Management 4
1. 1. Which of the following descriptions of the major schools of management thought
is NOT accurate?
A. Behavioural management approaches focus on human needs, the work group, and
the role of social factors in the workplace.
B. Modern management approaches focus on the systems view of organisations
and contingency thinking in a dynamic and complex environment.
C. Classical management approaches focus on developing universal principles for use
in various management situations.
D. Socioeconomic management approaches focus on global awareness and leadership
in developing economies.
E. Quantitative management approaches focus on applying mathematical techniques
for management problem solving.
D. Socioeconomic management approaches focus on global awareness and leadership
in developing economies.
2. 2. to management focus on applying mathematical techniques
for management problem solving.
A. Quantitative approaches
B. Behavioural approaches
C. Modern approaches
D. Classical approaches
E. Socioeconomic approaches
A. Quantitative approaches
3. 3. to management focus on developing universal principles for use in
various management situations.
A. Classical approaches
B. Modern approaches
C. Futuristic approaches
D. Behavioural approaches
E. Quantitative approaches
A. Classical approaches
4. 4. to management focus on the systems view of organisations
and contingency thinking in a dynamic and complex environment.
A. Modern approaches
B. Behavioural approaches
C. Visionary approaches
D. Classical approaches
E. Quantitative approaches
A. Modern approaches
,5. 5. The assumption that people are rational and primarily interested in economic
incentives from their work is the underlying assumption of which approach to
management thought?
A. Modern approach
B. Classical approach
C. Behavioural approach
D. Socioeconomic approach
E. Quantitative approach
B. Classical approach
6. 6. A follower of Frederick Taylor would be least likely to try to
A. select workers with the right abilities to do the job.
B. make results-based compensation a performance incentive.
C. motivate workers by encouraging them to work in small groups.
D. offer workers proper training.
E. train supervisors to support workers by carefully planning their work.
C. motivate workers by encouraging them to work in small groups.
7. 7. analyses the motions and tasks that are required in any job and
develops the most efficient ways to perform them.
A. Job evaluation
B. Task evaluation
C. Time study
D. Motion study
E. Efficiency management
C. Time study
8. 8. refer(s) to a job science that includes careful selection and training
of workers along with proper supervisory support.
A. Scientific management
B. Administrative principles
C. Contingency theory
D. Fayol's principles of management
E. Self-actualisation
A. Scientific management
9. 9. Oxford Industries Inc. installed a new computer system to clock every worker's pace
to a thousandth of a second and to determine each worker's pay and bonus scale on the
basis of his or her performance against the standard. This is an example of
A. Fayol's principles of management.
B. self-actualisation.
C. administrative principles.
D. contingency theory.
E. scientific management.
E. scientific management.
, 10. 10. Which of the following is NOT one of the four principles of scientific
management developed by Frederick Taylor?
A. Develop a science for every job.
B. Select workers based on their abilities.
C. Provide management support for workers.
D. Organise tasks into groups to encourage teamwork.
E. Train workers and provide incentives to follow rules.
D. Organise tasks into groups to encourage teamwork.
11. 11. The practical lessons of scientific management include all of the following EXCEPT
A. select workers with the right abilities to do the job.
B. make results-based compensation a performance incentive.
C. train supervisors to support workers so by carefully planning their work.
D. allow workers to have input into the determination of work methods and
performance standards.
E. carefully design jobs with efficient work methods.
D. allow workers to have input into the determination of work methods and
performance standards.
12. 12. The work of Frank and Lillian Gilbreth on motion studies provided the basis for
later advances in which of the following management areas?
a. Job simplification
b. Incentive wage plans
c. Work standards
d. All of the above.
e. None of the above.
d. All of the above.
13. 13. TNT Express Delivery Service makes use of calibrated productivity standards as
well as the timing of package sorting, delivery, and pickup to keep productivity at the
highest level per employee. In developing worker productivity standards, TNT obviously
makes use of
A. behavioural theories
B. motion studies
C. administrative principles
D. self-actualisation
E. systems theory
B. motion studies
14. 14. According to Henri Fayol, the five rules of management are
A. prediction, hypothesis, observation, experimentation and verification.
B. centralisation, stability, initiative, communication and espirit de corps.
C. standardisation, centralisation, negative entropy, communication and homeostasis.
D. foresight, organisation, command, coordination and control.
E. authority, responsibility, discipline, remuneration and initiative.
1. 1. Which of the following descriptions of the major schools of management thought
is NOT accurate?
A. Behavioural management approaches focus on human needs, the work group, and
the role of social factors in the workplace.
B. Modern management approaches focus on the systems view of organisations
and contingency thinking in a dynamic and complex environment.
C. Classical management approaches focus on developing universal principles for use
in various management situations.
D. Socioeconomic management approaches focus on global awareness and leadership
in developing economies.
E. Quantitative management approaches focus on applying mathematical techniques
for management problem solving.
D. Socioeconomic management approaches focus on global awareness and leadership
in developing economies.
2. 2. to management focus on applying mathematical techniques
for management problem solving.
A. Quantitative approaches
B. Behavioural approaches
C. Modern approaches
D. Classical approaches
E. Socioeconomic approaches
A. Quantitative approaches
3. 3. to management focus on developing universal principles for use in
various management situations.
A. Classical approaches
B. Modern approaches
C. Futuristic approaches
D. Behavioural approaches
E. Quantitative approaches
A. Classical approaches
4. 4. to management focus on the systems view of organisations
and contingency thinking in a dynamic and complex environment.
A. Modern approaches
B. Behavioural approaches
C. Visionary approaches
D. Classical approaches
E. Quantitative approaches
A. Modern approaches
,5. 5. The assumption that people are rational and primarily interested in economic
incentives from their work is the underlying assumption of which approach to
management thought?
A. Modern approach
B. Classical approach
C. Behavioural approach
D. Socioeconomic approach
E. Quantitative approach
B. Classical approach
6. 6. A follower of Frederick Taylor would be least likely to try to
A. select workers with the right abilities to do the job.
B. make results-based compensation a performance incentive.
C. motivate workers by encouraging them to work in small groups.
D. offer workers proper training.
E. train supervisors to support workers by carefully planning their work.
C. motivate workers by encouraging them to work in small groups.
7. 7. analyses the motions and tasks that are required in any job and
develops the most efficient ways to perform them.
A. Job evaluation
B. Task evaluation
C. Time study
D. Motion study
E. Efficiency management
C. Time study
8. 8. refer(s) to a job science that includes careful selection and training
of workers along with proper supervisory support.
A. Scientific management
B. Administrative principles
C. Contingency theory
D. Fayol's principles of management
E. Self-actualisation
A. Scientific management
9. 9. Oxford Industries Inc. installed a new computer system to clock every worker's pace
to a thousandth of a second and to determine each worker's pay and bonus scale on the
basis of his or her performance against the standard. This is an example of
A. Fayol's principles of management.
B. self-actualisation.
C. administrative principles.
D. contingency theory.
E. scientific management.
E. scientific management.
, 10. 10. Which of the following is NOT one of the four principles of scientific
management developed by Frederick Taylor?
A. Develop a science for every job.
B. Select workers based on their abilities.
C. Provide management support for workers.
D. Organise tasks into groups to encourage teamwork.
E. Train workers and provide incentives to follow rules.
D. Organise tasks into groups to encourage teamwork.
11. 11. The practical lessons of scientific management include all of the following EXCEPT
A. select workers with the right abilities to do the job.
B. make results-based compensation a performance incentive.
C. train supervisors to support workers so by carefully planning their work.
D. allow workers to have input into the determination of work methods and
performance standards.
E. carefully design jobs with efficient work methods.
D. allow workers to have input into the determination of work methods and
performance standards.
12. 12. The work of Frank and Lillian Gilbreth on motion studies provided the basis for
later advances in which of the following management areas?
a. Job simplification
b. Incentive wage plans
c. Work standards
d. All of the above.
e. None of the above.
d. All of the above.
13. 13. TNT Express Delivery Service makes use of calibrated productivity standards as
well as the timing of package sorting, delivery, and pickup to keep productivity at the
highest level per employee. In developing worker productivity standards, TNT obviously
makes use of
A. behavioural theories
B. motion studies
C. administrative principles
D. self-actualisation
E. systems theory
B. motion studies
14. 14. According to Henri Fayol, the five rules of management are
A. prediction, hypothesis, observation, experimentation and verification.
B. centralisation, stability, initiative, communication and espirit de corps.
C. standardisation, centralisation, negative entropy, communication and homeostasis.
D. foresight, organisation, command, coordination and control.
E. authority, responsibility, discipline, remuneration and initiative.
