Question Details

BUS/371 BUS371 BUS 371Chapter 2—The Evolution of Management Thinking PART 8

CASE

Scenario - Britney Marr

The opportunity to gain a foothold in the snack cracker industry had just been found. Britney Marr, an account executive manager for Baked Wheat Industries had developed an interest in wheat crackers two months ago when one of her newly hired account execs, Amy Bender, had convinced her about the high margins and promising future associated with that market. Marr had always believed that if you do your homework in hiring the best people then it only makes sense to listen to their recommendations and implement their suggestions.

Marr had given her approval to Bender to explore opportunities to move into this promising new market. This morning, Bender had reported that the Jackson Corporation had severed its contract with Feel Good Crackers Incorporated. Apparently, the Feel Good salesman had shared sensitive information about Jackson at a cocktail party. Bender had already established a good relationship with Feel Good buyers and so recognized this as an opportunity to expand her market into wheat crackers.

	1.	Marr's behavior provides an example of
a.	the use of scalar rope.
b.	division of organization.
c.	the principle of inversion.
d.	unity of direction.
e.	all of these.



	2.	Marr's management style reflects a belief in
a.	Theory Y.
b.	developing her employees through control.
c.	grieving theory.
d.	all of these.
e.	none of these.





	3.	From a System's theory perspective
a.	Marr should increase teamwork, leading to more entropy.
b.	Marr should listen to and reward her people well to increase synergy.
c.	the Jackson account was lost because Feel Good was too closed to its environment.
d.	all of these.
e.	none of these.



	4.	Contingency theory recommends
a.	Marr should manage all of her employees the way she manages Bender.
b.	the goal of every manager should be high return on investment, so Marr should expand her market only if it increases ROI.
c.	Bender should focus on her expertise, recognizing the potential risk of failure with a new market.
d.	all of these.
e.	none of these.



COMPLETION

	1.	A(n) ____________________ perspective provides a broader way of thinking, a way of searching for patterns and determining whether they recur across time periods.


	2.	____________________ refer to the aspects of a culture that guide and influence relationships among people.



	3.	____________________ refer to the influence of political and legal institutions on people and organizations.


	4.	____________________ pertain to the availability, production, and distribution of resources in a society.


	5.	A management perspective that emerged during the nineteenth and early twentieth centuries that emphasized a rational, scientific approach to the study of management and sought to make organizations efficient operating machines is called ____________________.


	6.	____________________ is considered the "father of scientific management."


	7.	Weber's vision of organizations that would be managed on an impersonal, rational basis is called a(n) ____________________.


	8.	A subfield of the classical management perspective that focused on the total organization rather than the individual worker, delineating the management functions of planning, organizing, commanding, coordinating, and controlling is called ____________________.



	9.	According to Fayol, similar activities in an organization should be grouped together under one manager. This administrative principle is known as ____________________.


	10.	A management perspective that emerged around the late nineteenth century that emphasized understanding human behavior, needs, and attitudes in the workplace is referred to as a(n) ____________________.


	11.	A management perspective that suggests jobs should be designed to meet higher-level needs by allowing workers to use their full potential is called a(n) ____________________.


	12.	Organizational development is one specific set of management techniques based in the ____________________ approach.


	13.	A management perspective that emerged after World War II, and applied mathematics, statistics, and other quantitative techniques to managerial problems is referred to as a(n) ____________________.


	14.	____________________ refers to the field of management that specializes in the physical production of goods or services.



	15.	The concept that the whole is greater than the sum of its parts is known as ____________________.


	16.	The ____________________ view of management is an integration of the case and universalist viewpoints.


	17.	The process by which companies find out how others do something better than they do and then try to copy and/or improve it is known as ____________________.


	18.	____________________ refers to the sequence of suppliers and purchasers, covering all stages of processing from obtaining raw materials to distributing finished goods to consumers.


	19.	____________________ collect and manage large amounts of data about customers and make them available to employees, enabling better decision making and superior customer service.


	20.	____________________ refers to contracting out selected functions or activities to other organizations that can do the work more cost-efficiently.