Organizational Behaviour Understanding and Managing Life at Work 9th edition by Gary Johns Test bank

 
9) Who was the father of scientific management?
a. Henri Fayol
b. Frederick Taylor
c. Lyndall Urwick
d. Max Weber
e. Elton Mayo
 
Answer: b
Diff: 1
Type: MC
Page Reference: 13
Skill: Recall
Objective: 1.4 Contrast the "classical viewpoint" of management with that which the "human relations movement" advocated.
 
10) Scientific Management is the process of
a. using research to develop the optimum degree of specialization and standardization of work tasks.
b. developing a strict set of rules and regulations.
c. developing a strict chain of command.
d. establishing objective criteria for promotion and selection of employees.
e. centralizing power at the top of organizations.
 
Answer: a
Diff: 2
Type: MC
Page Reference: 13
Skill: Recall
Objective: 1.4 Contrast the "classical viewpoint" of management with that which the "human relations movement" advocated.
 
11) When we say that organizations are social inventions, we mean that
a. organizations don't exist without members.
b. physical assets and implements of technology are irrelevant to organizations.
c. they don't really exist.
d. the existence of organizations is what differentiates humans from animals.
e. they must have both people and things to be considered organizations.
 
Answer: a
Diff: 2
Type: MC
Page Reference: 4
Skill: Applied
Objective: 1.1 Define "organizations" and describe their basic characteristics.
 
12) The idea of bureaucracy was developed by
a. Henri Fayol.
b. Frederick Taylor.
c. Lyndall Urwick.
d. Max Weber.
e. Mary Parker Follett.
 
Answer: d
Diff: 1
Type: MC
Page Reference: 13
Skill: Recall
Objective: 1.4 Contrast the "classical viewpoint" of management with that which the "human relations movement" advocated.
 
13) The human relations movement was critical of
a. bureaucracy.
b. participative management.
c. open communication.
d. decentralized controls.
e. flexible management systems.
 
Answer: a
Diff: 1
Type: MC
Page Reference: 13
Skill: Recall
Objective: 1.4 Contrast the "classical viewpoint" of management with that which the "human relations movement" advocated.
 
14) The human relations movement of the 1920s and 30s was originally concerned with the impact of fatigue, rest pauses, and lighting on productivity. Researchers began seeing the additional effects on productivity of
a. wage rates and profit sharing.
b. ethnicity and culture.
c. psychological and social processes.
d. flex-work programs.
e. product quality.
 
Answer: c
Diff: 1
Type: MC
Page Reference: 13
Skill: Recall
Objective: 1.4 Contrast the “classical viewpoint” of management with that which the “human relations movement” advocated.
 
15) Which of the following statements is false?
a. If we can accurately predict organizational behaviour, then we can explain the reason for the behaviour.
b. "Organizational behaviour" refers to both the behaviour and attitudes of organizational members.
c. The field of organizational behaviour is concerned with both formal and informal groups in organizations.
d. The field of organizational behaviour is concerned with the impact of culture on organizations.
e. The field of organizational behaviour is concerned with determining the most effective structure for organizations.
 
Answer: a
Diff: 3
Type: MC
Page Reference: 10
Skill: Applied
Objective: 1.2 Explain the concept of "organizational behaviour" and describe the goals of the field.
 
16) The contingency approach to management suggests that
a. one management style should work for all individuals.
b. management style makes no difference.
c. management style depends on the demands of the situation.
d. management styles are constantly changing.
e. the best management style depends on the size of the organization.
 
Answer: c
Diff: 2
Type: MC
Page Reference: 14
Skill: Applied
Objective: 1.5 Describe the "contemporary contingency approach" to management.
 
17) A Mintzberg managerial role is
a. monitor.
b. liaison.
c. entrepreneur.
d. negotiator.
e. all of the above.
 
Answer: e
Diff: 1
Type: MC
Page Reference: 15
Skill: Recall
Objective: 1.6 Explain what managers do—their roles, activities, agendas for action, and thought processes.