Trắc nghiệm Quản Trị Học Chương 2 Tiếng Anh

A Chain of command B Horizontal integration C Decentralized network D Span of control

A Quantitative management B Classical management C Behavioral management D Systems theory

A High interaction and exchange with the external environment B Independence from external resource inputs and influences C Constant adaptation to changing market conditions D Emphasis on customer feedback and social responsibility

A Classical management theory B Scientific management perspective C Systems theory perspective D Bureaucratic management model

A Promotion of informal social networking within companies B Emphasis on emotional leadership and employee motivation C A structured system of authority, rules, and clear hierarchy D Implementation of flexible, non-standardized work processes

A Provide equal pay to all employees regardless of output B Motivate workers to increase output by paying higher rates for higher performance C Reduce the wages of workers who produce too much D Ensure that management spends more on worker benefits

A As entirely irrelevant and wrong B As useful, but not applicable in all circumstances C As the only true method of management D As purely based on human psychology

A There is one universal management style for every situation B Management practices should be based on specific situational requirements C All organizations must follow strict bureaucratic rules D Employee needs are irrelevant to managerial success

A Developing organizational culture and shared values B Optimizing individual worker productivity through time and motion studies C Emphasizing social interactions within work groups D Focusing solely on bureaucratic structure and hierarchy

A Scientific management B Administrative management C Human relations movement D Quantitative management

A The ability of an organization to reach the same state from different starting conditions B The tendency of an organization to always fail eventually C The process of standardizing all work tasks D The total elimination of departmental boundaries

A It ignores the complexity of human behavior and motivation B It is too flexible for industrial organizations C It relies too heavily on psychological counseling D It emphasizes teamwork over individual efficiency

A Behavioral management B Classical management C Contingency management D Systemic management

A Unity of direction B Division of labor C Scalar chain D Unity of command

A Douglas McGregor B Frederick Taylor C Henri Fayol D Max Weber

A Monetary incentives are the sole driver of employee output B Social and psychological factors significantly impact performance C Physical working conditions are the only relevant factor for output D Strict supervision is the only effective way to increase production

A Belief that employees inherently dislike work and must be coerced B View that workers are self-motivated, creative, and seek responsibility C Focus on the physical labor of workers in assembly lines D Requirement for absolute control over every employee action

A Increased employee stress and burnout B Greater expertise and efficiency through task specialization C Reduction in the need for management oversight D Promotion of generalist skills among employees

A It shifted focus from technical processes to human needs B It made organizations strictly more bureaucratic C It eliminated the role of managers entirely D It favored mathematical models over employee feedback

A Employees work harder when they know they are being observed B Higher pay always results in higher performance C Physical lighting has no impact on productivity D Workers prefer isolated work environments

A Authority is granted from the top-down without exception B Authority depends on the subordinates' acceptance of commands C Authority is solely based on legal standing and job title D Authority is irrelevant in modern organizational structures

A The strict adherence to organizational rules B The promotion of team spirit and organizational harmony C The focus on individual task specialization D The centralization of power in the hands of the CEO

A The horizontal communication between departments B The line of authority from top management to the lowest rank C The process of delegating tasks to subordinates D The total number of employees in a department

A Scientific management B Administrative theory C Humanistic approach D Systems management

A The concept of conflict resolution through integration B The strict mathematical calculation of labor time C The theory of machine-like industrial design D The dominance of authoritative managerial control