1. The sales and marketing component of e-business is known as _____________.
a. intranet
b. evolution
c. e-commerce
d. extranet
(c; easy; p. 45; AACSB: Technology)
2. ________ and ________ were two of the pioneers in the area of total quality management.
a. Fayol; Weber
b. Taylor; Gilbreth
c. Owen; Munsterberg
d. Deming; Juran
(d; moderate; p. 48)
3. Which of the following is not one of the three important themes that stand out in the definition of entrepreneurship?
a. the pursuit of opportunities
b. the theme of innovation
c. the importance of conformity with tradition
d. the theme of growth
(c; moderate; p. 44-45)
4. Which of the following types of e-businesses uses the Internet to perform its traditional business functions better, but not to sell anything?
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a. e-business enhanced organization
b. e-business enabled organization
c. total e-business organization
d. theoretical e-business organization
(b; moderate; p. 46; AACSB: Technology)
5. Levi Strauss & Co. is categorized as which of the following?
a. e-business enhanced
b. e-business enabled
c. total e-business
d. theoretical e-business
(b; moderate; p. 46; AACSB: Technology)
6. An internal organizational communication system that uses Internet technology and is accessible only by organizational employees to communicate with its global workforce is called a(n) _______________.
a. extranet
b. local area network
c. intranet
d. hypernet
(c; moderate; p. 46; AACSB: Technology)
7. An organization whose entire existence is made possible by and revolves around the Internet is categorized as which of the following?
a. e-business enhanced
b. e-business enabled
c. total e-business
d. theoretical e-business
(c; moderate; p. 46)
8. Which of the following involves changing, revolutionizing, transforming, or introducing new products or services or new ways of doing business?
a. organizational structures
b. innovation
c. organizational systems
d. ethical standards
(b; moderate; p. 44)
9. All of the following are characteristic of learning organizations except _______________.
a. positive attitudes toward change
b. viewing managers as enablers
c. emphasizing the importance of knowledge for competitive advantage
d. fear of making mistakes
(d; moderate; p. 47)
10. ______________ is the generic term used to describe the quality revolution that swept through both the business and public sectors during the 1980s and 1990s.
a. Ethno quality management
b. Total quality management
c. Hyper quality management
d. Partial quality management
(b; moderate; p. 48)
11. All of the following are characteristics of total quality management except _______________.
a. intense focus on the competition
b. concern for continual improvement
c. improvement in the quality of everything the organization does
d. accurate measurement
e. empowerment of employees
(a; moderate; p. 48)
12. A ______________ organization is one that has developed the capacity to continuously learn, adapt, and change.
a. virtual
b. learning
c. traditional
d. bureaucratic
(b; moderate; p. 46-47)
13. ______________ involves cultivating a learning culture where organizational members systematically gather knowledge and share it with others in the organization so as to achieve better performance.
a. Systems management
b. Software management
c. Technical management
d. Knowledge management
(d; moderate; p. 47)
14. Each of the following might be expressed by employees of a learning organization except ________________.
a. "if it was invented or reinvented here, reject it"
b. "if you aren't changing, you won't be working for long"
c. "innovation is the responsibility of all employees"
d. "good managers are directive and controlling"
(d; difficult; p. 47)
15. Quality management is driven by a focus ________.
a. workplace diversity
b. workplace spirituality
c. continual improvement
d. knowledge management
(c; moderate; p. 48)
Scenarios and Questions
For each of the following choose the answer that most completely answers the question.
SCIENTIFIC MANAGEMENT
A Look Back (Scenario)
Cindy Schultz, tired from working with customers all day, decided to take a 15-minute nap. She needed to clear her head before the 4:15 p.m. managers' meeting. Her company had recently begun a reengineering process. They were going through many changes that required extensive management input. As she leaned back in her chair, Cindy wondered if management processes had always been this way. She fell asleep and dreamed that she was traveling in a time machine with "Mr. Peabody" as her guide. Mr. Peabody took Cindy back through management history.
16. Cindy visited a bookstore that was holding a book signing. She saw that the title of the book was Principles of Scientific Management, which had just been published. Cindy concluded that the time period must be ________________.
a. early 1800s
b. late 1800s
c. early 1900s
d. mid 1900s
(c; easy; p. 30)
17. Cindy admired the works of Taylor and Gilbreth, two advocates of _______________.
a. scientific management
b. organizational behavior
c. human resource management
d. motivation
(a; moderate; p. 30-31)
18. Cindy was impressed to learn that Frederick Taylor's experiments succeeded in improving worker productivity by _______________ percent or more.
a. 25
b. 50
c. 130
d. 200
(d; moderate; p. 30)
19. Cindy spent some time visiting with __________, a researcher who also contributed to management science by being among the first to use motion picture films to study hand-and-body motions.
a. Henry Gantt
b. Max Weber
c. Chester Barnard
d. Frank Gilbreth
(d; moderate; p. 31)
Management Intern (Scenario)
As an intern, Jeanna is perplexed as she hears different managers discuss their views on particular problems. She has been assigned to several departments during her internship.
20. In trying to increase productivity, one manager utilizes analysis of basic work tasks to determine the "one best way" for different jobs to be done. It is most likely that this manager has studied the work of _______________.
a. Frederick Taylor
b. Edward Deming
c. Max Weber
d. Henri Fayol
(a; challenging; p. 30)
21. As she talked to another manager, Jeanna learned a view of the organization that stressed strict division of labor, formal rules and regulations, and impersonal application of those rules and regulations. This manager was a student of _________________.
a. the Industrial Revolution
b. quantitative methods
c. objectivism
d. bureaucracy
(d; moderate; p. 32)
TOWARD UNDERSTANDING ORGANIZATIONAL BEHAVIOR
The Hawthorne Studies (Scenario)
Paul was assigned a research project in the field of organizational behavior. He decided to write his report on the Hawthorne Studies. After writing his report, Paul gave an oral presentation to his management class.
22. Paul explained that the Hawthorne Studies project began as a test to determine the most productive _________________.
a. reward structure for employees
b. level of lighting in the workplace
c. number of breaks during a shift
d. number of days away from work per month
(b; moderate; p. 37)
23. In describing the research project, Paul informed his classmates that the project studied _________________.
a. employee behaviors and sentiments
b. group influences on individual behavior
c. how group standards affect individual behavior
d. all of the above
(d; difficult; p. 37)
for more contents visit
http://groups.google.com/group/vuZs 24. Paul's classmates were most likely surprised to learn about which of the following conclusions of the study?
a. Low light levels are associated with low worker productivity.
b. Increases in lighting intensity cause group productivity to decrease.
c. Increases in lighting intensity are directly related to increases in productivity.
d. Lighting intensity is not directly related to group productivity.
(d; moderate; p. 37)
25. In explaining what critics disliked about the Hawthorne Studies, Paul most likely listed which of the following?
a. the research procedures
b. analyses of findings
c. the conclusions based on the analyses of the findings
d. all of the above
(d; difficult; p. 37)
26. Paul explained that the most important thing about these studies is that they ________________.
a. helped employees understand their own behavior, beginning the employee empowerment movement
b. stimulated interest in human behavior in organizations
c. concluded that employees were no different from machines
d. showed that managers had to be right in all their decisions
(b; difficult; p. 37)
The Human Side (Scenario)
As an engineer, Kevin was trained to understand the roles of machinery and hardware in enhancing organizational productivity. However, Kevin was promoted to a managerial position where his duties included supervising a department of 34 people and leading them toward completion of a new project. Ever the perfectionist, Kevin decided to enhance his understanding of the human side of business management by reading a history text on the organizational behavior approach.
27. Kevin read that ___________ was an early social reformer who is remembered most for his/her courage and commitment to improving the working conditions of laborers.
a. Hugo Munsterberg
b. Robert Owen
c. Mary Parker Follett
d. Chester Barnard
(b; moderate; p. 36)
28. Kevin also expanded his reading list to include works authored by ______________, the creator of the field of industrial psychology.
a. Hugo Munsterberg
b. Robert Owen
c. Mary Parker Follett
d. Chester Barnard
(a; moderate; p. 36)
29. Kevin was surprised to learn that using group-based projects was not a contemporary concept. In fact, ___________ was an early 1900s social philosopher who thought that organizations should be based on a group ethic.
a. Hugo Munsterberg
b. Robert Owen
c. Mary Parker Follett
d. Chester Barnard
(c; moderate; p. 36)
30. Kevin also learned that the organizational behavior approach was not limited to academic theorists. A strong contribution to this field was made by _______________, an actual manager who thought organizations were social systems that required cooperation.
a. Hugo Munsterberg
b. Robert Owen
c. Mary Parker Follett
d. Chester Barnard
(d; moderate; p. 36)
CURRENT TRENDS AND ISSUES
Regional University (Scenario)
A regional university is trying to deal with many pressures to maintain its vitality in today's educational environment. It faces many challenges that test the managers at the university.
31. Realizing that the university needs to attract a heterogeneous mixture of faculty, the university develops a plan to hire faculty from different genders, races, and ages. This is seen as a move to develop _________ in the university.
a. workforce diversity
b. entrepreneurship
c. e-business
d. scientific management
(a; easy; p. 43; AACSB: Diversity)
32. Most university programs that offer degrees through classes on the Internet are at either the associate degree or graduate level. This university notices a need for programs that offer bachelor's degree. In response to this need, the university decides to offer a degree at bachelor's level. This innovative effort is an example of _________________.
a. workforce diversity
b. entrepreneurship
c. organizational behavior
d. scientific management
(b; moderate; p. 44)
33. In an effort to improve operations in the university, Internet Web pages are developed to market the university, accept applications to the university, and accept applications for campus housing. These operations help turn the university into an e-business _________ organization.
a. enhanced
b. enabled
c. constructive
d. effective
(b; moderate; p. 46; AACSB: Technology)
34. University classes were soon developed that could be delivered through the Internet. These classes, and any required course texts, could be purchased over the Internet as well. The addition of these Internet classes helped turn the university into an e-business _________ organization.
a. enhanced
b. enabled
c. constructive
d. effective
(a; moderate; p. 46; AACSB: Technology)
The New Challenge (Scenario)
Tom has just been promoted to chief technology officer at his company, Global Tech Solutions, Inc. His first assignment is to identify four project managers in the company who are likely to successfully manage new projects. Tom selects Robert, Frank, Sue, and Jan, who all are recent graduates from a local university. He informs them about a current situation.
35. During a discussion about e-business, Robert tells Tom that he understands that e-business is a comprehensive term describing the way an organization does its work by using ________ in order to efficiently and effectively achieve its goals.
a. globalization of the marketplace
b. innovation and growth
c. electronic linkages with key constituencies
d. entrepreneurship and leadership skills
(c; moderate; p. 45; AACSB: Technology)
36. Discussing the three categories of e-business was not difficult. Tom simply stated that the three categories included all of the following except _____________.
a. e-business enhanced
b. e-business enabled
c. total e-business
d. cross-sectional e-business
(d; moderate; p. 46; AACSB: Technology)
37. Tom further clarified that many Fortune 500 type organizations are evolving into e-businesses using the _______________ approach.
a. e-business-enhanced
b. e-business-enabled
c. total e-business
d. cross-sectional e-business
(a; moderate; p. 46; AACSB: Technology)
38. Sue asked for some examples of traditional organizations that have become e-business enhanced. Tom mentioned ________ as an example.
a. Yahoo!
b. Sears
c. Google
d. Levi Strauss
(b; moderate; p. 46; AACSB: Technology)
The New Business (Scenario)
Lois has started on her own children's clothing manufacturing company. She is a bit nervous but is confident that the company will succeed. Lois plans to implement a total quality management program in her company. To launch the program, she develops a series of training workshops for her managers.
39. The first training workshop explains the background of total quality management. Which of the following quality experts is Lois most likely to include in this workshop?
a. Henry Ford
b. Joseph M. Duran
c. Bernie Ebbers
d. Jeff Bezos
(b; moderate; p. 48)
40. In the second workshop, Lois explains the key principles of total quality management. Which of the following is she most likely to mention?
a. intense focus on the customer
b. discipline of employees
c. focus on work products rather than processes
d. reduced attention to complaint resolution
(a; moderate; p. 48)
41. The third workshop is devoted to understanding how total quality management defines the term customer. This definition includes ________.
a. all those who interact with the organization's products or services
b. only those who purchase the organization's products or services
c. suppliers and purchasers, but not company employees
d. only those who register a specific complaint regarding a product or service
(a; moderate; p. 48)
Essay Questions
HISTORICAL BACKGROUND OF MANAGEMENT
42. Which two historical events were especially significant to the study of management? Describe these events and discuss how they helped develop the management profession.
Answer
Two historical events are especially significant to the study of management. First, in 1776, Adam Smith published The Wealth of Nations, in which he argued the economic advantages that organizations and society would gain from the division of labor (or job specialization). The division of labor involved the breakdown of jobs into narrow and repetitive tasks. Smith's work showed that division of labor increased productivity by increasing each worker's skill and dexterity. It also saved time lost in changing tasks, and it encouraged the development of labor-saving inventions and machinery. Division of labor continues to be popular as a principle for managing work.
The second important event is the Industrial Revolution, which started in the late eighteenth century. During the Industrial Revolution, machine power was substituted for human power. This made it more economical to manufacture goods in factories rather than at home. The shift to factory work increased the need for management professionals. Large efficient factories needed managers to forecast demand and to ensure that enough material was on hand to make products. Managers were also needed to assign tasks to people and to direct daily activities. The increase in managers in turn necessitated the development of formal theories to guide managers in running large organizations.
(moderate, pp. 28-29)
SCIENTIFIC MANAGEMENT
43. In a short essay, discuss Frederick Taylor's work in scientific management. Next, list Taylor's four principles of management.
Answer
Frederick Taylor did most of his work at the Midvale and Bethlehem Steel Companies in Pennsylvania. As a mechanical engineer with a Quaker and Puritan background, he was continually appalled by workers' inefficiencies. Employees used vastly different techniques to do the same job. They were inclined to "take it easy" on the job, and Taylor believed that worker output was only about one-third of what was possible. Virtually no work standards existed. Workers were placed in jobs with little or no concern for matching their abilities and aptitudes with the tasks they were required to do. Managers and workers were in continual conflict. Taylor set out to correct the situation by applying the scientific method to shop floor jobs. He spent more than two decades passionately pursuing the "one best way" for each job to be done.
Taylor's Four Principles of Management
a. Develop a science for each element of an individual's work, which will replace the old rule-of-thumb method.
b. Scientifically select and then train, teach, and develop the worker.
c. Heartily cooperate with the workers so as to ensure that all work is done in accordance with the principles of the science that has been developed.
d. Divide work and responsibility almost equally between management and workers. Management takes over all work for which it is better fitted than the workers.
(difficult; pp. 30-31)
44. In a short essay, discuss the work in scientific management done by Frank and Lillian Gilbreth.
Answer
Frank Gilbreth is probably best known for his experiments in bricklaying. By carefully analyzing the bricklayer's job, he reduced the number of motions in laying exterior brick from 18 to about 5, and on laying interior brick the motions were reduced from 18 to 2. Using the Gilbreth's techniques, the bricklayer could be more productive on the job and less fatigued at the end of the day. The Gilbreths were among the first researchers to use motion pictures to study hand-and-body motions and the amount of time spent doing each motion. Wasted motions missed by the naked eye could be identified and eliminated. The Gilbreths also devised a classification scheme to label 17 basic hand motions, which they called therbligs. This scheme allowed the Gilbreths a more precise way of analyzing a worker's exact hand movements.
(moderate; pp. 31-32)
