Test: Business Organizations- 1 - CA CPT MCQ

Weber

Taylor

Vest

Henri Fayol's

Line of authority.

centralization.

Unity of direction.

Unity of command.

I and III 

II and III 

none of these worked on administrative management theory

I, II, and III 

Scientific management

Job specialization

Administrative management

Allocation management 

Unity of direction

Unity of command

Unity of authority

Unity of resources 

I and II

I, III, and IV

II, III, and IV

I, II, and III

Z

X

Y

C

Mechanistic

Management science

Organic

Contingency 

Authority and responsibility

Line of authority

Globalization

Unity of command 

Operations Management

TQM

MIS

None of these

X

Y

Z

None

social influences  

political influences  

technological influences  

global influences 

classical perspective  

behavioral perspective  

quantitative perspective  

systems perspective  

Elton Mayo  

Max Weber  

Frederick Taylor  

Henri Fayol 

dislike work and will avoid it if possible.  

need a hierarchy of authority and lots of rules and regulations.  

should be trained to standard methodology in all their tasks.  

are self-motivated and self-directed toward achieving organizational goals. 

Scientific management theory is an outdated management theory.

Managers should apply classical management theory to their everyday work if they want to be more effective.

A traditional approach to management can be successfully applied to the problems of a modern organisation.

Quality usually suffers as productivity increases. 

The unions.

The managers.

The organisation as a whole.

The workers 

Differential pay rates.

Worker control of production. 

Systematic selection of workers.

Work specialisation 

Increases in pay for workers were not proportional to increases in productivity.

Worker discretion over the execution of the task was reduced.

Jobs became too complex for workers to handle.

Fear of redundancy was increased. 

Specialisation of labour

Well defined hierarchy

Striving to be a ‘first-class worker’

Formal rules and regulations.

It is based on rules and procedures rather than personal preference and judgement.

It is still a relevant concept in today’s organisation.

It has acquired a negative reputation for inefficiency and rigidity.

It rejects rational approaches to managing organizations 

Differential pay rates.

Rule-by-the-office.

Work specialisation.

Classical management theory.

To increase worker control of production.

To increase productivity.

To decrease absenteeism.

To develop time-and-motion studies. 

One best way.

Formalisation.

Time-and-motion studies.

Systematic selection. 

Management approaches need to take into account the informal social life of workers at work.

Management approaches need to take into account complexity and instability in the environment.

Everything is contingent upon the workers in an organisation.

Management practices need to recognise stability in the environment. 

It gave rise to the modern operations research.

It raises questions as to how rewards from increased productivity should be distributed.

It is outdated as a theory as it cannot be applied to today’s modern organisations.

Managers are chosen for their intellectual ability and rationality. 

Productivity increases may not be reflected in    workers’ pay.              

It is better suited to complex jobs.              

Improvement is not necessarily maintainable.              

It is better suited to simple jobs. 

Theory Y.              

Behavioural science.              

Socio-technical systems. 

Operations research. 

Max Weber.            

Henri Fayol.            

Frederick Taylor.            

Douglas McGregor. 

Being treated fairly and kindly.            

Spirit of the corporation.

Team work and harmony.            

Spirit of work.