MGMT 3013 Practice Question/Answers Graded A+
2025/2026
Managers Roles- Mintzberg - Interpersonal, Informational, Decisional
Interpersonal - being a leader, a figurehead, or a link between internal and external
constituents. Liaison. "More like your Persona"
Informational - monitoring teams and people, communicate information and acting as a
spokesperson "What you're giving to other people"
Decisional - use of provided information. Managers might be change-makers, problem-
fixers, negotiators, and resource allocators.
Early Classical Viewpoint - Work was primarily labor-intensive Workers had very few
rights
Working conditions were less than ideal
Efficiency was NOT a concern for administrators
Efficiency - the ability to accomplish a task utilizing available resources in the best way
possible
P.O.L.C. Theory - Henri Fayol, Administrative Science, PLANNING, ORGANZING,
LEADING, CONTROLLING
Bureaucracy - Max Weber, associating them with organizations was that they require
structure, order, and process to be efficient.
Scientific Management Theory - Frederick Taylor, - the study of work methods to
improve productivity and efficiency. Understanding each part of task, selecting the right
workers, providing adequate training, maximize output
Time and Motion Studies - Frank and Lillian Gilbreth, Made major contributions to
worker productivity and efficiency by looking at time and motion studies
Used their Children as testing guinea pigs
Filmed them doing chores
Behavioral View Point - Hugo Munstenberg/ Mary Parker Follet, he introduced idea of
vocational, or industrial psychology. She brough sociology into mix, like teamwork and
groups across different work units.
Hawthorn Effect - Elton Mayo, failed study, people acted different when they knew they
were being observed, employees are social beings who seek attention from their
superiors.
,Human Relations Movement - A Maslow - Hierarchy of needs, (from low to high)
Physiological, Safety, Love/Belonging, Esteem, Self Actualization
Douglas McGregor- Theory X, Theory Y
Physiological (lowest) - Breathing, Food, Water, sex, sleep, homeostasis, excretion
Safety (2nd lowest) - security of: Body, Employment, Resources, Morality, Family,
Health, Property
Love/Belonging (3rd lowest) - friendship, family, sexual intimacy
Esteem (2nd highest) - self-esteem, confidence, achievement, respect of others,
respect by others
Self actualization(highest) - Morality, Creativity, Spontaneity, Problem-Solving, Lack of
Prejudice, acceptance of facts
Theory X - Strict controls and incentives to perform. Monitors workers, micromanage
and create production cycles. Authoritative, command and control style. Pessimistic and
negative
Theory Y - believes workers are creative and can manage their work without someone
watching them. Optimistic and positive
Systems Viewpoint - Considers the organization as a set of interrelated parts
Ex. Mayo Clinic
Inputs, Processing, Output, Feedback
Inputs - any resources that are put into a system to obtain a desired output
Materials, components, labor, research, development
Processing - the transformation or use of resources to create some type of output
Production lines, assembly lines, management, skills
Output - the finished product or service that comes out of the system
End product, customer satisfaction, employee satisfaction
Feedback - information or opinions about something that can be used to determine the
success or potential needed changes.
Information, new ideas, expertise, customer feedback
Contingency Viewpoint - Assumes that the environment is constantly changing whether
it be competition or customer preferences. "Best Fit"
Evidence-Based Management - Identifies unique problems and understands solutions
will vary from time-to-time
, Total Quality Management (TQM) - Improving all stages of organization,
Comprehensive approach of continuous improvement
Quality, Quality Control, Quality Assurance
Quality - a standard by which something is measured against
Quality Control - minimizing errors in production
Quality Assurance - the detailed activities that provide confidence that required quality
standards are fulfilled
Ethics - The branch of philosophy dealing with values related to human conduct, with
respect to the rightness and wrongness of certain actions and to the goodness and
badness of the motives and ends of such actions.
Business Ethics - The study of proper business policies and practices regarding
potentially controversial issues
Values - Important and lasting beliefs or ideals shared by the members of a culture
about what is good or bad and desirable or undesirable
Ethical Dilemmas - occur when situations arise in which two or more potentially "right"
values are in conflict; difficult choice has to be made between 2 courses of action either
entails violation a moral principle
Attitudes - a learned predisposition to respond positively or negatively toward
something.
Utilitarianism - - a person should choose the option that creates the greatest good for
the greatest number of people.
Ethical Climate - how an organization handles motives, pressures, and its surrounding
environment they may affect its overall culture
Code of Ethics - Written set of standards to guide employees of how they should
behave
Corporate Governance - - A need to make sure the interests of the organization, its
owner's, and other stakeholders are being safeguarded
Diversity - -Similarities and differences among employees in terms of age, cultural
background, physical abilities and disabilities, race, religion, sex, and sexual orientation.
Gardenswartz and Rowes Diversity Wheel - Personality, Internal Dimensions, External
Dimensions, Organization Dimensions
2025/2026
Managers Roles- Mintzberg - Interpersonal, Informational, Decisional
Interpersonal - being a leader, a figurehead, or a link between internal and external
constituents. Liaison. "More like your Persona"
Informational - monitoring teams and people, communicate information and acting as a
spokesperson "What you're giving to other people"
Decisional - use of provided information. Managers might be change-makers, problem-
fixers, negotiators, and resource allocators.
Early Classical Viewpoint - Work was primarily labor-intensive Workers had very few
rights
Working conditions were less than ideal
Efficiency was NOT a concern for administrators
Efficiency - the ability to accomplish a task utilizing available resources in the best way
possible
P.O.L.C. Theory - Henri Fayol, Administrative Science, PLANNING, ORGANZING,
LEADING, CONTROLLING
Bureaucracy - Max Weber, associating them with organizations was that they require
structure, order, and process to be efficient.
Scientific Management Theory - Frederick Taylor, - the study of work methods to
improve productivity and efficiency. Understanding each part of task, selecting the right
workers, providing adequate training, maximize output
Time and Motion Studies - Frank and Lillian Gilbreth, Made major contributions to
worker productivity and efficiency by looking at time and motion studies
Used their Children as testing guinea pigs
Filmed them doing chores
Behavioral View Point - Hugo Munstenberg/ Mary Parker Follet, he introduced idea of
vocational, or industrial psychology. She brough sociology into mix, like teamwork and
groups across different work units.
Hawthorn Effect - Elton Mayo, failed study, people acted different when they knew they
were being observed, employees are social beings who seek attention from their
superiors.
,Human Relations Movement - A Maslow - Hierarchy of needs, (from low to high)
Physiological, Safety, Love/Belonging, Esteem, Self Actualization
Douglas McGregor- Theory X, Theory Y
Physiological (lowest) - Breathing, Food, Water, sex, sleep, homeostasis, excretion
Safety (2nd lowest) - security of: Body, Employment, Resources, Morality, Family,
Health, Property
Love/Belonging (3rd lowest) - friendship, family, sexual intimacy
Esteem (2nd highest) - self-esteem, confidence, achievement, respect of others,
respect by others
Self actualization(highest) - Morality, Creativity, Spontaneity, Problem-Solving, Lack of
Prejudice, acceptance of facts
Theory X - Strict controls and incentives to perform. Monitors workers, micromanage
and create production cycles. Authoritative, command and control style. Pessimistic and
negative
Theory Y - believes workers are creative and can manage their work without someone
watching them. Optimistic and positive
Systems Viewpoint - Considers the organization as a set of interrelated parts
Ex. Mayo Clinic
Inputs, Processing, Output, Feedback
Inputs - any resources that are put into a system to obtain a desired output
Materials, components, labor, research, development
Processing - the transformation or use of resources to create some type of output
Production lines, assembly lines, management, skills
Output - the finished product or service that comes out of the system
End product, customer satisfaction, employee satisfaction
Feedback - information or opinions about something that can be used to determine the
success or potential needed changes.
Information, new ideas, expertise, customer feedback
Contingency Viewpoint - Assumes that the environment is constantly changing whether
it be competition or customer preferences. "Best Fit"
Evidence-Based Management - Identifies unique problems and understands solutions
will vary from time-to-time
, Total Quality Management (TQM) - Improving all stages of organization,
Comprehensive approach of continuous improvement
Quality, Quality Control, Quality Assurance
Quality - a standard by which something is measured against
Quality Control - minimizing errors in production
Quality Assurance - the detailed activities that provide confidence that required quality
standards are fulfilled
Ethics - The branch of philosophy dealing with values related to human conduct, with
respect to the rightness and wrongness of certain actions and to the goodness and
badness of the motives and ends of such actions.
Business Ethics - The study of proper business policies and practices regarding
potentially controversial issues
Values - Important and lasting beliefs or ideals shared by the members of a culture
about what is good or bad and desirable or undesirable
Ethical Dilemmas - occur when situations arise in which two or more potentially "right"
values are in conflict; difficult choice has to be made between 2 courses of action either
entails violation a moral principle
Attitudes - a learned predisposition to respond positively or negatively toward
something.
Utilitarianism - - a person should choose the option that creates the greatest good for
the greatest number of people.
Ethical Climate - how an organization handles motives, pressures, and its surrounding
environment they may affect its overall culture
Code of Ethics - Written set of standards to guide employees of how they should
behave
Corporate Governance - - A need to make sure the interests of the organization, its
owner's, and other stakeholders are being safeguarded
Diversity - -Similarities and differences among employees in terms of age, cultural
background, physical abilities and disabilities, race, religion, sex, and sexual orientation.
Gardenswartz and Rowes Diversity Wheel - Personality, Internal Dimensions, External
Dimensions, Organization Dimensions
