Item 1 - Score: 0% (0 of 1)

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Doug's managerial style can be described as tough and aggressive, while building alliances with others with the
goal to obtain a strong power base. Which manager frame of reference best describes Doug's style?

Human Resources

Political

Structural

Symbolic

Feedback: Incorrect. A managerial style that is described as tough and aggressive, while building alliances with
others with the goal to obtain a strong power base is known as the political frame of reference.
Item 2 - Score: 100% (1 of 1)
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Which of the following traits best describes the human resources frame of reference?

Technical expert

Clear, logical thinking

Charisma

Coach and develop people

Feedback: Correct. The ability to coach and develop people are traits associated with the human resource frame of
reference.
Item 3 - Score: 100% (1 of 1)
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Fred has been described by his colleagues as having a political frame of reference. Which of the following traits best
describes the political frame of reference?

Fred has strong charisma.

Fred likes to analyze situations.

Fred cares deeply for others

Fred frequently builds strong alliances with others.

Feedback: Correct. Building strong alliances with others is a trait associated with the political frame of reference.
1. History of management thought (Connect, Perform)

The earliest focus of management was on the things of production

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Explanation:

In the late nineteenth century, management was focused largely on the things of production. Little concern was given
to workers needs and attitudes, but rather to labor productivity and efficiency.

Managers shifted from focusing on output to focusing on the humanity of production

, to greater motivate their employees.

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Explanation:

The humanity of production focused on the desire to meet human needs which would lead to greater motivation. The
earliest form of management focused on the things of production, or output, production efficiency, and profit.
2. Classical and humanistic perspectives (Connect, Perform)

The year is 1910, and Madame Patricia (Trish) LaBella, a prominent New York hostess, is having a dinner party.

Madame LaBellas husband, W.B. LaBella, is a distinguished industrialist who owns several large bicycle factories. W.B.

prides himself on his fine product, but he faces fierce competition, both from Raleigh (an English bicycle company)
and from the new automobiles that are starting to appear on the roads.

last week, W.B. said to Trish, I just dont know what Im going to do, my dear. Costs keep going up, and I have to

find some way to encourage my workers to produce more. Wanting to help her husband, Madame LaBella invited the

most influential management thinkers of her day to gather at her table and discuss whether W.B. would benefit from
using scientific management, bureaucratic management, or administrative principles in his factories.

Which management perspective was shared by all in attendance at the dinner?

Management science perspective

Total quality perspective

Humanistic management perspective

Classical management perspective

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Explanation:

Scientific management, bureaucratic organizations, and administrative principles are all part of the classical

management perspective, which was most popular from 1980 to around 1940. Todays managers can still benefit from
the classical management perspective, which emphasizes standardization and training to increase efficiency.

Which of the management theorists attending the dinner was known as the father of African-American
management?

Frederick Taylor

Henri Fayol

Chester Barnard

Charles Clinton Spaulding

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Explanation:

Charles Clinton Spaulding was a significant contributor to the administrative principles approach. Spaulding outlined

eight fundamental necessities, many of which were later addressed by Fayol. Frederick Taylor and Chester Barnard
were also part of the administrative perspective of management.

Identify the significant achievement with which each management scholar in this table is associated.
 Achievement Management Scholar

With Fritz Roethlisberger, he conducted the Relay Assembly Test Room experiments at the Hawthorne Electric
Elton Mayo
Plant.

This individual used Maslows work as the basis for his own work defining two different types of managers.
Douglas
McGregor

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Explanation:

Achievement Management Explanation

Scholar

With Fritz Roethlisberger, he Elton Mayo George Elton Mayo was a professor at Harvard University when he was approached by

conducted the Relay Assembly Committee on Industrial Lighting (CIL) to conduct the Relay Assembly Test Room

Test Room experiments at the experiments at the Hawthorne Electric Plant. These studies are generally considered to

Hawthorne Electric Plant. be crucial turning points in moving management from a classical management

perspective to a humanistic perspective.

This individual used Maslows Douglas Douglas McGregor took Maslows idea that individuals cared about personal

work as the basis for his own McGregor improvement and used it to suggest that there were two types of managerstype Y saw

work defining two different employees as individuals with unlimited creative potential, while type X saw employees

types of managers. as workers to be standardized and fit into the organization. Although later scholars

suggested that McGregor thought that Y managers were more effective, he actually

believed that both types of managers were needed.

Using what you know about McGregors ideas, identify each assumption as belonging to Theory X or Theory Y.

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Assumption Theory

The average human being has an inherent dislike of work and will avoid it if possible.

Theory X

External control and the threat of punishment are not the only means for bringing about effort toward organizational objectives.

A person will exercise self-direction and self-control in the service of objectives to which he or she is committed.
Theory Y
 Assumption Theory

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Explanation:

Assumption Theory Explanation

External control and the threat of punishment are Theory According to Douglas McGregor, Theory Y managers believe that

not the only means for bringing about effort toward Y employees want to work and that their expertise and creativity make

organizational objectives. A person will exercise valuable contributions to the organization. Theory Y managers limit the

self-direction and self-control in the service of number of rules and regulations employees must follow in the hopes of

objectives to which he or she is committed. increasing employee satisfaction and thereby increasing motivation and

productivity.

The average human being has an inherent dislike of Theory According to Douglas McGregor, Theory X managers feel that they need to

work and will avoid it if possible. X maintain strict authoritarian control over employees who are not motivated

to work. Theory X management may be necessary in some situations--for

example, consider a sergeant in the Army who has 100 raw recruits reporting

to him or her--but most organizations today to not encourage their managers

to use this style.

2. Classical and humanistic perspectives (Connect, Perform)

The year is 1910, and Madame Patricia (Trish) LaBella, a prominent New York hostess, is having a dinner party.

Madame LaBellas husband, W.B. LaBella, is a distinguished industrialist who owns several large bicycle factories. W.B.

prides himself on his fine product, but he faces fierce competition, both from Raleigh (an English bicycle company)
and from the new automobiles that are starting to appear on the roads.

last week, W.B. said to Trish, I just dont know what Im going to do, my dear. Costs keep going up, and I have to

find some way to encourage my workers to produce more. Wanting to help her husband, Madame LaBella invited the

most influential management thinkers of her day to gather at her table and discuss whether W.B. would benefit from
using scientific management, bureaucratic management, or administrative principles in his factories.

Which of the following management theorists did not attend the dinner?

Frederick Taylor

Douglas McGregor

Lillian Gilbreth

Max Weber
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Explanation:

Max Weber, Frederick Taylor, and Lillian Gilbreth all worked in the late 1800s and early 1900s in, what are now known

as, classical theories. Douglas McGregor, born in 1906, was too young to attend the dinner. In addition, he developed
Theory Y which is part of the humanistic management perspective.

Which of the management theorists attending the dinner developed a chart that showed timelines for various parts of
a project as bar graphs?

Mary Parker Follett

Henry Gantt

Henri Fayol

Chester Barnard
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Explanation:

Henry Gantt worked with Frederick Taylor at both Midvale Steel and Bethlehem Steel. He designed many different

types of charts to keep track of production and project management, but he is best known for the Gantt chart, which

plots work activities on the Y-axis of a graph, and their start and stop times on the X-axis of the graph. Henri Fayol,
Mary Parker Follett, Charles Clinton Spaulding, and Chester Barnard all contributed to the administrative perspective
of management.

Identify the significant achievement with which each management scholar in this table is associated.
 Achievement Management Scholar

His concept of the informal organization suggests that cliques and other social groups can affect employee
Chester
behavior.
Barnard

This individual was a practicing psychologist who observed that his patients problems usually stemmed from an
Abraham
inability to satisfy their needs.
Maslow

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Explanation:

Achievement Management Explanation

Scholar

His concept of the informal Chester Chester Barnard was a businessman long before he was a management scholar. As the

organization suggests that cliques Barnard president of the New Jersey Bell Telephone company, he was interested in both the

and other social groups can affect effectiveness and efficiency of organizations. He outlined seven rules of effective

employee behavior. communications in organizations and showed how the effectiveness of the overall

organization could be influenced by both informal communication and the proper use

of authority and incentives.

This individual was a practicing Abraham Famous for his hierarchy of needs theory, Maslow was a distinguished psychologist.

psychologist who observed that his Maslow He played a prominent role in developing a Third Force psychology based on the

patients problems usually idea that human behavior is a function of a desire for personal improvement and is not

stemmed from an inability to driven only by conditioned responses or unconscious desires.

satisfy their needs.

Using what you know about McGregors ideas, identify each assumption as belonging to Theory X or Theory Y.

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Assmption Theory

Under the conditions of modern industrial life, the intellectual potentialities of the average human being are only partially

utilized.
Theory Y

 Assmption Theory

Because of the human characteristic of dislike for work, most people must be coerced, controlled, directed, or threatened with

punishment to get them to put forth adequate effort toward the achievement of organizational objectives.
Theory X

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Explanation:

Assumption Theory Explanation

Because of the human characteristic of dislike for Theory According to Douglas McGregor, Theory X managers feel that they need to

work, most people must be coerced, controlled, X maintain strict authoritarian control over employees who are not motivated to
directed, or threatened with punishment to get work. Theory X management may be necessary in some situations--for

them to put forth adequate effort toward the example, consider a sergeant in the Army who has 100 raw recruits reporting

achievement of organizational objectives. to him or her--but most organizations today to not encourage their managers

to use this style.

Under the conditions of modern industrial life, the Theory According to Douglas McGregor, Theory Y managers believe that employees

intellectual potentialities of the average human Y want to work and that their expertise and creativity make valuable

being are only partially utilized. contributions to the organization. Theory Y managers limit the number of

rules and regulations employees must follow in the hopes of increasing

employee satisfaction and thereby increasing motivation and productivity.

3. Management science (Connect, Perform)

Management science uses quantitative techniques

, such as mathematics, statistics, and computer technology, to aid in managerial decision making and problem
solving.

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Explanation:

Management science, also called the quantitative perspective, uses quantitative techniques to facilitate management
decision making. These quantitative techniques include the use of mathematics, statistics, and computer technology.

Use your knowledge of management science to identify the subset illustrated in the example as operations research,
operations management, or information technology.

Example Subset

A statistics professor develops a mathematical model which can determine the best routes for snow plow trucks in
operations
Chicago. The model reduces overlapping routes and minimizes the total operation time of all snow plow trucks.
research

A local hospital uses a computer program to generate nurses work schedules based on their available hours.
operations
management

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Close Explanation
Explanation:

Example Subset

A statistics professor develops a mathematical model Operations research, which grew directly out of World War II military groups,

which can determine the best routes for snow plow trucks consists of applying mathematical model building and other applications of

in Chicago. The model reduces overlapping routes and quantitative techniques to solve managerial problems. Developing a mathematical

minimizes the total operation time of all snow plow model to optimize snow plow truck routes is an example of operations research.

trucks.

A local hospital uses a computer program to generate Information technology utilizes software programs to perform various functions
nurses work schedules based on their available hours. including estimating costs, allocating resources, and scheduling employees.