Question 1

Which of the following is often considered the "father of the quality movement?"
A) Weber
B) Gilbreth
C) Follett
D) Deming
E) Gehrke

Accepted Answer

Deming is often referred to as the "father of the quality movement" due to his significant contributions in the field of quality management, including Total Quality Management (TQM) and the Deming Cycle or PDCA (Plan-Do-Check-Act) cycle. Deming's teachings and ideas had a significant impact on the manufacturing industry of Japan after World War II and later on the United States as well.

Question 2

The implementation of small incremental improvements in all areas of the organization on an ongoing basis is referred to as:
A) benchmarking.
B) empowerment.
C) systems theory.
D) contingency perspective.
E) continuous improvement.

Accepted Answer

The implementation of small incremental improvements in all areas of the organization on an ongoing basis is known as continuous improvement. This process involves analyzing each aspect of the organization, identifying opportunities for improvement, and implementing small changes that can add up to significant overall improvements. Continuous improvement is an essential component of many management philosophies, including Total Quality Management (TQM) and Lean Management.

Question 3

Most early interpretations of the Hawthorne studies argued that the factor that best explained increased output was _____.
A) money
B) days off
C) human relations
D) lighting
E) free food

Accepted Answer

Most early interpretations of the Hawthorne studies argued that human relations, specifically the positive social interactions between workers and their supervisors or colleagues, best explained increased output.

Question 4

_____ is a process whereby companies find out how others do something better than they do and then try to imitate or improve on it.
A) TQM
B) Continuous improvement
C) Benchmarking
D) Empowerment
E) MBO

Accepted Answer

Benchmarking is the process of identifying and studying the best practices in the industry and adapting them to improve performance. It involves comparing a company's processes, products, and services with those of its competitors or industry leaders to identify areas for improvement. TQM, continuous improvement, empowerment, and MBO are all management tools and techniques that can be used in conjunction with benchmarking to help an organization achieve its goals.

Question 5

The most recent subfield of the quantitative perspective is _____, which is reflected in management information systems designed to provide relevant information to managers in a timely and cost-efficient manner.
A) operations research
B) operations management
C) information technology
D) systems thinking
E) infrastructure development

Accepted Answer

The subfield described in the statement is management information systems, which falls under the broad category of information technology. Therefore, choice C is the best answer.

Question 6

A consultant who recommends a particular problem-solving model to every organization he serves is violating the basics of which of the following perspectives?
A) Efficiency perspective
B) Universalist perspective
C) Contingency perspective
D) Scientific management perspective
E) Quantitative perspective

Accepted Answer

The contingency perspective emphasizes that there is no one best way to manage, and that solutions must be tailored to the unique characteristics and context of each organization. By recommending a particular problem-solving model to every organization, the consultant is not taking into consideration the contingency perspective.

Question 7

After decades of being a manager, Jeffrey has learned that an organizational structure that is effective for one company is likely to be ineffective for a different company. This knowledge reflects which current management perspective?
A) Systems thinking
B) Contingency view
C) Total quality management
D) Benchmarking
E) Scientific management view

Accepted Answer

The contingency view recognizes that there is no one "best" way to manage, and that the most effective management approach depends on the specific situation or context. Jeffrey's experience of knowing that an organizational structure that works for one company may not work for another reflects this perspective.

Question 8

Elements of TQM include:
A) employee detachment.
B) focus on profits.
C) benchmarking.
D) accidental improvement.
E) all of these.

Accepted Answer

The elements of TQM include many things, but employee detachment and focus on profits are not part of it. However, benchmarking is a key element of TQM, as it involves learning from the best practices of other organizations in order to improve. Accidental improvement is not a systematic approach, which is what TQM is all about. Therefore, the correct answer is C) benchmarking.

Question 9

Georgia, an airline CEO, often looks for patterns of movement within the airline industry, focusing on the qualities of rhythm, flow, direction, shape, and networks of relationships. This type of activity, referred to as _____ thinking, allows Georgia to see the structures that underlie complex situations within the industry and company.
A) systems
B) qualitative
C) quantitative
D) conceptual
E) contingency

Accepted Answer

Georgia is looking for patterns and structures within the airline industry, which aligns with systems thinking. Systems thinking is a holistic approach that considers the relationships and interactions between different components of a system, rather than focusing on isolated parts. The other options do not specifically focus on identifying patterns and structures within a system.

Question 10

From the 1950s until today, which management perspective has remained the most prevalent?
A) Systems
B) Qualitative
C) Scientific management
D) Quantitative
E) Humanistic

Accepted Answer

The answer of From the 1950s until today, which management...

Question 11

_____ specifies a goal of no more than 3.4 defects per million parts.
A) Benchmarking
B) Total quality management
C) Six sigma
D) Balanced scorecard
E) Jugaad

Accepted Answer

The goal of no more than 3.4 defects per million parts is a key aspect of the Six Sigma methodology. This approach focuses on identifying and minimizing variation in processes to improve quality and reduce defects. Benchmarking is a comparison of an organization's performance to a standard or best practice, while total quality management is a broader approach to continuous improvement that involves all aspects of an organization. The balanced scorecard is a strategic framework for measuring and managing performance across multiple dimensions, and Jugaad is a term used to describe frugal innovation in emerging markets. None of these approaches specifically focus on achieving the level of defect reduction specified in the question.

Question 12

Which of the following refers to financial managers and others who base their decisions on complex quantitative analysis, under assumption that using advanced mathematics and technology can accurately predict how the market works?
A) Stems
B) Yuppies
C) Quals
D) Quants
E) Fins

Accepted Answer

Financial managers and others who base their decisions on complex quantitative analysis are known as Quants.

Question 13

The _____ emphasized the importance of understanding human behaviors, needs, and attitudes in the workplace as well as social interactions and group processes.
A) humanistic perspective
B) classical perspective
C) scientific management
D) bureaucratic organizations
E) contingency perspective

Accepted Answer

The humanistic perspective, also known as the human relations approach, highlighted the significance of individuals and their needs in organizations. This perspective believed that employees who were happy and satisfied with their work produced higher quality work and greater productivity. It also addressed social interactions and group processes in organizations.

Question 14

The management science perspective applies all of the following to managerial problems EXCEPT:
A) statistics.
B) qualitative techniques.
C) mathematics.
D) quantitative techniques.
E) all of these are correct.

Accepted Answer

The management science perspective uses all of the other options listed (statistics, mathematics, and quantitative techniques) to solve managerial problems. However, it does not rely heavily on qualitative techniques, which include non-numerical data analysis and subjective methods.

Question 15

Operations research grew out of World War II groups and is based on _____.
A) group dynamics
B) employees in crisis
C) production in turbulent times
D) mathematical model building
E) a humanistic approach

Accepted Answer

Operations research is based on mathematical model building and analysis to find optimal solutions to complex problems. Its origins can be traced back to various World War II groups who were tasked with solving logistical and strategic problems efficiently.

Question 16

In _____, every situation is viewed as unique.
A) a universalist view
B) a contingency view
C) a case view
D) a scientific management view
E) none of these

Accepted Answer

The answer of In _____, every situation is viewed as...

Question 17

The teamwork philosophy is based in part on the assumption that five people working together can produce more than five people working individually. This philosophy is consistent with the concept of _____.
A) transformation
B) entropy
C) synergy
D) feedback
E) quality

Accepted Answer

The concept of synergy refers to the idea that the whole is greater than the sum of its parts, or in other words, that when individuals work together, the output is greater than what they could achieve individually. This is consistent with the teamwork philosophy, which emphasizes the importance of working collaboratively in order to achieve shared goals. Choices A, B, D, and E are not directly related to the concept of synergy.

Question 18

_____ focuses on managing the whole organization to deliver quality to customers.
A) Bureaucracy
B) Theory Z
C) Management-by-objective
D) Total quality management
E) Organization-customer relationship

Accepted Answer

Total quality management (TQM) is a management approach that focuses on continually improving the organization's processes and products/services to meet or exceed customer expectations. It involves everything from employee involvement and training, to data analysis and process improvement, to customer feedback and satisfaction surveys. TQM is a holistic approach that considers the entire organization and all of its processes as part of the quest for quality.

Question 19

In order to determine how to deal with a problem employee, Sharon evaluated the employee, the problem, and the context in which the problem occurred. She is applying which of the following perspectives?
A) Participative view
B) Universalist view
C) Autonomy view
D) Contingency view
E) Humanist view

Accepted Answer

The contingency view involves assessing the unique circumstances and context of a situation before making a decision or taking action. In this scenario, Sharon is evaluating the problem employee in the specific context in which the problems occur, which aligns with the contingency view.

Question 20

Which of the following refers to managing the sequence of suppliers and purchasers, covering all stages of processing from obtaining raw materials to distributing finished goods to consumers?
A) E-commerce
B) E-business
C) Supply chain management
D) Knowledge management
E) Customer relationship management

Accepted Answer

Supply chain management refers to the sequence of activities involved in the production and distribution of a product, from obtaining raw materials to delivering finished goods to consumers. It involves managing the flow of information, materials, and finances between suppliers, manufacturers, retailers, and consumers. E-commerce and e-business refer to conducting business activities online, while knowledge management involves managing an organization's information and intellectual assets. Customer relationship management focuses on developing and maintaining strong relationships with customers.

Quiz 2: The Evolution of Management Thinking

Which of the following is often considered the "father of the quality movement?"

The implementation of small incremental improvements in all areas of the organization on an ongoing basis is referred to as:

Most early interpretations of the Hawthorne studies argued that the factor that best explained increased output was _____.

_____ is a process whereby companies find out how others do something better than they do and then try to imitate or improve on it.

The most recent subfield of the quantitative perspective is _____, which is reflected in management information systems designed to provide relevant information to managers in a timely and cost-efficient manner.

A consultant who recommends a particular problem-solving model to every organization he serves is violating the basics of which of the following perspectives?

After decades of being a manager, Jeffrey has learned that an organizational structure that is effective for one company is likely to be ineffective for a different company. This knowledge reflects which current management perspective?

Elements of TQM include:

From the 1950s until today, which management perspective has remained the most prevalent?

_____ specifies a goal of no more than 3.4 defects per million parts.

Which of the following refers to financial managers and others who base their decisions on complex quantitative analysis, under assumption that using advanced mathematics and technology can accurately predict how the market works?

The _____ emphasized the importance of understanding human behaviors, needs, and attitudes in the workplace as well as social interactions and group processes.

The management science perspective applies all of the following to managerial problems EXCEPT:

Operations research grew out of World War II groups and is based on _____.

In _____, every situation is viewed as unique.

The teamwork philosophy is based in part on the assumption that five people working together can produce more than five people working individually. This philosophy is consistent with the concept of _____.

_____ focuses on managing the whole organization to deliver quality to customers.

In order to determine how to deal with a problem employee, Sharon evaluated the employee, the problem, and the context in which the problem occurred. She is applying which of the following perspectives?

Which of the following refers to managing the sequence of suppliers and purchasers, covering all stages of processing from obtaining raw materials to distributing finished goods to consumers?