Question 1

The contingency viewpoint is also called the ____________ approach.
A) classical
B) situational
C) behavioral
D) network

Accepted Answer

The contingency viewpoint is also called the situational approach because it emphasizes that what managers do in practice depends on, or is contingent upon, a given set of circumstances—a situation.

Question 2

The __________ viewpoint contends that management practices should be consistent with the requirements of the external environment, technology, and capabilities of the people involved.
A) behavioral
B) administrative
C) systematic
D) contingency

Accepted Answer

The contingency viewpoint argues that management practices need to be aligned with the specifics of the external environment, the technology in use, and the abilities of the workforce, suggesting that there is no one-size-fits-all approach to management.

Question 3

The essence of the contingency viewpoint is that management practices should be consistent with the requirement of the external environment, the technology used, and the _____________________.
A) people who work for the organization
B) customers who purchase products made the organization
C) organization's external customers
D) firms that supply inputs to an organization

Accepted Answer

The contingency viewpoint in management suggests that the most appropriate management practices depend on the context of the situation, which includes the external environment, the technology being used, and the characteristics of the people within the organization. This approach recognizes that there is no one best way to manage and that organizational strategies and practices should vary according to the specific circumstances and needs of the organization and its employees.

Question 4

Which of the following is not one of the contingency variables in the contingency viewpoint?
A) external environment
B) technology
C) people
D) customer service

Accepted Answer

The contingency viewpoint suggests that a manager's approach should vary according to the individual and the environmental situation. While external environment, technology, and people are commonly considered contingency variables that influence organizational strategy and structure, customer service is more of an outcome or a focus area of organizational strategy rather than a contingency variable itself.

Question 5

The relative importance of each contingency variable _______________________.
A) is dictated by the company's strategy
B) is determined by the firm's industry structure
C) depends on the type of managerial problem being considered
D) All of the above are correct.

Accepted Answer

The relative importance of each contingency variable can indeed be influenced by the company's strategy, the firm's industry structure, and the specific type of managerial problem being considered. This reflects the essence of contingency theory, which posits that there is no one best way to organize or make decisions; instead, the most effective approach depends on the specific internal and external circumstances facing an organization.

Question 6

Which of the following is not an example of a technology?
A) machines
B) inputs
C) tools
D) knowledge

Accepted Answer

Inputs are not considered technology. Technology refers to the application of knowledge for practical purposes and includes things like machines, tools, and the knowledge itself used to create and use those machines and tools. Inputs, however, refer to the resources used to produce goods and services, such as raw materials, labor, and capital, rather than the technology used in the production process.

Question 7

In China, Phillips has more than 20,000 employees. In India, Phillips has 1,500 software engineers. The Indian factory is more efficient than the Chinese factory; however, Phillips continues to operate in both countries. Philips must continue to operate in both countries because of the ______________ in India.
A) lack of communication
B) lack of innovation
C) poor roads
D) poor technology

Accepted Answer

The statement implies that despite the Indian factory's efficiency, there are infrastructural challenges such as poor roads that necessitate continued operations in China.

Question 8

Phillips is using India as a test country to see if it can sell new products to ____________ people.
A) rural "poor"
B) multicultural
C) sophisticated
D) uneducated

Accepted Answer

Phillips is targeting the rural "poor" population in India as a test market for new products, aiming to see if these products can meet the needs and preferences of this demographic.

Question 9

Which of the following is a criticism of the contingency viewpoint?
A) It is not flexible.
B) It does not use knowledge from other managerial approaches.
C) It is too novel and unique.
D) It really offers nothing new and is merely a meshing of techniques from other viewpoints of management.

Accepted Answer

The contingency viewpoint is criticized for not offering anything fundamentally new but rather combining various techniques and ideas from existing management theories. It suggests that there is no one best way to manage and that the best approach depends on the situation, drawing on a variety of theories and methods.

Question 10

_______________ is the continuous process of ensuring that every aspect of production builds quality into the product.
A) Total Quality Management (TQM)
B) Re-engineering
C) The Deming Prize
D) Six-sigma technology

Accepted Answer

Total Quality Management (TQM) is a management approach centered on quality, based on the participation of all members of an organization and aiming at long-term success through customer satisfaction, and benefits to all members of the organization and to society. It emphasizes the importance of continuous improvement and the role of every employee in building quality into the product or service.

Question 11

The quality control process generally focuses on ______________.
A) inputs
B) transformation operations
C) outputs
D) All of the above.

Accepted Answer

The quality control process focuses on inputs (ensuring the quality of materials or information going into the process), transformation operations (ensuring the quality of processes or activities that convert inputs into outputs), and outputs (ensuring the final product or service meets quality standards). Therefore, it encompasses all of these aspects.

Question 12

Deming believed that poor quality is _____ percent a management problem and _____ percent a worker problem.
A) 85, 15
B) 15, 85
C) 60, 40
D) 50, 50

Accepted Answer

Deming argued that 85% of the responsibility for quality problems lies with management's failure to provide proper systems and training, while only 15% is due to worker error.

Question 13

Which of the following statements is false regarding the use of statistical process control?
A) The use of statistical process control is one of Deming's key recommendations.
B) Statistical process control methods have been available for decades.
C) Statistical process control involves the use of qualitative methods and procedures.
D) Statistical process control methods serve primarily as preventive controls.

Accepted Answer

Statistical process control (SPC) primarily involves the use of quantitative methods and procedures to monitor and control a process. It relies on statistical techniques, such as control charts, to analyze process data and identify variations. The statement that SPC involves the use of qualitative methods is false, as it fundamentally relies on quantitative data analysis.

Question 14

Quality dimensions generally are measured by ______________________.
A) specially trained quality control supervisors
B) variable or by attribute
C) those who have studied the Deming prescriptions
D) inputs and outputs

Accepted Answer

Quality dimensions are typically measured either by variable (which can be quantified and measured) or by attribute (which is assessed based on presence or absence of a characteristic).

Question 15

Successfully offering high quality to customers typically results in important benefits for an organization. Which of the following is not typically one of these benefits?
A) decreased external competition
B) lower costs and higher market share
C) decreased product and service liability
D) a positive company image

Accepted Answer

Decreased external competition is not a direct result of offering high quality to customers. While high quality can lead to a positive company image, lower costs, higher market share, and decreased product and service liability, it does not inherently decrease external competition. Other companies can still enter the market or compete, regardless of the quality offered by one organization.

Question 16

Jeffrey Swartz, CEO of Timberland, believes that the idea of __________ is a vision around which he can create a more committed, productive, efficient, and loyal workforce.
A) maximizing shareholder profits
B) helping others
C) delegating responsibility
D) understanding strategy

Accepted Answer

Jeffrey Swartz, CEO of Timberland, believes in the idea of helping others as a central vision for creating a more committed, productive, efficient, and loyal workforce. This approach aligns with Timberland's emphasis on corporate social responsibility and community engagement.

Question 17

At Timberland, core values are practiced by all employees. These values include all of the following except:
A) humanity
B) integrity
C) ingenuity
D) excellence

Accepted Answer

Timberland's core values include humanity, integrity, and excellence, but not ingenuity.

Question 18

Describe two of the three branches of the traditional viewpoint of management: bureaucratic, scientific, and administrative.

Accepted Answer

The answer of Describe two of the three branches of...

Question 19

Discuss the work of specific scientific management theorists.

Accepted Answer

The answer of Discuss the work of specific scientific management...

Question 20

Describe the ways that TDIndustries (TDI) deploys its teamwork competency in recognition that people are its most important asset.

Accepted Answer

The answer of Describe the ways that TDIndustries (TDI) deploys...

Quiz 2: Learning From the History of Management Thought

The contingency viewpoint is also called the ____________ approach.

The __________ viewpoint contends that management practices should be consistent with the requirements of the external environment, technology, and capabilities of the people involved.

The essence of the contingency viewpoint is that management practices should be consistent with the requirement of the external environment, the technology used, and the _____________________.

Which of the following is not one of the contingency variables in the contingency viewpoint?

The relative importance of each contingency variable _______________________.

Which of the following is not an example of a technology?

Phillips is using India as a test country to see if it can sell new products to ____________ people.

Which of the following is a criticism of the contingency viewpoint?

_______________ is the continuous process of ensuring that every aspect of production builds quality into the product.

The quality control process generally focuses on ______________.

Deming believed that poor quality is _ percent a management problem and _ percent a worker problem.

Which of the following statements is false regarding the use of statistical process control?

Quality dimensions generally are measured by ______________________.

Successfully offering high quality to customers typically results in important benefits for an organization. Which of the following is not typically one of these benefits?

Jeffrey Swartz, CEO of Timberland, believes that the idea of __________ is a vision around which he can create a more committed, productive, efficient, and loyal workforce.

At Timberland, core values are practiced by all employees. These values include all of the following except:

Describe two of the three branches of the traditional viewpoint of management: bureaucratic, scientific, and administrative.

Discuss the work of specific scientific management theorists.

Describe the ways that TDIndustries (TDI) deploys its teamwork competency in recognition that people are its most important asset.