Module 1: What is Management? Flashcards
Which of the following words is NOT a step in the management process?
(A) Planning (B) Leading (C) Producing (D) Controlling (E) Organizing
(C) Producing
The management process that involves motivating people to work hard to reach organizational goals is:
(A) Planning (B) Leading (C) Controlling (D) Developing (E) Organizing
(B) Leading
Which of the following is NOT an external environment force on an organization?
(A) Sociocultural trends (B) Technology (C) Economy (D) Political trends (E) Human resources
(E) Human resources
Frederick Taylor is considered a pioneer in the school of management referred to as the
(A) management process school (B) empirical school (C) scientific management school (D) behaviorist school (E) social system school
(C) scientific management school
Who among the following was important in the scientific management field for promoting motion studies?
(A) Max Weber (B) Henri Fayol (C) Abraham Maslow (D) Frank and Lillian Gilbreth (E) Henry Ford
(D) Frank and Lillian Gilbreth
The manager most famous for developing “Administrative Management,” one of the earliest models of management functions, which led to the modern POLC model we use today is:
(A) Robert Decker (B) Henri Fayol (C) Abraham Maslow (D) Henry Ford (E) Peter Drucker
(B) Henri Fayol
Which of the following best describes managerial ethics?
(A) It is the social obligation that the individual manager has to fulfill.
(B) It is a statement of the social responsibility of the organization.
(C) It is the standard of conduct that guides a person’s decisions and behavior.
(D) It is the mission statement of the organization.
(E) It is a behavior that conforms to legal principles of justice.
(C) It is the standard of conduct that guides a person’s decisions and behavior.
A manager decides to lay off 10 percent of the workforce and justifies the action by noting that 90 percent still have jobs and the company will remain solvent. This manager has utilized which of the following views of ethics?
(A) Rights view of ethics (B) Theory of justice view of ethics (C) Integrative social contracts view of ethics (D) Utilitarian view of ethics (E) Golden rule view of ethics
(D) Utilitarian view of ethics
Utility: The best outcome for the most people.
What piece of US law requires a corporation to publish a corporate code of ethics?
(A) Knowles-Taylor Ethics Act of 1986 (B) Sarbanes-Oxley Act (C) Public Law 2782 on Corporate Ethics (D) Executive Order 27-82, “The Ethics Order” (E) The Foreign Corrupt Practices Act
(B) Sarbanes-Oxley Act
What piece of US law requires a corporation to publish a corporate code of ethics?
(A) ISO 9000 (B) ISO 10000 (C) ISO 12000 (D) ISO 14000 (E) ISO 16000
(D) ISO 14000
Noted for pioneering “Scientific Management,” which tried to improve productivity of workers by looking at the most productive worker, figuring out how he/she worked, and tried to get everyone else to follow suit.
(A) Henri Fayol (B) Frederick Taylor (C) Elton Mayo (D) Peter Drucker (E) Michael Porter
(B) Frederick Taylor
Was an attempt to address some of the real limitations of scientific management, and move it away from just manufacturing and mining. Key elements include:
o Recognized management as learned skills
o Allowed workers a role in decisions about their jobs
o Managers were taught, not born
(A) Scientific management (B) Administrative management (C) Professional management (D) Human relations management (E) Productivity management
(C) Professional management
Founded Human Relations Movement to help explain how social factors affect performance, and use that understanding to increase productivity – now known as the behaviorist school of management. Most of his work came from the Hawthorne Studies.
(A) Henri Fayol (B) Frederick Taylor (C) Elton Mayo (D) Peter Drucker (E) Michael Porter
(C) Elton Mayo
Explored management of knowledge workers – how they are motivated, and how they are different from other workers.
(A) Henri Fayol (B) Frederick Taylor (C) Elton Mayo (D) Peter Drucker (E) Michael Porter
(D) Peter Drucker
Developed key theories of management as strategy; thinking and planning.
(A) Henri Fayol (B) Frederick Taylor (C) Elton Mayo (D) Peter Drucker (E) Michael Porter
(E) Michael Porter
This series of standards describe the systematic processes by which organizations can minimize the damage of their actions environmentally.
(A) ISO 9000 (B) ISO 10000 (C) ISO 12000 (D) ISO 14000 (E) ISO 16000
(D) ISO 14000
A piece of American law that holds US businesses accountable for ethical behavior, and for essentially following US law when operating globally. Bans bribery and other illegal and corrupt actions, even where they are legal in the country they are committed.
(A) Sarbanes-Oxley
(B) ISO 14000
(C) Foreign Corrupt Practices Act (FCPA)
(D) Corporate Social Responsibility
(C) Foreign Corrupt Practices Act (FCPA)
Is about how companies manage their business processes to produce an overall positive effect on society.
(A) Sarbanes-Oxley
(B) ISO 14000
(C) Foreign Corrupt Practices Act (FCPA)
(D) Corporate Social Responsibility
(D) Corporate Social Responsibility
The art of getting things done through the efforts of other people.
(A) Planning (B) Organizing (C) Leading (D) Controlling (E) Management
(E) Management
The means by which you actually manage, that is, get things done through others.
[textbook] The activities that “plan, organize, and control the operations of the basic elements of [people], materials, machines, methods, money and markets, providing direction and coordination, and giving leadership to human efforts, so as to achieve the sought objectives of the enterprise.”
(A) Planning (B) Organizing (C) Leading (D) Principles of management (E) Management
(D) Principles of management
Responsible for developing the organization’s strategy and being a steward for its vision and mission.
(A) Top managers
(B) Functional managers
(C) Supervisory / Team managers
(D) Line managers
(A) Top managers
Responsible for the efficiency and effectiveness of an area, such as accounting or marketing.
(A) Top managers
(B) Functional managers
(C) Supervisory / Team managers
(D) Line managers
(B) Functional managers
Responsible for coordinating a subgroup of a particular function or a team composed of members from different parts of the organization.
(A) Top managers
(B) Functional managers
(C) Supervisory / Team managers
(D) Line managers
(C) Supervisory / Team managers
Leads a function that contributes directly to the products or services the organization creates.
(A) Top managers
(B) Functional managers
(C) Supervisory / Team managers
(D) Line managers
(D) Line managers
The recognition of opportunities (needs, wants, problems, and challenges) and the use or creation of resources to implement innovative ideas for new, thoughtfully planned ventures.
(A) Management
(B) Principles of management
(C) Entrepreneurship
(D) Entrepreneur
(C) Entrepreneurship
The process of enabling or authorizing and individual to think, behave, take action, and control work and decision making in autonomous ways.
(A) Enlightenment
(B) Entitlement
(C) Empowerment
(D) Management
(C) Empowerment
Leads a function that creates indirect inputs. For example, finance and accounting are critical organizational functions but do not typically provide an input into the final product or service a customer buys, such as a box of Tide detergent.
(A) Line manager
(B) Staff manager
(C) Project manager
(D) General manager
(B) Staff manager
Is responsible for the planning, execution, and closing of any project.
(A) Line manager
(B) Staff manager
(C) Project manager
(D) General manager
(C) Project manager
Responsible for managing a clearly identifiable revenue-producing unit, such as a store, business unit, or product line. These managers typically must make decisions across different functions and have rewards tied to the performance of the entire unit (i.e., store, business unit, product line, etc.)
(A) Line manager
(B) Staff manager
(C) Project manager
(D) General manager
(D) General manager
