Deck 1: Introduction and Historical Background

Question 1

Which of the following is not characteristic of modern organizations?

A) Constantly evolving and thriving on change.
B) Make little use of the Internet.
C) Some employees will find such organizations stressful.
D) Have a global focus.

Answer 1

B

Question 2

Which of the following characterizes modern organizations?

A) Face simultaneous pressures for stability and change.
B) They will need repeated innovation to stay competitive.
C) Virtual organizations will become increasingly common.
D) All answers characterize modern organizations.

Answer 2

D

Question 3

Which of the following is not an organization characteristic?

A) A system of five or more people.
B) Cooperation.
C) Goal orientation.
D) Authority relationships.

Answer 3

A

Question 4

We know how people are motivated at work from the discipline of

A) Sociology of work.
B) Psychology.
C) Anthropology.
D) Political science.

Question 5

When we study how organizational culture affects work behavior, we likely draw from the discipline of

A) Sociology of work.
B) Psychology.
C) Anthropology.
D) Political science.

Question 6

We know much about social status and social relationships and their effect on work behavior from the discipline of

A) Sociology of work.
B) Anthropology.
C) Political science.
D) Psychology.

Question 7

When organizational scientists study political behavior in organizations, they likely draw from the discipline of

A) Sociology of work.
B) Anthropology.
C) Psychology.
D) Political science.

Question 8

The discipline of organizational theory draws primarily from

A) Sociology.
B) Social psychology.
C) Industrial psychology.
D) Political science.

Question 9

The discipline concerned with understanding organizational design is

A) Organizational behavior.
B) Organizational theory.
C) Sociology of organizations.
D) Sociology of work.

Question 10

Which of the following disciplines is least likely to contribute to the study of organizational theory?

A) Sociology.
B) Political science.
C) Anthropology.
D) Sociology of organizations.

Question 11

Which of the following disciplines is least likely to contribute to the study of organizational behavior?

A) Social psychology.
B) Sociology of work.
C) Sociology of organizations.
D) Industrial psychology.

Question 12

Which of the following statements is correct about the relationship between organizational behavior and organizational design?

A) Organizational behavior creates organizational design.
B) Organizational design determines organizational behavior.
C) Organizational behavior and organizational design affect each other.
D) Organizational behavior and organizational design are completely independent.

Question 13

A manager who borrows from all motivation theories to solve a problem of employee productivity is similar to a photographer using a

A) Telephoto lens.
B) Normal lens.
C) Wide-angle lens.
D) No answers are correct.

Question 14

A manager who uses the expectancy and valence concepts to solve a problem with an unmotivated worker is similar to a photographer using a

A) Normal lens.
B) Wide-angle lens.
C) Telephoto lens.
D) No answers are correct.

Question 15

Functional analysis is an analytical tool borrowed from

A) Psychology.
B) Sociology.
C) Political science.
D) Anthropology.

Question 16

When an organization sets quantity goals for production, and workers meet these goals by producing poor-quality output, the poor-quality output is a

A) Latent functional consequence.
B) Manifest functional consequence.
C) Latent dysfunctional consequence.
D) Manifest dysfunctional consequence.

Question 17

When an organization tries to foster teamwork but gives group members bonuses based on individual performance, teamwork may be sacrificed. This is an example of a

A) Manifest functional consequence.
B) Latent functional consequence.
C) Manifest dysfunctional consequence.
D) Latent dysfunctional consequence.

Question 18

An organization tries to increase attendance at work and successfully uses a bonus system that greatly reduces absenteeism. The reduced absenteeism is a

A) Manifest functional consequence.
B) Latent functional consequence.
C) Manifest dysfunctional consequence.
D) Latent dysfunctional consequence.

Question 19

A plant manager uses an efficiency rating to measure a department's performance. Department managers push people and equipment to get a high efficiency rating. People feel overstressed and the equipment breaks down from overuse. This is a

A) Manifest functional consequence.
B) Latent functional consequence.
C) Manifest dysfunctional consequence.
D) Latent dysfunctional consequence.

Question 20

Latent dysfunctional consequences of the division of labor (Adam Smith) include which of the following?

A) Mental degradation of workers.
B) Decreased social involvement of workers.
C) Innovations by workers.
D) Physical inactivity.

Question 21

Which of the following is not a scientific management principle (Taylor)?

A) Management must carefully study jobs to develop standard work practices and standardize the tools used.
B) Management must carefully select and train each worker to produce at maximum potential.
C) Management must cooperate with workers to insure that work is done according to standard procedures.
D) Management must change the division of labor between management and workers so that the workers plan and make task assignments.

Question 22

Which of the following statements is false about scientific management (Taylor)?

A) Scientific management contrasted with most views of management at the time.
B) Management should give feedback to workers about their progress.
C) Workers should be paid a fair wage.
D) Managers should make task assignments and set performance goals.

Question 23

The theory of administration (Fayol) described all the following management functions except

A) Planning.
B) Organizing.
C) Bureaucracy.
D) Control.

Question 24

Which of the following is among the basic management ideas in the theory of administration (Fayol)?

A) Division of work.
B) Authority and responsibility.
C) Unity of command.
D) All answers note a basic management idea in the theory of administration.

Question 25

Which of the following is not a management function according to the theory of administration (Fayol)?

A) Planning.
B) Organizing.
C) Control.
D) integrating.

Question 26

The view that a person should receive orders from only one supervisor is the principle of

A) Centralization.
B) Unity of command.
C) Authority and responsibility.
D) Unity of direction.

Question 27

The view that there should be a single goal for a department or work unit is the principle of

A) Centralization.
B) Unity of command.
C) Authority and responsibility.
D) Unity of direction.

Question 28

Which of the following is the correct statement of the relationships between principles in the theory of administration (Fayol)?

A) Centralization → decentralization → delegation of authority → unity of direction→ division of labor.
B) Delegation of authority → centralization-decentralization → division of labor → unity of command.
C) Delegation of authority → division of labor → centralization-decentralization → unity of command
D) Division of labor → delegation of authority → centralization-decentralization → unity of command

Question 29

The type of authority used in bureaucracies is

A) Official.
B) Legal or rational.
C) Charismatic.
D) Traditional.

Question 30

The type of authority that exists in a position before a person takes the position is

A) Official.
B) Legal or rational.
C) Charismatic.
D) Traditional.

Question 31

Which type of authority is the most stable in organizations?

A) Legal or rational
B) Traditional
C) Charismatic
D) Official

Question 32

Which of the following is not a feature of a bureaucracy?

A) Clearly defined and specialized functions.
B) Hierarchical form.
C) Written rules and procedures.
D) Ambiguous hierarchical relationships.

Question 33

Which of the following is a feature of bureaucracy?

A) Impersonality.
B) Specifically defined functions.
C) Written rules and procedures.
D) All answers are correct.

Question 34

Your text described three ways of managing conflict (Follett). Which of the following are the three conflict management methods?

A) Division of labor, legal authority, charisma.
B) Dominance, compromise, differentiation.
C) Delegation of authority, integration, dominance.
D) Dominance, integration, compromise.

Question 35

A creative suggestion (Follett) for managing conflict is

A) Dominance.
B) Integration of desires.
C) Compromise.
D) Accommodative.

Question 36

An early view of leadership (Follett) proposed that it had which of the following features?

A) Leaders have visions of the future.
B) Leaders know the technical parts of their jobs.
C) Leaders develop their subordinates to become leaders.
D) All answers are correct.

Question 37

Which of the following statements is false about views from The Functions of the Executive (Barnard)?

A) A manager must first attend to the motivation to participate, and then attend to the motivation to perform.
B) People joined organizations when their contributions slightly exceeded the inducements.
C) Motivation to perform focuses on performance levels higher than the minimum.
D) Purposes and limitations are associated with forming an organization.

Question 38

Which of the following concepts does not come from The Functions of the Executive (Barnard)?

A) Motivation to perform.
B) Inducements-contributions balance.
C) Integration of desires.
D) Motivation to participate.

Question 39

Which of the following observations or definitions from The Functions of the Executive (Barnard) is correct?

A) Organizations are consciously coordinated systems of two or more persons.
B) Organizations offer people inducements in exchange for their contributions to get them to join and stay with the organization.
C) People execute orders that fall within their zone of indifference without any thought or question.
D) All answers are correct.

Question 40

Which of the following statements is false about the Hawthorne Studies?

A) One conclusion was that a people-oriented form of management led to more productivity than an authoritarian form of management.
B) One conclusion was that the social dynamics in a workgroup could affect worker productivity.
C) Weaknesses in research design limit conclusions from the Hawthorne Studies.
D) All answers are true.

Question 41

Which of the following are Theory X assumptions?

A) The average person wants security, has little ambition, and avoids responsibility.
B) The average person dislikes working and will avoid it if possible.
C) Because people dislike working, they must be tightly controlled and pressured to get them to work toward organizational goals.
D) All answers are correct.

Question 42

Which of the following is not a Theory Y assumption?

A) If a person is committed to a set of goals, he or she will work toward them without external control.
B) The average person can learn to accept responsibility. Lack of ambition is not a basic human characteristic.
C) Modern organizations fully use their workers' potentialities.
D) Creativity, ingenuity, and imagination are human characteristics that are widely dispersed in the population.

Question 43

Which of the following is part of a view (Drucker) of organizational governance and management integrity?

A) Integrity is a critical part of a manager's character.
B) Effective governance requires a strongly independent board of directors.
C) Effective governance requires a diverse board of directors.
D) All answers are correct.

Question 44

Which of the following is part of a view of the role of a board of directors in organizational governance?

A) Board members should question the organization's manager's assumptions.
B) A role of the board of directors includes reviewing senior management's plans.
C) An organization's board of directors should take action in times of crisis.
D) All answers are correct.

Question 45

Management by objectives (MBO) has which of the following characteristics?

A) Lower-level managers participate in goal setting with their senior managers.
B) Each manager's goals become a source of self-control for their performance.
C) Peter Drucker viewed self-control as an important motivator of behavior.
D) All answers are correct.

Question 46

Which of the following is not a future prediction made in Peter Drucker's observations?

A) There will be increased use of alliances, partnerships, and joint ventures, globally.
B) The management challenge is to view change as a threat, not an opportunity.
C) There will be a compelling need to decentralize organizations.
D) World markets will become more important than domestic markets.

Question 47

Modern organizations face simultaneous pressures for stability and change.

Question 48

Modern organizations will rely on their intranet for internal interactions.

Question 49

Modern organizations will prove exhilarating for some employees and stressful for others.

Question 50

Virtual organizations are networks of organizations that coordinate their activities electronically.

Question 51

Virtual organizations will not become increasingly common in the future.

Question 52

Electronic business (e-commerce) will force new strategic decisions on managers in the future.

Question 53

Many employees will telecommute in the future, working from their home with computer technology.

Question 54

Organizations are bounded systems of structured social interaction.

Question 55

The American Association of Retired Persons is an example of an organization.

Question 56

An organization is a system of cooperative action, with a purpose, involving two or more people.

Question 57

Organizational behavior focuses on organizational design and structure.

Question 58

Organizational behavior and organizational theory are independent disciplines.

Question 59

The core discipline of organizational theory is psychology.

Question 60

A theory is a plausible explanation of a phenomenon.

Question 61

A manager should use concepts from only one theory to analyze an organizational problem.

Question 62

Theories and concepts can act as camera lenses, giving managers differing views of an organizational issue or problem.

Question 63

Your text takes the following view of theory: "Nothing is as practical as a good theory."

Question 64

A manifest functional consequence is a positive result for an organization that a person intends to happen.

Question 65

A decrease in production quality is a possible latent functional consequence of production quantity quotas.

Question 66

Latent dysfunctions are positive results a person intends to happen.

Question 67

Managers try to make decisions that have manifest functional consequences for their organization.

Question 68

Manifest consequences are the intended results of a person's actions.

Question 69

Scholars do not perceive the division of labor (Adam Smith) as an important part of classical organizational theory.

Question 70

Division of labor (Adam Smith) leads to high specialization and routine work.

Question 71

Adam Smith felt the division of labor could have some latent dysfunctional consequences.

Question 72

Scientific management (Taylor) advocated an adversarial relationship between management and labor.

Question 73

Scientific management (Taylor) suggests that workers should plan and make task assignments.

Question 74

Scientific management (Taylor) standardizes jobs and tools to get the greatest work efficiency.

Question 75

Scientific management (Taylor) believed that organizations should reward workers with economic incentives for individual productivity.

Question 76

The theory of administration (Fayol) applies to both public and private organizations.

Question 77

Managers who perform the five management functions described by the theory of administration (Fayol) were associated with higher-performing work units or organizations.

Question 78

The theory of administration (Fayol) suggests that managers should rigidly follow its principles of management.

Question 79

The principle of the division of labor applies only to tasks done by individuals.

Question 80

Delegation of authority affects an organization's centralization or decentralization.