. Selecting the course of action most likely to lead to success b. Monitoring progress toward the achievement of goals c. Motivating others to higher levels of achievement d. Communicating company policies to subordinates e. Organizing people and resources

Q: In its simplest form, _____ means setting an organization's goals and deciding how best to achieve them. a. coordinating b. deskilling c. organizing d. controlling e. planning

Q: Typical responsibilities of operations managers include:a. inventory control.b. sales promotion.c. accounting.d. employee development.e. benefit systems development.

Q: Tyler works with Alpha Pharmaceuticals Inc. He is primarily responsible for overseeing production activities. Tyler is concerned with decisions such as the number of product units that need to be manufactured, the overall functioning of the production plants, and the quality of products. Tyler is most likely to be a(n)_____. a. operations manager b. marketing manager c. human resource manager d. sales manager e. public relations manager

Q: Determining how a company's activities and resources are to be grouped is called _____. a. leading b. controlling c. deskilling d. planning e. organizing

Q: One of the titles found in the group of first-line managers is _____. a. chief executive officer b. coordinator c. division head d. general manager e. plantsuperintendent

Q: _____ involves selecting a course of action from a set of alternatives. a. Divesting b. Controlling c. Leading d. Decision making e. Job deskilling

Q: Which of the following statements is true about first-line managers? a. They are primarily responsible for implementing policies made by top managers. b. They are typically involved in creating overall organizational strategies and goals. c. They officially represent their organization to the external environment. d. They typically spend a large proportion of theirtime supervising the work of their subordinates. e. Theymake decisions about activities such as acquiring other companies.

Q: First-line managers: a. are primarily responsible for implementing the policiesand plans developed by top managers. b. make decisions about activities such as acquiring other companies. c. officially represent their organization to the external environment. d. create organizational goals. e. handle administrative duties.

Q: _____ are probably the largest group of managers in most organizations, and are primarily responsible for implementing the policies and plans of an organization. a. Middle managers b. Top managers c. The members of board of directors d. First-line managers e. Floor supervisors

Q: A common middle-management title is: a. chief executive officer. b. division head. c. supervisor. d. office manager. e. coordinator.

Q: _____ make decisions about activities such asinvesting in research and development (R&D) and entering or abandoning various markets. a. Division heads b. Limited partners c. First-line managers d. Middle managers e. Top managers

Q: Which of the following is the role of top managers in an organization? a. Overseeing day-to-day operations b. Performing routine administrative tasks c. Implementing plans of first-line managers d. Creating organizational goals and overall strategy e. Coordinating the work of first-line managers

Q: Which of the following statements is true about top managers? a. They are the largest group of managers in most organizations. b. They officially represent their organization to theexternal environment. c. They primarily oversee the day-to-day operations of an organization. d. They supervise and coordinate the activities of first-line managers. e. They supervise and coordinate the activities of operating employees.

Q: One of the titles found in the group of middle managers is _____. a. director b. vice president c. supervisor d. office manager e. plant manager

Q: A management process is considered to be effective when: a. overhead production costs are increased. b. the right decisions are made and implemented. c. decisions are made independently of the organization's external environment. d. the same amount of resources are allocated to all the functions of the organization. e. the organization is highly centralized.

Q: Which of the following helps make the management process efficient? a. Increasing overhead production costs b. Using resources in a cost-effective manner c. Making management decisions independently of the organization's external environment d. Using the majority of resources for sales promotion activities e. Using micromanagement techniques

Q: _____ can be defined as a set of activities directed at an organization's resources, with the aim of achieving organizational goals in an efficient and effective manner. a. Economics b. Job de-skilling c. Management d. Self-dealing e. Divestment

Q: Identify and briefly discuss the two primary causes of computer-related health problems.

Q: List at least six useful guidelines to protect computer users from criminal hackers.

Q: Briefly describe the purpose of a security dashboard.

Q: Define the term identity theft and briefly describe how identity theft criminals use an individual's personal information.

Q: Outline six useful policies to minimize computer-related waste and mistakes.

Q: To help parents control what their children see on the Internet, some companiesprovide _____ to help screen Internet content.