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Management 8th Edition Kinicki Test Bank
Management 8th Edition Kinicki Test Bank
Management 8th Edition Kinicki Test Bank
Bank
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Management 8th Edition Kinicki Test Bank
Chapter 02
Test Bank
1. During a manager's meeting, Paula, a district manager, discussed how to handle sensitive employee issues and indicated correctly that management is
really just an art.
FALSE
Feedback: Certainly management can be an art. Great managers, like great painters or actors, have the right mix of intuition, judgment, and experience.
But management is also a science. That is, rather than being performed in a seat-of-the-pants, make-it-up-as-you-go-along kind of way that can lead to
big mistakes, management can be approached deliberately, rationally, and systematically.
2. Jeffrey Pfeffer and Robert Sutton believed that evidence-based management is founded on the belief that facing the hard facts about what works and
accepting the nonsense that passes for sound advice will help organizations perform better.
FALSE
Feedback: Stanford business scholars Jeffrey Pfeffer and Robert Sutton stated that evidence-based management is founded on the belief that "facing the
hard facts about what works and what doesn't, understanding the dangerous half-truths that constitute so much conventional wisdom about
management, and rejecting (not accepting) the total nonsense that too often passes for sound advice will help organizations perform better."
3. Peter Drucker was a 20th-century socialist, opposed capitalism and believed that managers were more of a hindrance than a help to most
organizations.
FALSE
Feedback: Peter Drucker "was the creator and inventor of modern management," says management guru Tom Peters. In 1954, Drucker published his
famous text, The Practice of Management.
4. Ali, a CEO of a large IT organization, understands that many challenges are coming in his industry; therefore, he tells his upper-level management
that it's helpful to look at theoretical perspectives of management to help make predictions and develop principles to guide future company strategies
and actions.
TRUE
Feedback: Studying theoretical perspectives of management provides good theories and a guide to action that can help managers make predictions and
develop a set of principles that will guide their actions.
5. Susan, a department manager, believes that ever since the corporate office eliminated certain benefits to reduce costs, her employees have not been
working as hard as in the past. This reduction in effort is known as "soldiering."
TRUE
2-1
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
Feedback: Frederick Taylor called deliberately working at less than full capacity soldiering.
6. Joe, a plant manager, wants to institute a compensation system in which more efficient workers earn higher wages. Joe is proposing to institute a
differential rate system.
FALSE
Feedback: Frederick Taylor suggested employers institute a differential rate system, in which more efficient workers earn higher wages.
7. The Hawthorne studies succeeded in drawing attention to the importance of "social man" and how managers using good human relations could
improve worker productivity.
TRUE
Feedback: The Hawthorne studies succeeded in drawing attention to the importance of "social man" (social beings) and how managers using good
human relations could improve worker productivity. This in turn led to the so-called human relations movement in the 1950s and 1960s.
8. Olde Manufacturing, a parts supplier to the auto industry, has been using the behavioral approach to management for over 100 years. However, since
that method of management is too simplistic for practical use, Olde should begin implementing the newer and more sophisticated human relations
movement approach to management, which is the most contemporary approach to management.
FALSE
Feedback: The human relations movement was a necessary correction to the sterile approach used within scientific management, but its optimism came
to be considered too simplistic for practical use. More recently, the human relations view has been superseded by the behavioral science approach to
management.
9. Behavioral science relies on data from past sales to forecast human behavior to develop strategic plans and goals.
FALSE
Feedback: Behavioral science relies on scientific research for developing theories about human behavior that can be used to provide practical tools for
managers. The disciplines of behavioral science include psychology, sociology, anthropology, and economics.
10. When the Americans entered World War II in 1941, they used the British model to form operations research teams to determine how to deploy
troops, submarines, and equipment most effectively. These techniques have evolved into quantitative management.
TRUE
Feedback: When the Americans entered the war in 1941, they used a successful statistical British model to form operations research (OR) teams to
2-2
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of
McGraw-Hill Education.
determine how to deploy troops, submarines, and other military personnel and equipment most effectively. OR techniques have since evolved into
quantitative management.
11. The idea that two or more forces combined create an effect that is greater than the sum of their individual effects is called syncretism.
FALSE
Feedback: Synergy is the idea that two or more forces combined create an effect that is greater than the sum of their individual effects.
12. Right Office Equipment continually talks with customers after they purchase their products, and Right Office managers regularly visit customers to
gather feedback on new products, product improvements, and how Right Office can better serve its customers. This is an example of an open system.
TRUE
Feedback: An open system continually interacts with its environment, getting feedback from the outside. A closed system has little interaction with its
environment, getting little feedback from the outside.
13. When Mr. Jones, the owner of a local hardware store, asks one of his lawnmower suppliers about the total ability of their product to meet customer
needs, he is questioning the quality of that mower.
TRUE
Feedback: Quality refers to the total ability of a product or service to meet customer needs.
14. A-Plus Manufacturing has a policy of using statistical sampling to locate errors by testing just some (rather than all) of the items in a particular
production run. This strategy of minimizing errors is known as synergy.
FALSE
Feedback: Quality control is a strategy for minimizing errors by managing each state of production. Statistical sampling can locate errors by testing just
some (rather than all) of the items in a particular production run.
15. A local furniture retailer routinely develops and acquires new knowledge, and the employees communicate what they learn to other employees, so
the company is able to modify its behavior to reflect what they have learned. This organization is an example of a learning organization.
TRUE
Feedback: A learning organization is an organization that actively creates, acquires, and transfers knowledge within itself and is able to modify its
behavior to reflect new knowledge.
16. ________ holds that there are few really new ideas and that "true is better" than new.
A. Scientific management
2-3
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McGraw-Hill Education.
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