Chapter 2: Management Learning Past to Present

1. Which of the following is true of Follet’s view on organizations?

A. She viewed organizations as communities in which managers and workers should work in harmony.

B. She warned against the dangers of less hierarchy.

C. She supported the idea of managers dominating the workers.

D. She propagated the idea of workers working individually, rather than in a group.

E. She believed that it wasn’t the manager’s job to help people cooperate with one another.

2. Which of the following management theories advocates employee ownership, profit sharing, and gain-sharing plans?

A. Theory X and Theory Y

B. Hawthorne studies

C. Organization as systems

D. Quality management

E. Follett’s organizations as communities

3. A manager wants to implement the conclusions of the Hawthorne study in his organization. He would:

A. create written guidelines for workers.

B. implement division of labor in the workplace.

C. assure good human relations between the workers.

D. reduce a job or task to its basic physical motion.

E. define authority and responsibility of each worker.

4. A manager finds out that the productivity of his workers has declined. Therefore, he creates a new social setting for the workers, where they share pleasant social relations with one another and receive special attention from the supervisor. The manager has implemented lessons from ________ to improve the productivity of his workers.

A. the scientific management theory

B. the theory of human needs

C. Theory X and Theory Y

D. the Hawthorne studies

E. Fayol’s administrative principles

5. According to Mayo’s research team, ________ in the test room resulted in higher productivity.

A. economic incentives

B. good human relations

C. scientific management

D. adequate rest pauses

E. timely measurement of production

6. Which of the following theories proposes that groups can have strong negative, as well as positive, influences on individual productivity?

A. Scientific management theory

B. Bureaucratic organization

C. Theory X and Theory Y

D. Hawthorne studies

E. Administrative principles

7. Which of the following best describes the Hawthorne effect?

A. It refers to the tendency of people who are singled out for special attention to perform as anticipated because of expectations created by the situation.

B. It implies that satisfied need does not motivate behavior.

C. It refers to a need that is activated only when the next-lower-level need is satisfied.

D. It implies that people dislike work, lack ambition, act irresponsibly, and prefer to be led.

E. It implies that people are willing to work, like responsibility, and are self-directed and creative.

8. The deficit principle states that:

A. a need is activated only when the next-lower-level need is satisfied.

B. people dislike work, lack ambition, act irresponsibly, and prefer to be led.

C. people are willing to work, like responsibility, and are self-directed and creative.

D. people at work rationally consider opportunities made available to them and do whatever is necessary to achieve the greatest personal and monetary gain.

E. a satisfied need is not a motivator of behavior.