Question 1

Max Weber's ideas developed in reaction to performance deficiencies in the organizations of his day.

Accepted Answer

Max Weber developed his theories on bureaucracy and rational-legal authority as a response to the inefficiencies and inequities he observed in the organizations of his time, aiming to create a more efficient and fair system of organization.

Question 2

Maslow's theory of human needs uses his satisfaction principle that describes the relative importance of five need levels arranged in a hierarchy.

Accepted Answer

False

Question 3

Theory X managers assume that subordinates are: willing to work, capable of self-control, willing to accept responsibility, imaginative and creative, and capable of self-direction.

Accepted Answer

Theory X managers assume that subordinates are inherently lazy, lack ambition, are self-centered, resist change, and are not particularly intelligent, which is the opposite of the qualities listed.

Question 4

According to Chris Argyris, management principles and practices that are associated with classical management approaches are inconsistent with the mature adult personality.

Accepted Answer

Chris Argyris argued that classical management principles, which often emphasize strict control, hierarchical structures, and a lack of employee autonomy, are inconsistent with the characteristics of mature adult personalities, which include desires for independence, growth, and self-actualization.

Question 5

According to Argyris's theory of personality and organization, managers who treat people as mature and responsible adults will achieve the highest productivity.

Accepted Answer

Argyris's theory suggests that when managers treat employees as mature and responsible individuals, it leads to higher levels of engagement, satisfaction, and productivity, as it aligns with the employees' natural desire for growth and responsibility.

Question 6

Queuing theory is used to calculate how best to allocate resources among competing uses.

Accepted Answer

Queuing theory is primarily used to analyze waiting lines and optimize service efficiency, not specifically for resource allocation among competing uses.

Question 7

High performance by the organization as a whole occurs only when each subsystem performs its tasks well and works well in cooperation with other subsystems.

Accepted Answer

This statement is true because an organization's overall performance is a cumulative result of the efficiency and cooperation of its subsystems. Each subsystem must not only perform its specific tasks effectively but also work in harmony with other subsystems to achieve the organization's goals.

Question 8

Contingency thinking maintains that the best solution to management problems depends on the demands of the situation and that therefore, there is not one best way to manage.

Accepted Answer

Contingency thinking suggests that the effectiveness of a management approach is contingent upon the fit between the manager's actions and the specific circumstances of the situation. This perspective argues against the notion of a single best way to manage in all situations, advocating instead for a situational approach to management problems.

Question 9

According to contingency theory, a management solution that works well in an uncertain environment will not necessarily work well in a stable environment.

Accepted Answer

Contingency theory suggests that the effectiveness of a management strategy is contingent upon the internal and external environment. Therefore, a strategy that works in an uncertain environment may not be suitable for a stable environment.

Question 10

Learning organizations should emphasize values that focus on information, teamwork, empowerment, participation, and leadership.

Accepted Answer

Learning organizations thrive on principles that promote continuous learning and improvement, where information sharing, teamwork, empowerment, participation, and leadership are essential values for fostering an environment of growth and adaptability.

Question 11

The concept of putting operating workers at the top serving customers, while managers are at the bottom supporting them is a known as the
A) customer centred pyramid.
B) upside-down pyramid.
C) team approach.
D) network organization.
E) top-down organization.

Accepted Answer

The upside-down pyramid is a management model that inverts the traditional hierarchy, placing customers at the top and management at the bottom to emphasize the importance of serving the customers' needs. This model suggests that managers are there to support the frontline employees who directly interact with the customers, rather than the other way around.

Question 12

According to John Kotter, two activities are fundamental to a general manager's success in mastering daily challenges. These two activities are
A) negotiating and directing.
B) motivating and controlling.
C) planning and controlling.
D) agenda setting and networking.
E) communicating and leading.

Accepted Answer

According to John Kotter, the two fundamental activities for a general manager's success in mastering daily challenges are agenda setting and networking. These activities help managers to identify and prioritize tasks that need attention and to build relationships that are crucial for achieving these tasks.

Question 13

Richard is the manager of a local book store. The store has two assistant managers. There is a regional manager, a provincial manager, a Chief Operating Officer (COO) and a Chief Executive Officer (CEO) above him. Answer the following questions.
a) What level of manager is Richard? Explain.
b) Is Richard a line or a staff manager? Explain.
c) Is Richard a general or a functional manager? Explain.
d) Explain Richard's role within the context of the upside-down pyramid view of an organization.
e) Describe what Richard's day may be like?
f) Describe how Richard will use the managerial skills in his job. Which of these skills is the most important?

Accepted Answer

The answer of Richard is the manager of a local...

Quiz 1: Management Fundamentals and Management Learning -- Past to Present