1.

When Bucky Burnside came to the plant to congratulate everyone on filling his order in five weeks he
showed up:
a. on a motorcycle
b. his favorite sports car
c. a limousine the first one that ever showed up at the plant
*d. a helicopter

2. The management theory that focuses on the use of quantitative techniques and technology that are intended to
assist managers to make the best use of organizational resources is called:
A. Contingency theory
*B. Management science theory
C. Administrative management theory
D. Behavioral management theory
E. Human relations theory

3. For the idea of the balanced process, Jonah wants to balance the flow from:
a. the beginning of the process to the constraint
b. inside the constraint
c. from the constraint to the loading dock
*d. from the loading dock to the customer
e. all the above

4. Workers' feelings and thoughts can affect performance was one of the main implications of:
A. Fredrick Taylor work
*B. Hawthorne studies
C. Max Weber's theory
D. Management science
E. Scientific management

5. Dwight strives to create a work setting that provides his employees a source of job satisfaction. Dwight's
actions are consistent with the principles of:
A. Theory X
*B. Theory Y
C. Contingency theory
D. Management science theory
E. Scientific management theory

6. An objective in the theory of constraints is to

a. balance the capacity of each operation in the plant so that all operations will produce at the same pace.
*b. balance the flow of work by allowing the most binding constraint to set the pace for the plant.
c. balance the capacity of each operation by recognizing the variability within the system.
d. balance the flow of work by allowing each operation to produce at its own pace.
e. none of the above.

7. In the theory of constraints, the pace of a non-bottleneck production operation is controlled by the pace of
a. the previous (upstream) operation.
b. the next (downstream) operation.
*c. a bottleneck operation.
d. another non bottleneck operation
e. the team leader.
8. Administrative costs within the firm are an example of:
a. the classical school of management
b. the structural subsystem
*c. transaction costs
d. all the above are correct

9. A technique associated with the theory of constraints is referred to as the drum-buffer-rope method. In this
method the m ost binding constraint is the
a. buffer
b. rope
*c. drum
d. a and c
e. none of these.

10. The theory that people learn behaviors that lead to desired outcomes is:
a. theory of constraints
*b. operant learning
c. classical theory
d. attribution error

11. The Hawthorn experiment resulted, in part, in the recognition of the importance of
_______________ .
a. job design
b. learning theories
*c. group dynamics
d. both a. and b.
e. both a. and c.

12. The dice game had to do with:

*a. the problem with statistical fluctuations
b. the problem with job scheduling
c. the problem with uneven workflow at the plant
d. both a. and b. are correct
e. a and b and c are all correct

13. Fitting the shovel to the task of moving coal in the plant was an example of:
a. the behavioral school as it made the work more rewarding
*b. the scientific management school as it made the work more efficient
c. the administrative school as it standardized the process.
d. both b. and c. are correct.
e. none of the above is correct.

14. The rope in a theory of constraints system

*a. enforces the pace.
b. authorizes production.
c. protects the pace.
d. sets the pace.
e. none of these.

15. In a __________________, the group members reference themselves not by outside measures but by the
standards or norms of the group only.
a. Group Think
*b. Self-Referencing Group
c. Social Settings
d. None of the above

16. Herbie was:

a. a rope
b. a contingency
c. a throughput
*d. a drum
c. both a. and d.

17. In the Oliver Williamson interview his discussion on hostages had to do in part with:
a. the political power of firms
*b. specialized assets used with other firms
c. differing sizes of firms in terms of dollar values
d. both b. and c. are correct
e. a. and b. and c. are all correct

18. When Farmer Hogget was left at the farm on his own at the end of Babe, there was a:
a. fire
b. storm
c. car accident
d. none of the above
e. all of the above

19. Genghis Kahn was our example of a:

a. personality driven organization
b. market driven organization
*c. mission driven organization
d. history driven organization

20. The circus was out example of a:

a. personality driven organization
*b. market driven organization
c. mission driven organization
d. history driven organization

21. Max Webers bureaucracy included:

a. promotion on merit
b. division of labor
c. administration of the firm
d. both a. and b.
e. a. and b. and c. are all correct

22. Emergence of population center and democratization of education are related to the:
a. classical school of management
*b. behavioral school of management
c. the management science school of management
d. not related to the schools of management but related to the political setting for the industrial revolution.

23. The value proposition links:

a. the rope and the drum and the buffer
b. classical school and the behavioral school
*c. strategy and operations
d. symmetric and asymmetric information

24. Contingency thinking and the learning organizations are related to:
a. classical school of management
b. behavioral school of management
*c. the management science school of management
d. market driven organization
e. mission driven organization

25. Trust , feedback processes, approaches to decision making are:

a. part of Theory X
b. examples of classical learning
*c. team characteristics
d. both a. and c. are correct

26. From our class discussions, characteristics that we know are true are:
a. beliefs
*b. facts
c. attributes
d. all the above

27. From The Young Woman Case our messages was:

a. without facts you cannot move forward
b. Norms are generally the same
*c. Values are not the same as beliefs
d. both a. and c. are the lessons from the case

28. From our class discussions, we see that we can change beliefs by:
a. changing the values
b. changing the norms
*c. changing the behavior

29. In the Beer Bust case, the macro problem can be best seen as:
*a. a possible transformation change for the company
b. a conflict of facts
c. a classical problem
d. all of the above

30. From our class discussions, the continuous improvement model as contrasted to the transformational
change model includes:
a. solving performance gaps
b. alignment issues
c. only domain analysis
*d. both a. and b. are included

31. The McKinsey tool we discussed in class was:

a. Drum-Buffer-Rope
b. Contingency theory
c. Values Analysis
*d. MECE
32. In the Beer Bust case the key phase we wanted to remember was:
a. we should always find a way to make the process work better:
b. make sure you have the facts before you decide
c. what holds the company together is our shared values
d. the world is not a dichotomy

33. In the Young Woman case she had to:

a. fly home
b. drive to work
c. teach a class
*d. cross a bridge
e. none of the above

34. Alex wanted this but Jonah did not:

a. cash flow
b. high efficiencies
*c. balanced capacity of the plant
d. all the above: a. and b. and c.
e. none of the above: not a. nor b. nor c.

35. In the Oliver Williamson interview h e states that one of the results of his approach is it would show that
there was:
a. ultimately an efficient allocations of resources
b. an reduction of asymmetric information
*c. incomplete contracts
d. both a. and c. are correct
e. a. and b. and c. are all incorrect