Test Bank For Fundamentals Of Management: Essential Concepts And Applications, 8th Edition

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1Fundamentals of Management, 8e(Robbins et al.)Chapter 1 Managers and Management1) Part of what defines an organization is its purpose.Answer: TRUEExplanation: The goals or purpose of an organization define the organization's reason for existing.Without a common purpose, a group of individuals does not qualify as an organization.Diff: 2Page Ref:4Objective: 1.12) All organizations have a structure that in some ways serves to define and limit the behavior ofmembers of the organization.Answer: TRUEExplanation: The structure of an organization, whether formal or informal, defines how organizationmembers interact. For example, a school's informal guidelines might determine how teachers fraternize.A school's formal guidelines might set up rules for interaction between students and teachers.Diff: 2Page Ref:4Objective: 1.13) In order to be considered a manager, an individual must direct or oversee the work of others.Answer: TRUEExplanation: Directing and overseeing work distinguishes managers from nonmanagerial employees.Managers direct and oversee work of others. Nonmanagerial employees have no supervisoryresponsibilities.Diff: 2Page Ref:5Objective: 1.1Learning Outcome: Describe the roles of managers and the skills they need to succeed within anorganization4) A manager does not work directly on tasks for the organization.Answer: FALSEExplanation: Managers may work on tasks in addition to their supervisory duties. For example, amanager of a shop that designs clothing may also create designs on his or her own.Diff: 2Page Ref:5Objective: 1.1Learning Outcome: Describe the roles of managers and the skills they need to succeed within anorganization5) Supervisors and team leaders may both be considered first-line managers.Answer: TRUEExplanation: First-line managers are managers who oversee workers directly and are involved in day-to-day operations. For example, a team manager in an auto assembly plant might oversee and help solveeveryday problems that arise on the assembly line. Higher level managers typically would not spendtime helping to solve assembly line problems directly.Diff: 1Page Ref:5Objective: 1.1

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26) Effectiveness refers to the relationship between inputs and outputs.Answer: FALSEExplanation: Efficiency is concerned with maximizing the output-to-input ratio. Effectiveness, on theother hand, refers not to how well resources are used but to which resources to use, and whether or notthose resources help the organization attain its goals.Diff: 2Page Ref:6Objective: 1.27) A goal of efficiency is to minimize output costs while maximizing input costs.Answer: FALSEExplanation: The goal of efficiency is the opposite—to maximize outputs while minimizing inputs. Anefficient operation uses the fewest resources to generate the greatest amount of product.Diff: 2Page Ref:6Objective: 1.28) Effectiveness refers to the attainment of the organization's goals.Answer: TRUEExplanation: Effectiveness is concerned with "doing the right things"—choosing the tasks that will helpthe organization achieve its goals. Efficiency, on the other hand, refers to "doing things right," that is,once tasks are chosen they are done with a minimum of waste.Diff: 2Page Ref:6Objective: 1.29) Managers who are effective at meeting organizational goals always act efficiently.Answer: FALSEExplanation: A manager may be effective but not efficient. For example, a manager may excel atachieving goals but waste a lot of money, energy, and resources in achieving them.Diff: 3Page Ref:6Objective: 1.210) The four contemporary management processes are planning, organizing, leading, and commanding.Answer: FALSEExplanation: Leading is a term that replaced commanding and coordinating. So commanding isconsidered to be part of leading and not distinct from it.Diff: 1Page Ref:8Objective: 1.2Learning Outcome: Describe the roles of managers and the skills they need to succeed within anorganization11) Determining who reports to whom is part of the controlling function of management.Answer: FALSEExplanation: The controlling function is largely a process of monitoring and evaluation. Subordinatesare observed to see if they are working efficiently. Programs are evaluated to make sure they areprogressing toward organizational goals. Deciding who reports to whom is not a part of this function.Diff: 1Page Ref:9Objective: 1.3Learning Outcome: Describe the roles of managers and the skills they need to succeed within anorganization

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312) Providing motivation is part of the controlling function of management.Answer: FALSEExplanation: Motivating employees falls under the category of leadership for a manager, notcontrolling.Diff: 2Page Ref:9Objective: 1.3Learning Outcome: Describe the roles of managers and the skills they need to succeed within anorganization13) Defining goals is a key part of the organizing function of management.Answer: FALSEExplanation: Defining goals for an organization is part of the planning, rather than the organizing,function of management. Usually only top managers participate in defining broad, strategic goals, whileall managers define goals for practical levels of organization operation.Diff: 1Page Ref:9Objective: 1.3Learning Outcome: Describe the roles of managers and the skills they need to succeed within anorganization14) Deciding who will be assigned to which job is a part of the leading function of management.Answer: FALSEExplanation: Assigning tasks falls largely in the category of organizing. Leading is concerned withdirecting and motivating employees.Diff: 1Page Ref:9Objective: 1.3Learning Outcome: Describe the roles of managers and the skills they need to succeed within anorganization15) Fayol's management processes are completely equivalent to Mintzberg's management roles.Answer: FALSEExplanation: Fayol's four functions of management are planning, leading, controlling, and organizing.Mintzberg's categories include some of these functions, such as leading and making planning decisions,but leave out the others. Though the two systems can ultimately be reconciled with one another, it wouldbe a stretch to say that they are equivalent. The strength of the two systems is that they representdifferent points of view and provide two different lenses with which to observe and analyzemanagement.Diff: 3Page Ref:8-10Objective: 1.3Learning Outcome: Summarize the major historical and current approaches to management

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416) In Mintzberg's view, the roles of figurehead, leader, and liaison are all interpersonal roles.Answer: TRUEExplanation: Mintzberg sees the manager's interpersonal chores as providing motivation and support(leading), representing the part of the organization you control (figurehead), and connecting with otherparts of the organization and/or the outside world (liaison).Diff: 2Page Ref:10Objective: 1.3Learning Outcome: Summarize the major historical and current approaches to management17) Disturbance handler is one of Mintzberg's interpersonal roles.Answer: FALSEExplanation: Though "disturbance handler" sounds like an interpersonal role, it falls under Mintzberg'scategory of decisional roles. A disturbance handler must decide how to address problems that arise in away that will best benefit the organization.Diff: 2Page Ref:10Objective: 1.3Learning Outcome: Summarize the major historical and current approaches to management18) A key difference between Fayol's and Mintzberg's view of management is that Fayol's view wasbased on empirical observations of managers in action.Answer: FALSEExplanation: It was Mintzberg, rather than Fayol, who based his categories on what managers actuallydo. Fayol's categories were based on experience, but his data was not collected in a systematic manner.Diff: 2Page Ref:8-10Objective: 1.3Learning Outcome: Summarize the major historical and current approaches to management19) Most people who study management think that Fayol's categories are more useful than Mintzberg's.Answer: TRUEExplanation: Though Fayol's scheme was not based on scientifically collected data, the simplicity of hiscategories has made it more popular in management circles than Mintzberg's more complicated scheme.Diff: 2Page Ref:10Objective: 1.3Learning Outcome: Summarize the major historical and current approaches to management20) A typical first-level manager spends more of his or her time leading than planning.Answer: TRUEExplanation: Of the three managerial levels, first-level managers proportionally spend the most timeleading and the least time planning. Typically, first-level managers spend about twice as much timeleading as they do planning.Diff: 2Page Ref:12Objective: 1.3

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521) Because profit, or the "bottom line," is not the measure of success for not-for-profit organizations,managers of charitable organizations do not have to concern themselves with the financial aspects oftheir organizations.Answer: FALSEExplanation: Managers of non-profit organizations are interested in the financial aspects of theirorganizations primarily for reasons of efficiency. Generally, the less money and resources they waste inbeing inefficient, the more they have for attaining their actual goals.Diff: 2Page Ref:12Objective: 1.322) All managers devote at least some of their time to planning.Answer: TRUEExplanation: Though higher-level managers generally do more planning, even the lowest first-levelmanager will spend some of his or her time planning. Generally, the lower the manager, the lessstrategic his or her planning is likely to be.Diff: 2Page Ref:12Objective: 1.3Learning Outcome: Describe the roles of managers and the skills they need to succeed within anorganization23) A manager in a large business generally will spend more of his or her time as a spokesperson andentrepreneur than his or her counterpart in a small business.Answer: FALSEExplanation: Only the very top managers in a large firm spend much time in spokesperson andentrepreneurial roles. In a small firm, a manager is much more likely to take on the role as aspokesperson or a "rainmaker" who procures new business.Diff: 2Page Ref:14Objective: 1.3Learning Outcome: Describe the roles of managers and the skills they need to succeed within anorganization24) The political skills of a manager primarily consist of the ability to understand the workings ofgovernment and to present information effectively to others in the form of political speechmaking.Answer: FALSEExplanation: Political skills have little to do with making speeches or understanding government.Instead, political skills for a manager involve acquiring a power base within an organization of loyalallies who pledge support.Diff: 3Page Ref:11AACSB: Communication abilitiesObjective: 1.3Learning Outcome: Describe the roles of managers and the skills they need to succeed within anorganization

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625) Technical skills involve a manager's ability to think logically and effectively about abstractsituations.Answer: FALSEExplanation: Thinking logically about abstract situations is a conceptual skill rather than a technicalskill.Diff: 2Page Ref:11AACSB: Use of information technologyObjective: 1.3Learning Outcome: Describe the roles of managers and the skills they need to succeed within anorganization26) A small business manager in many ways combines the roles of top manager and first-line managerin a large business.Answer: TRUEExplanation: A small business manager is usually a generalist. He or she may map out planning strategylike a top manager at one point in a day and supervise workers like a first-line manager during adifferent point in a day.Diff: 2Page Ref:14Objective: 1.3Learning Outcome: Describe the roles of managers and the skills they need to succeed within anorganization27) A business can have 350 employees and still be considered a small business.Answer: TRUEExplanation: A small business may have up to 500 employees if it doesn't engage in any majorinnovative practices or have a large impact on its industry.Diff: 1Page Ref:13Objective: 1.428) Management has an impact on all businesses, but there are almost no examples of businesses thathave failed because of poor management.Answer: FALSEExplanation: Examples of businesses that have filed for bankruptcy due to poor management includeGimbel's, Dave & Barry's, Circuit City, Enron, and many others.Diff: 2Page Ref:15Objective: 1.429) The study of economics is useful only to top managers.Answer: FALSEExplanation: Economics is useful to all managers because it deals with topics that are often directlyrelated to business such as finance, markets, competition, and the allocation of resources. Understandingthese subjects can give managers insight into how to analyze the current business situation and how toplan for the future.Diff: 2Page Ref:15Objective: 1.4

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730) Studying management can be extremely useful even for those who don't plan to be managersthemselves.Answer: TRUEExplanation: Most people will either be managers or be managed. Studying management helps peopledeal with the managers in their lives.Diff: 1Page Ref:15Objective: 1.431) Which of the following is the most accurate statement regarding managers in today's world?A) There is greater variety of managers with respect to age, ethnicity, and gender than ever before.B) Managers are found almost exclusively in large corporations that have more than 500 employees.C) Managers are found almost exclusively in for-profit organizations.D) More than half of today’s managers are women.Answer: AExplanation: A) As time passes, the traditional image of the white middle-aged male as manager hasbeen replaced by individuals of both genders, all ages, and a wide variety of ethnic backgrounds. Theorganizations managers work for also vary widely. Managers are as likely to work for smallorganizations as large ones and for non-profits as for-profits. Finally, though many more women todaywork as managers than in the past, the text does not substantiate the statement that more than half ofmanagers are female.Diff: 2Page Ref:4AACSB: Multicultural and diversity understandingObjective: 1.1Learning Outcome: Discuss different ways managers work with and promote diversity in organizations32) An organization is ________.A) the physical location where people workB) any collection of people who perform similar tasksC) a deliberate arrangement of people to accomplish some specific purposeD) a group of individuals focused on profit-making for their shareholdersAnswer: CExplanation: C) By definition, an organization is a deliberate arrangement of people who have acommon purpose or goal. An organization may or may not exist in a discrete physical location. Forexample, many of today’s political advocacy organizations exist largely as diffuse online entitieswithout a primary physical location. Though some people in an organization may perform similar tasks,many do not. For example, doctors and administrators may both work for the same hospital organizationbut perform very different tasks. Finally, focus on profit does not determine an organization. Manyorganizations, such as a bird-watching club, do not include profit as a goal.Diff: 2Page Ref:4Objective: 1.1

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833) All organizations have ________ that define(s) the organization's purpose and reason for existing.A) limitsB) rulesC) structureD) goalsAnswer: DExplanation: D) An organization’s goals define its purpose and reason for existing. For example, thegoals of a bank might be to make money, while the goals of a church choir might to be to createbeautiful music. Rules can help an organization achieve its goals, but rules do not explicitly define thosegoals. Organizational structure defines and limits how people within an organization interact, butstructure on its own is not something that serves to define an organization’s purpose.Diff: 2Page Ref:4Objective: 1.134) One of the common characteristics of all organizations is ________ that define(s) rules, regulations,and values of the organization.A) a set of written bylawsB) an explicit goalC) a systematic structureD) a stated purposeAnswer: CExplanation: C) An organization’s structure identifies organizational values that include behavioralstandards, customs, ethical mores, and conventions that delineate relationships between organizationmembers. The structure of an organization need not be formally written as bylaws. The goals andpurpose of an organization can influence its values, but neither of these items can be said todefineanorganization’s values.Diff: 2Page Ref:4Objective: 1.135) A fraternity is an example of an organization because it is comprised of people who ________.A) share the same values, traditions, and customsB) share the same goals and valuesC) share goals and function within a common structureD) function under the same set of rules and regulationsAnswer: CExplanation: C) Members of an organization must not only share the same goals, they must all workwithin a common structure to attain those goals. To grasp this distinction, compare two baseball playerson different teams: both may share the same goal of winning the World Series, but they belong todifferent organizations. Similarly, simply sharing values or rules is not sufficient to identify ordifferentiate an organization. To make up an organization, people need to belong to a shared structure orinstitution and have common goals.Diff: 2Page Ref:4Objective: 1.1

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936) Which of the following is a key difference between managerial and nonmanagerial employees?A) Managerial employees receive higher pay compensation.B) Nonmanagerial employees have less formal education.C) Nonmanagerial employees do not oversee the work of others.D) Managerial employees work longer hours.Answer: CExplanation: C) The distinction between managerial and nonmanagerial employees resides solely inoverseeing work. Managers have the responsibility of supervising and directing work of others.Nonmanagerial employees do not have this responsibility. Managers may or may not receive bettercompensation, have more education, or work longer hours than nonmanagers—so none of these criteriacan serve to distinguish between the two.Diff: 1Page Ref:5Objective: 1.137) The primary job of a manager is to ________.A) make decisions that help an organization growB) tackle tasks that are too difficult for nonmanagerial employeesC) coordinate between organization leaders and ordinary employeesD) direct and oversee the work of othersAnswer: DExplanation: D) Though managers may make important decisions, tackle difficult tasks, or coordinatebetween leaders and lower-level employees, a manager’s primary job is to supervise the work of others.The supervisory role is what distinguishes managers from nonmanagers.Diff: 1Page Ref:5Objective: 1.1Learning Outcome: Describe the roles of managers and the skills they need to succeed within anorganization38) The work of a manager ________.A) is strictly limited to overseeing and monitoring the work of othersB) may involve performing tasks that are not related to overseeing othersC) involves only high-level tasks that require a sophisticated skill setD) does not involve interaction with nonmanagerial employeesAnswer: BExplanation: B) The primary job of a manager is to oversee work of others. However, this does notpreclude a manager from performing tasks on his or her own that do not involve supervision of others.An example of a manager not being limited to supervising would be an art director at a book companywho supervises work of others but also creates artworks on her own. Tasks performed by managers arenot necessarily high level and may involve interaction with nonmanagerial workers, so neither of thesechoices is correct.Diff: 2Page Ref:5Objective: 1.1Learning Outcome: Describe the roles of managers and the skills they need to succeed within anorganization

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1039)Supervisoris another name for which of the following?A) team leaderB) middle managerC) first-line managerD) top managerAnswer: CExplanation: C) An organization’s management hierarchy typically follows this progression: first-linemanager, middle manager or team leader, and top manager. This sequence usually reflects the degree towhich managers are involved in planning and making higher-order decisions. The lowest position in thesequence, the first-line manager, is generally more involved insupervisingothers than making higher-order decisions, so this individual is often termed asupervisor. Managers higher in the chain ofcommand do lesssupervisingthan first-line managers so they are less likely to be called asupervisor.Diff: 1Page Ref:6Objective: 1.1Learning Outcome: Describe the roles of managers and the skills they need to succeed within anorganization40) Which of the following types of managers is responsible for making organization-wide decisionsand establishing the plans and goals that affect the entire organization?A) team leaderB) top managerC) department headD) project leaderAnswer: BExplanation: B) In a typical management hierarchy, the individuals responsible for making higher-orderdecisions that involve planning, goals, policy, and philosophy are the top managers. Team leaders aregenerally first-line managers at the bottom of the hierarchy who are least involved with higher-ordergoals. Department heads and project leaders are titles for middle managers who are more involved withthe implementation rather than the making of goals and policy.Diff: 1Page Ref:5Objective: 1.1Learning Outcome: Describe the roles of managers and the skills they need to succeed within anorganization41) Which is an important job responsibility for a middle manager?A) defining the organization’s long-term goalsB) translating goals defined by top managers into actionC) helping top managers define goalsD) performing tasks that are not related to long-term goalsAnswer: BExplanation: B) In an organization, top management typically defines long-term goals, then enlistsmiddle managers to find ways to achieve those goals. Thus, middle managers are not involved inidentifying long-term goals in any way. The job of a middle manager is very involved with long-termgoals, it just doesn’t involvedefiningthose goals.Diff: 2Page Ref:5Objective: 1.1Learning Outcome: Describe the roles of managers and the skills they need to succeed within anorganization

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1142) Which of the following identifies a manager who does NOT typically supervise other managers?A) unit chiefB) shift managerC) vice presidentD) division managerAnswer: BExplanation: B) All but first-line managers are responsible at least in part for overseeing the work ofother managers. The shift manager is the only first-line manager in this group. A unit chief and divisionmanager are both titles for middle managers who oversee other managers. A vice president is a topmanagement position that is usually heavily involved with the management of other managers.Diff: 2Page Ref:6Objective: 1.1Learning Outcome: Describe the roles of managers and the skills they need to succeed within anorganization43) Which of the following is a member of the lowest level of management?A) a nonmanagerial employeeB) an individual involved in defining the organization’s philosophyC) a vice presidentD) a middle managerAnswer: DExplanation: D) The middle manager represents the lowest managerial position among the choicesgiven here, but it is not the lowest position in the managerial hierarchy. Individuals that rank above amiddle manager include a vice president and an individual who defines organizational philosophy, bothof whom would qualify as top managers. Finally, a nonmanagerial employee is lowest in the hierarchyamong these choices, but this individual is not a part of management.Diff: 2Page Ref:5Objective: 1.1Learning Outcome: Describe the roles of managers and the skills they need to succeed within anorganization44) All levels of management between the supervisory level and the top level of the organization aretermed ________.A) middle managersB) first-line managersC) supervisorsD) team leadersAnswer: AExplanation: A) Middle management is defined as those individuals who are between top managementand the team leaders, supervisors, and other first-line managers who make up the supervisory level ofmanagement. Any manager who is (1) not a part of top management and (2) not primarily a supervisorof nonmanagerial employees is classified as a middle manager.Diff: 2Page Ref:5Objective: 1.1Learning Outcome: Describe the roles of managers and the skills they need to succeed within anorganization

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1245) Which of the following levels of management is associated with positions such as executive vicepresident, chief operating officer, chief executive officer, and chairperson of the board?A) team leadersB) middle managersC) first-line managersD) top managersAnswer: DExplanation: D) All of the titles listed above—executive vice president, chief operating officer, chiefexecutive officer, and chairperson of the board—are executive positions that are typically part of anorganization’s top management. Team leaders are types of first-line managers and are not part of topmanagement. Any positions that includeexecutiveas part of the title would eliminate middle managersas a choice.Diff: 1Page Ref:5Objective: 1.1Learning Outcome: Describe the roles of managers and the skills they need to succeed within anorganization46) Another term for efficiency is ________.A) doing the right thingsB) doing things rightC) making sure things get doneD) doing things at the right timeAnswer: BExplanation: B) Efficiency is often termeddoing things rightbecause the phrase denotes the manner inwhich tasks are carried out. The "right" way or efficient way correlates with a minimum of wasted time,money, energy, and resources. "Doing the right things," on the other hand, refers to effectiveness, notefficiency. Making sure that things get done and doing things at the right time are both often part of anefficient undertaking, but neither effort could be said to define efficiency.Diff: 2Page Ref:6Objective: 1.247) Which of the following might be an example of increased efficiency in manufacturing?A) cutting the amount of labor required to make the productB) cutting the price of the productC) increasing sales of the productD) increasing advertising for the productAnswer: AExplanation: A) Efficiency must involve reducing the input-to-output ratio in some way. Cutting theamount of labor reduces the amount of input and so marks an increase in efficiency. Cutting the pricedoes not affect the amount of resources and labor that go into the product, nor does it improve theproduct itself, so it is not an efficiency measure. Increasing sales and advertising similarly do not changethe input-output ratio so they do not increase efficiency.Diff: 3Page Ref:6AACSB: Analytic skillsObjective: 1.2

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1348) Another term for effectiveness is ________.A) doing the right thingsB) doing things rightC) doing things intelligentlyD) doing things when necessaryAnswer: AExplanation: A) Effectiveness is said to be "doing the right things" because effectiveness is concernedwith obtaining results and reaching goals. Doing things "in the right way" results in efficiency ratherthan effectiveness. Note that an enterprise can be effective—i.e., it can attain goals—without beingefficient in such areas as keeping costs and resources down. Doing things intelligently is clearly part ofan effective effort without being critical to it. The same can be said of doing things when necessary—itis not a critical part of an effective effort.Diff: 2Page Ref:6Objective: 1.249) Effectiveness is synonymous with ________.A) cost minimizationB) smart managementC) goal attainmentD) efficiencyAnswer: CExplanation: C) Effectiveness is concerned with ends as opposed to means. Being effective means"getting the job done" (attaining goals), while being efficient is concerned with "how the job got done"and such things as cost minimization. While effective operations usually feature smart management, thetwo are not necessarily synonymous.Diff: 2Page Ref:6Objective: 1.250) Efficiency refers to ________.A) the relationship between inputs and outputsB) the additive relationship between inputs and outputsC) the inverse relationship between inputs and outputsD) decreasing inputs onlyAnswer: AExplanation: A) Mathematically, efficiency is measured as a ratio of inputs to outputs. For example, inphysics the ratio of input energy to output energy defines a machine's efficiency. The same principlesapply to management. Efficiency is measured as the ratio of input energy, or other resources such ascosts or labor, to the amount of product or output created. The input-output ratio is neither additive norinverse but rather directly proportional in some way. Finally, though decreasing inputs can increaseefficiency, it is not the only way to increase efficiency.Diff: 2Page Ref:6Objective: 1.2

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1451) Good management strives for ________.A) low efficiency and high effectivenessB) high efficiency and low effectivenessC) high efficiency and high effectivenessD) moderate efficiency and moderate effectivenessAnswer: CExplanation: C) High efficiency and high effectiveness are both things that managers seek to obtain.High efficiency is associated with minimal waste and a maximum of production. High effectiveness isassociated with success in achieving goals. Low or moderate measures of efficiency or effectiveness areclearly inferior to a high amount of each quality.Diff: 2Page Ref:6Objective: 1.252) A candy manufacturer would increase both efficiency and effectiveness by making ________.A) better candy at the same costB) better candy at a lower costC) the same candy at a lower costD) the same candy at the same costAnswer: BExplanation: B) Increasing efficiency involves making the product at lower cost. Increasingeffectiveness means making a better product. So increasing efficiency and effectiveness would entailmaking a better product at a lower cost. Any other combination of the two variables—not improving thecost or the quality of the candy—would not be an improvement in both efficiency and effectiveness.Diff: 3Page Ref:6Objective: 1.253) A candy manufacturer that made candy at a lower cost without improving the quality of the candycould be said to ________.A) increase effectiveness without increasing efficiencyB) increase efficiency without increasing effectivenessC) increase both effectiveness and efficiencyD) decrease both effectiveness and efficiencyAnswer: BExplanation: B) Lowering cost is a measure of increased efficiency. Making better candy is a measureof increased effectiveness. So lowering cost for unimproved candy shows an increase in efficiency butnot effectiveness.Diff: 3Page Ref:6AACSB: Analytic skillsObjective: 1.2

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1554) The "father" of scientific management was ________.A) Henri FayolB) Robert L. KatzC) Henry MintzbergD) Frederick Winslow TaylorAnswer: DExplanation: D) Fayol worked about the same time period as Taylor and was also fairly "scientific" inhis approach. However, Taylor was the person who stressed being "scientific" and coined the termscientific managementin his 1911 book. Mintzberg and Katz also contributed to ideas about scientificmanagement, but both of these thinkers came later.Diff: 2Page Ref:7Objective: 1.2Learning Outcome: Summarize the major historical and current approaches to management55) Taylor began to develop his theory of ________ after a result of viewing workers in steelcompanies.A) the functions of managementB) ethics-based managementC) management skillsD) scientific managementAnswer: DExplanation: D) Taylor's scientific management theory posited that efficiency in organizations could beimproved by studying organizations objectively and systematically. The functions of management weredeveloped by Fayol. Management skills were identified by Katz. Ethics-based management is not aknown theory of management.Diff: 2Page Ref:7AACSB: Use of information technologyObjective: 1.2Learning Outcome: Summarize the major historical and current approaches to management56) A major contribution that Taylor made to the study of management was ________.A) to measure efficiency on a 4-star scaleB) to identify the one best way to get a job doneC) to identify the three best ways to get a job doneD) to measure inefficiency on a 4-star scaleAnswer: BExplanation: B) Taylor measured efficiency and inefficiency, but he did not rank them on a star scale.What Taylor did do was collect data to identify the "one best way" to do a job; that is, the most efficientand effective way to complete a task. Taylor focused on only a single best way.Diff: 2Page Ref:7AACSB: Use of information technologyObjective: 1.2Learning Outcome: Summarize the major historical and current approaches to management

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