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Unit 1 Matching Assignment and MCQ

1. The key terms are matched with their definitions: a) Behavioural school - focuses on employees as assets to be developed b) Bureaucracy - Weber's principles of rational organizations controlled by competent individuals c) Administrative principles - Fayol's theoretical basis for management regardless of expertise d) Classical school - focused on the 'one best way' to perform tasks e) Scientific management - viewed employees as assets to be developed f) Contingency theory - managerial actions depend on situational variables g) Synergy - increased effectiveness from combined action/cooperation h) System - views organization in terms of inputs, processes, outputs i) Systems theory - managers should understand

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38 views4 pages

Unit 1 Matching Assignment and MCQ

1. The key terms are matched with their definitions: a) Behavioural school - focuses on employees as assets to be developed b) Bureaucracy - Weber's principles of rational organizations controlled by competent individuals c) Administrative principles - Fayol's theoretical basis for management regardless of expertise d) Classical school - focused on the 'one best way' to perform tasks e) Scientific management - viewed employees as assets to be developed f) Contingency theory - managerial actions depend on situational variables g) Synergy - increased effectiveness from combined action/cooperation h) System - views organization in terms of inputs, processes, outputs i) Systems theory - managers should understand

Uploaded by

Ayoka Coleman
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Unit 1 Matching Assignment

Match the following key terms with the definition or statement that best describes it. Write the
correct letter beside the number.
a. Behavioural school
b. Bureaucracy
c. Administrative principles
d. Classical school of management
e. Scientific management
f. Contingency theory
g. Synergy
h. System
i. Systems theory
j. Theory

……………1. An attempt by an art or science , such as management, to explain the


relationships between and among its underlying principles.
……………..2. The approach to the management thinking of Henri Fayol and others, who
attempted to provide a theoretical basis for all regardless of their area of expertise
……………..3. The concept that increased effectiveness results from combined action or
cooperation.
……………..4. Max Weber was the first to describe the principles of rational organizations that
are controlled by technically competent individuals selected on the basis of their competence.
……………..5. This approach to management focuses on the ‘one best way’ to perform and
manage tasks.
……………..6. the approach to management that first viewed employees as assets to be
developed, and addressed concerns for people in the work environment
……………..7. The management approach based on the concept that managerial actions should
depend upon the variables of the situation on hand rather than one unchanging approach.
……………..8. The managerial approach that views the whole organization in terms of inputs,
processes, and outputs, and teaches that managers should understand how the subsystems in each
area work and interact with other areas and subsystems.
MCQ – Select the correct response

1. The career path of many managers reflect the ability of a manager to transfer management
skills from one industry to another. Which of the following skills are most transferable?

a. Human and conceptual skills.


b. Human and communication skills.
c. Technical and human skills.
d. Conceptual and technical skills.
e. Technical and decision-making skills.

2. The nature of management is to cope with ____ and far-reaching challenges.

a. simple
b. planned
c. diverse
d. organized
e. controlled

3. Management is the process of achieving _________ through people and the efficient and
effective use of resources, by applying the four functions of management.

a. Profits
b. Status
c. Organizational objectives
d. Market share
e. The management pyramid

4. Mary Parker Follett defined management as:


a. a set of administrative principles for running an organization
b. the art of getting things done through people
c. the quest for total quality throughout an organization
d. a set of quantitative analyses
e. a scientific system of getting things done

5. An organization is a:
a. social entity that functions in an unstructured manner
b. social entity that is goal-directed and deliberately structured
c. cultural entity which is goal-directed and deliberately structured
d. subculture which is not goal-directed
e. reference group which is goal-directed and not deliberately structured

6. Ports in northern Europe are operating at 90 percent of their maximum capacity. Several
shipping companies are involved with Neptune Orient's plan to develop and build twelve new
container ports in northern Europe. They have hired Drewry Shipping Consultancy to
monitor the projects and to correct any design problems. Drewry Shipping Consultancy is
performing which management function?

a. controlling
b. planning
c. leading
d. organizing
e. staffing

7. Organizing is best described as:

a. assigning responsibility for task accomplishment


b. using influence to motivate employees
c. monitoring activities and making corrections
d. selecting goals and ways to attain them
e. creating job enhancement

8. The length of semesters at a university was recently reduced from 16 weeks to 14 weeks by
the state's Board of Regents. A professor who wants to cover the same amount of material
under the new schedule as was covered under the old schedule will need to be:

a. more effective under the new schedule


b. more efficient under the new schedule
c. more in touch with students under the new schedule
d. more knowledgeable under the new schedule
e. validated under the new schedule

9. For a vegetable canning factory, worker-hours per case of cans is a measure of:

a. organizational effectiveness
b. administrative performance
c. organizational efficiency
d. organizational compliancy
e. synergistic delegation
10. Tara Kelso is the head of the finance department at Muumuu Manufacturing, Inc. Her level in the
management hierarchy is that of a(n)

a. first-line manager.
b. middle manager.
c. top manager.
d. chief executive officer.
e. operative.

11. Geoff Taylor is the director of risk management for Nike. He is responsible for maintaining
information links both inside and outside the organization by using mail, phone calls, and
conducting meetings as daily activities. He is serving in the role of a:

a. figurehead
b. monitor
c. negotiator
d. liaison
e. spokesperson

12. Raul Rodriguez is the President of WV Railroad. His organization faces issues related to the
environment, government regulation, and competition. He will need to rely primarily on his

a. conceptual skills.
b. technical skills.
c. human skills.
d. controlling skills.
e. interpersonal skills.

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