Question 1

As a result of the application of scientific management principles, workers became increasingly dissatisfied.

Accepted Answer

Scientific management principles focused on increasing efficiency and productivity by breaking down tasks into smaller, specialized tasks and minimizing worker discretion. This led to workers feeling like they had little autonomy or control over their work, which caused dissatisfaction and even hostility towards management.

Question 2

According to Frederick W. Taylor, if the amount of time and effort that each worker expends to produce a unit of output is reduced by increasing specialization, the production process will become more efficient.

Accepted Answer

Frederick W. Taylor's theory of scientific management suggested that by breaking down tasks and increasing specialization, workers could become more efficient and productive, which would ultimately lead to a more efficient production process. Therefore, reducing the amount of time and effort spent by each worker to produce a unit of output through specialization would result in increased efficiency.

Question 3

Authority is more likely to be exercised effectively in an organization when positions are not arranged hierarchically.

Accepted Answer

Authority is most effectively exercised in a hierarchical structure where roles and responsibilities are clearly defined and individuals know to whom they are accountable. Without a clear hierarchy, decision-making can become unclear and individuals may not know who has the final say in a particular matter.

Question 4

F.W. Taylor advocated the use of a standard pay system that was independent of worker performance.

Accepted Answer

F.W. Taylor believed in a system of differential piece-rate pay based on worker performance.

Question 5

A time-and-motion study involves the careful timing and recording of the actions taken to perform a particular task.

Accepted Answer

A time-and-motion study involves measuring and analyzing the sequence of steps, motions and time required to perform a certain task or job.

Question 6

Norms are written instructions about how to perform a certain aspect of a task.

Accepted Answer

Norms are actually non-written rules or expectations about how to behave in a certain situation or context. They can be implied or explicitly communicated, but they are not necessarily written down as instructions.

Question 7

Bureaucracy is a formal system of organization and administration designed to ensure efficiency and effectiveness.

Accepted Answer

Bureaucracy is designed to ensure efficiency and effectiveness by establishing formal rules and procedures that guide decision-making and action-taking in a systematic and rational manner. It involves a hierarchical structure of authority, standardized procedures, specialized roles, and clear lines of communication and responsibility. While bureaucracy can sometimes be criticized for being too rigid, bureaucratic systems are generally considered to be effective and efficient, especially in large and complex organizations or governments.

Question 8

Rules are formal written instructions that specify what workers should do on the job.

Accepted Answer

Rules are formal written instructions that establish the do's and don'ts of acceptable behavior on the job. They provide guidance on how to perform certain tasks, what procedures to follow, what safety precautions to take, and what standards of conduct are expected. Rules are an important part of any workplace because they help ensure consistency, reduce risks and errors, and promote fairness and accountability.

Question 9

In a bureaucracy, tasks and roles are left ambiguous to encourage employees to respond quickly to the unexpected.

Accepted Answer

In a bureaucracy, tasks and roles are defined and formalized to ensure consistent and predictable behavior from employees. This reduces the likelihood of unexpected events and allows for efficient decision-making and problem-solving.

Question 10

In his studies, Adam Smith found that the performance of the factories in which workers specialized in only one or a few tasks was much greater than the performance of the factory in which each worker performed all the tasks.

Accepted Answer

This concept is known as the division of labor and it was a key insight of Adam Smith's book, "The Wealth of Nations." Smith observed that by breaking down a complex production process into many small tasks, each worker could specialize in just one or a few tasks, which increased efficiency and productivity.

Question 11

Increasing the level of job specialization reduces efficiency and leads to lower organizational performance.

Accepted Answer

Increasing job specialization can actually increase efficiency and productivity, as employees become more skilled in their specific roles. However, there may be negative effects on employee motivation and job satisfaction, which can ultimately impact organizational performance.

Question 12

In a bureaucratic system of administration, obedience owed to a manager depends on his or her personal qualities such as personality and social status.

Accepted Answer

In a bureaucratic system of administration, obedience owed to a manager depends on his or her position within the organizational hierarchy and authority vested in that position, rather than on personal qualities such as personality and social status.

Question 13

In a bureaucracy, a manager's formal authority derives from the knowledge he possesses rather than the position he holds in the organization.

Accepted Answer

In a bureaucracy, a manager's formal authority derives primarily from the position he or she holds in the organization rather than personal knowledge or expertise. However, possessing knowledge and expertise may enhance a manager's authority and effectiveness within the organization.

Question 14

Scientific management practices allowed workers to define their own rights.

Accepted Answer

Scientific management practices, also known as Taylorism, focused on maximizing efficiency and productivity by breaking down tasks into smaller parts and minimizing worker discretion. This resulted in less autonomy for workers and a shift of power towards management, rather than workers defining their own rights.

Question 15

According to Weber, in a bureaucracy, people should occupy positions because of their social standing and personal contacts.

Accepted Answer

According to Weber, in a bureaucracy, people should occupy positions based on their qualifications and merit, not their social standing or personal contacts.

Question 16

Standard operating procedures are unwritten, informal codes of conduct that prescribe how people should act in particular situations.

Accepted Answer

Standard operating procedures are written, formal codes of conduct that outline specific steps to be taken in particular situations.

Question 17

Scientific management produces huge cost savings in large organized work settings.

Accepted Answer

Scientific management, also known as Taylorism, aims to increase efficiency and productivity in work settings. By breaking down tasks into small, standardized steps and using time and motion studies to determine the most efficient way to perform each step, scientific management can significantly reduce waste and increase output. This results in cost savings for the organization, especially in large-scale manufacturing and assembly settings.

Question 18

The theory of scientific management was introduced in the late twentieth century.

Accepted Answer

The theory of scientific management was introduced by Frederick Winslow Taylor in the early twentieth century, around 1910.

Question 19

The use of scientific management practices led workers to hide the true potential efficiency of the work setting to protect their own well-being.

Accepted Answer

Scientific management practices often led to workers being overworked and not adequately compensated, leading them to hide their true potential efficiency in order to protect their own well-being.

Question 20

Authority gives managers the right to direct and control their subordinates' behavior to achieve organizational goals.

Accepted Answer

Authority refers to the legitimate power that a manager has to give orders and expect them to be obeyed by subordinates. This power is granted by the organization and enables the manager to direct and control the behavior of the subordinates to achieve the goals of the organization.

Quiz 2: The Evolution of Management