Management Chapter 1

1. The nature of management is to cope with _____ and far-reaching challenges. a. simple b. planned c. diverse d. organized e. controlled

. Success in the new workplace depends on the strength and quality of _____. a. individual workers b. independent teams c. followers d. collaborative relationships e. vendors

3. Regina, owner and operator of a small restaurant, believes that her most important task as manager is establishing goals for the restaurant and deciding what must be done to achieve them. This involves which aspect of what managers do? a. Organizing b. Motivating and communicating c. Measuring d. Developing people e. Setting objectives

4. One of the important ideas in the text's definition of management is: a. the management functions of planning, organizing, leading, and controlling. b. the attainment of societal goals. c. effectiveness is more important than efficiency. d. management is unique to for-profit organizations. e. efficiency is more important than effectiveness.

5. When senior managers at Gap, Inc. decided to become the number one service-quality clothing company in the world, they were engaging in the management function of _____. a. planning b. organizing c. leading d. controlling e. dreaming

6. Which of the following is a function of management? a. Human resources b. Raw materials c. Efficiency d. Planning e. Effectiveness

7. Robert, a top-level manager at an advertising agency, spends a significant part of his work day identifying goals for future organizational performance and deciding how to use resources to attain these goals. This involves which management function? a. Controlling b. Leading c. Organizing d. Planning e. Delegating

. Selecting goals and ways to attain them refers to _____. a. controlling b. planning c. organizing d. staffing e. leading

9. Which of these can best describe organizing? a. Assigning responsibility for task accomplishment b. Using influence to motivate employees c. Monitoring activities and making corrections d. Selecting goals and ways to attain them e. None of these

10. Which of the following is not a function of management? a. Plan b. Control c. Organize d. Lead e. Performance

11. How an organization goes about accomplishing a plan is a key part of the management function of _____. a. planning b. organizing c. leading d. controlling e. motivating

12. When Terry Doyle of CommuniCom, Inc. created smaller, more independent maintenance units, he was performing the function of _____. a. controlling b. human relations skills c. leading d. organizing e. resourcing

13. Using influence to motivate employees describes which of these functions? a. Controlling b. Planning c. Leading d. Monitoring e. Organizing

14. Which of these is the use of influence to motivate employees to achieve organizational goals? a. Leading b. Controlling c. Organizing d. Planning e. Staffing

15. Amanda Rowley, President of Autos-R-Us, recognizes the factory employees for their outstanding performance at the monthly awards banquet on the shop floor by presenting a plaque and a check for $100. She is engaging in the management function of _____. a. bribery b. organizing c. technical skills d. leading e. controlling

16. Problems within the finance industry in 2008 have been attributed to a breakdown in which managerial function? a. Controlling b. Leading c. Organizing d. Planning e. Delegating

17. Monitoring activities and making corrections are part of: a. organizing. b. planning. c. leading. d. staffing. e. controlling.

18. Tool Techies, Inc. uses phone surveys of customers to gather information about service and quality. This is an example of the management function of: a. planning. b. technical skills. c. organizing. d. controlling. e. conceptual skills.

19. _____ is the management function concerned with monitoring employees' activities, keeping the organization on track toward its goals, and making corrections as needed. a. Planning b. Resource allocation c. Controlling d. Organizing e. Efficiency

20. When Troy measures his employees' performance and compares their performance against the goals he set for them, he is performing which of these functions? a. Staffing b. Leading c. Organizing d. Controlling e. Planning

21. A social entity that is goal directed and deliberately structured is referred to as a(n): a. organization. b. management. c. employee. d. student. e. task.

. By definition, an organization is considered _____ because it is made up of two or more people. a. efficient b. a social entity c. effective d. goal-directed e. deliberately structured

23. The degree to which an organization achieves a stated goal refers to: a. effectiveness. b. synergy. c. conceptual skill. d. efficiency. e. human skill.

24. Which of the following refers to the amount of resources used to achieve an organization's goal? a. Effectiveness b. Synergy c. Performance d. Efficiency e. Management

25. For a widget manufacturing company, worker-hours per widget is a measure of: a. organizational effectiveness. b. organizational performance. c. organizational efficiency. d. organizational structure. e. none of these.

26. Jessica was recently praised by her supervisor for displaying superior customer service during an encounter with a problem customer. This is an example of organizational: a. information processing. b. efficiency. c. effectiveness. d. structure. e. goal-setting.

27. Stefan, a supermarket cashier, recently received an award for having the highest scan rate among all cashiers. This is an example of organizational: a. performance. b. efficiency. c. effectiveness. d. structure. e. goal-setting.

28. Conceptual, human, and technical skills are important to which managerial level? a. Top managers b. Middle managers c. First-line managers d. Non managers e. All of these

29. _____ skills is the cognitive ability to see the organization as a whole and the relationship among its parts. a. Human b. Resource allocation c. Conceptual d. Negotiation e. Technical

According to the text, what are the skills used by managers when performing the four functions of management? a. Conceptual, interpersonal, and organizational b. Functional, problem-solving, and technical c. Analytical, interpersonal, and financial d. Conceptual, human, and technical e. Communication, strategic, and innovative

31. Within her role as a small business consultant, Alexa analyzes how organizations fit into their industries, the communities, and the broader social environment. This type of analysis involves which management skill? a. Organizing b. Technical c. Human d. Conceptual e. Delegation

32. Juan Perez is the President of WV Railroad. His organization faces issues related to the environment, government regulation, and competition. He will need to rely primarily on his: a. conceptual skills. b. technical skills. c. human skills. d. controlling skills. e. interpersonal skills.

33. _____ are most important at the top management level. a. Conceptual skills b. Human skills c. Technical skills d. Project skills e. All of these

34. A manager's _____ skill is demonstrated in the way a manager relates to other people. a. conceptual b. human c. technical d. leading e. controlling

35. Sabrina recently helped her subordinates at work resolve an interpersonal conflict by listening to the problem and serving as a mediator. This is an example of use of which management skill? a. Human b. Strategic c. Technical d. Conceptual e. Analytical

36. Which of the following skill is the manager's ability to work with and through other people and to work effectively as a group member? a. Human b. Conceptual c. Technical d. Intellectual e. Planning

37. Which skill includes specialized knowledge and analytical ability? a. Conceptual b. Human c. Technical d. Controlling e. Planning

38. Which of the following is most important at lower organizational levels? a. Planning skills b. Human skills c. Conceptual skills d. Technical skills e. None of these

39. Organizations often lose good employees because front-line managers fail to: a. give direction. b. offer challenge. c. show respect. d. show recognition. e. listen to new ideas.

40. _____ is the understanding of and proficiency in the performance of specific tasks. a. Human skill b. Conceptual skill c. Interpersonal skill d. Technical skill e. Leadership skill

41. The biggest mistake that many managers make is the failure to: a. clarify direction. b. communicate effectively. c. display compassion to employees. d. create employee recognition programs. e. focus on productivity.

42. Critical management missteps include: a. poor communication skills. b. reactionary behavior. c. inability to build a team. d. failure to adapt. e. all of these.

43. Which of the following are responsible for the entire organization? a. Top managers b. Middle managers c. First-line managers d. Controlling managers e. Organizing managers

44. _____ is not a force affecting transition from the old workplace to the new workplace. a. Focus b. Insourcing c. Workforce d. Technology e. Pace

45. What is the main concern of first-level managers? a. Monitoring the external environment and determining the best strategy to be competitive b. Putting top management plans into action across the organization c. Allocating resources and coordinating teams d. Linking groups of people e. Facilitating individual performance

46. Sally is vice president of administration at a large non-profit charity for animals. She most likely falls within which management level? a. CEO b. Line employee c. Staff manager d. Top manager e. Middle manager

47. The most important responsibilities for _____ managers include communicating a shared vision for the organization and shaping corporate culture. a. top b. middle c. first-line d. leading e. organizing ANSWER: a

48. Marley is the executive director of the local Community for Critters. Her level in the management hierarchy is that of a(n): a. first-line manager. b. middle manager. c. top manager. d. consultant. e. operative.

49. Consider the following three managers from Outrageous Outfitters, Inc. Tiffany Blanchard is the president, Timothy Thompson is the director of marketing, and Karen Baxter is a maintenance supervisor. Which of the following statements is true? a. Karen Baxter does more planning than Tiffany Blanchard. b. Timothy Thompson does more leading than Karen Baxter. c. Tiffany Blanchard does more controlling than Timothy Thompson. d. Tiffany Blanchard does more planning than Karen Baxter. e. None of these.

50. Donna Hyde is the head of the finance department at Muumuu Manufacturing, Inc. Her level in the management hierarchy is that of a(n): a. first-line manager. b. middle manager. c. top manager. d. chief executive officer. e. operative.

1. Patty Rohrer is the director of human resources at Pet Grooming, Inc. She can be best described as a: a. top level manager. b. project manager. c. general manager. d. first-line manager. e. functional manager.

52. _____ managers are responsible for departments that perform a single functional task and have employees with similar training and skills. a. Top b. Middle c. First-line d. Bottom e. Functional

Today's middle manager is responsible for creating a _____ rather than managing the flow of information up and down the hierarchy. a. vertical chain b. horizontal network c. diagonal system of communication d. spiral network e. chaos-based evaluation system

54. Kyle Erckard, manager of the jewelry division of a major dept. store, coordinated the work of several people across several departments to accomplish a $500,000 fundraising for an animal shelter. He can best be described in his fundraising activities as a(n): a. top manager. b. middle manager. c. project manager. d. first-line manager. e. operative manager.

5. Which of the following best describes Terrance's position as a project manager? a. He is responsible for several departments that perform different functions. b. He is required to have significant human skills. c. He is responsible for self-contained division and all the departments within it. d. He supervises employees with similar training and skills. e. All of these.

56. Temporary management professionals responsible for a temporary work project that involves the participation of people from various functions and levels of the organization are called _____. a. middle managers b. project managers c. interim managers d. first line managers e. functional managers

57. Calvin Strine is the office manager of a local accounting firm. His level in the management hierarchy is that of a(n): a. first-line manager. b. middle manager. c. top manager. d. consultant. e. operative.

58. Which of the following best describes Stacey's position as a functional manager? a. She is responsible for several departments that perform different functions. b. She organizes people across departments to perform a specific task. c. She is responsible for a self-contained division and all the departments within it. d. She supervises employees with similar training and skills. e. None of these.

59. Which of these managers are responsible for the manufacturing and marketing departments that make or sell the product or service? a. Top b. Line c. First-line d. Staff e. Project

60. Which of these managers are in charge of departments such as finance and HR that support line departments? a. Line b. Project c. Top d. Operatives e. Staff

61. _____ are responsible for departments that perform a single task and have employees with similar training skills. a. Top managers b. Middle managers c. General managers d. Functional managers e. First-Line managers

Taylor Brittingham is a general manager. Which of the following best describes her position? a. She is responsible for several departments that perform different functions. b. She organizes people across departments to perform a specific task. c. She is responsible for one specific department (e.g., marketing). d. She supervises employees with similar training and skills. e. None of these

63. One of the things managers enjoy doing the most is: a. financial planning. b. controlling activities. c. planning for future decisions. d. leading others. e. hiring new employees.

64. Research shows that managers enjoy all of the following except: a. networking. b. innovation. c. leading others. d. managing time. e. all of these.

65. Of all management duties, one of the things managers like the least is: a. financial planning. b. controlling activities. c. planning for future decisions. d. handling paperwork. e. networking.

The individual performer is a _____; whereas, the manager has to be a(n) _____. a. specialist; generalist b. "leader"; doer c. generalist; specialist d. producer; expert e. communicator; operator

67. Shyloh is a research analyst who gets things done mostly through her own efforts, relying on herself rather than others. Shyloh can best be described as a(n): a. first-line manager. b. middle manager. c. individual performer. d. top manager. e. functional manager.

68. The individual identity includes which of the following? a. Generalist, coordinates diverse tasks b. Gets things done through others c. Works relatively independently d. A network builder e. Works in highly interdependent manner ANSWER: c POINTS: 1 DIFFICULTY: 2 REFERENCES: 18 LEARNING OBJECTIVES: MGMT.DAFT.12.01-05 - 01-05 NATIONAL STANDARDS: United States - BUSPROG: Analytic STATE STANDARDS: United States - LA - DISC: Environmental Influence KEYWORDS: Bloom's: Knowledge OTHER: F

69. Which of the following includes the manager identity? a. Specialist, performs specific tasks b. Gets things done through own efforts c. An individual actor d. A network builder e. Works relatively independently

70. Being a successful manager means thinking in terms of all of the following, except: a. building teams. b. generating the most profit. c. becoming a motivator. d. becoming an organizer. e. establishing networks.

1. Managers shift gears quickly and therefore, the average time spent on any one activity is less than _____. a. nine minutes b. an hour c. one workday d. a half hour e. a half day

Which of the following is not one of the conceptual categories of managerial roles Mintzberg defined? a. Informational b. Interpersonal c. Decisional d. Intrapersonal e. All of these are managerial roles defined by Mintzberg

To meet the needs of the organization, all managers carry out the three major categories of roles. They are: _____, _____, and _____ roles. a. monitor, figurehead, liaison b. leader, monitor, spokesperson c. disseminator, entrepreneurial, disturbance handler d. decisional, spokesperson, leader e. informational, interpersonal, decisional

74. Which of the following is an informational role, according to Mintzberg? a. Entrepreneur role b. Leader role c. Monitor role d. Disturbance handler role e. Figurehead role ANSWER: c

75. Gail Griffith, manager of the finance division, distributes relevant information everyday to all her employees enabling them to make quality decisions. Gail is performing which of the following roles? a. Monitor role b. Disseminator role c. Spokesperson role d. Disturbance handler role e. Figurehead role

76. The president of Pepsi Company is the keynote speaker at a retirement dinner for a long time bottler. This is an example of which of the following roles? a. Liaison role b. Figurehead role c. Negotiator role d. Leader role e. Monitor role

77. According to Mintzberg, when Amanda attends a subordinate's wedding she is performing which of these roles? a. Monitoring b. Figurehead c. Spokesperson d. Leader e. Liaison

78. What is the role of the negotiator? a. The negotiator role involves formal negotiations and bargaining to attain outcomes for the manager's unit of responsibility. b. The negotiator role involves seeking current information from many sources. c. The negotiator role involves the initiation of change. d. The negotiator role involves resolving conflicts among subordinates or between the manager's department and other departments. e. The negotiator role pertains to the development of information sources both inside and outside the organization.

79. If Bradley Hak is responsible for maintaining information links both inside and outside organizations by using mail, phone calls, and conducting meetings as daily activities, he would be considered a: a. figurehead. b. liaison. c. negotiator. d. monitor. e. spokesperson.

80. Which of the following is not a decisional role? a. Entrepreneur b. Negotiator c. Resource allocator d. Disturbance handler e. Liaison

81. The _____ role involves resolving conflicts among subordinates between the managers department and other departments. a. resource allocator b. entrepreneur c. negotiator d. liaison e. disturbance handler

82. According to Mintzberg, which of these is an interpersonal role? a. Monitor b. Negotiator c. Liaison d. Disturbance handler e. Spokesperson

83. Maintaining information links are the activities consistent with the _____ role. a. leader b. spokesperson c. monitor d. liaison e. entrepreneur

84. Which of the following roles involve bargaining with others to meet the unit or departmental goals? a. Negotiator b. Resource allocator c. Figurehead d. Monitor e. Leader

85. If a manager finds a severe decline in employee morale and direction, they may need to spend more time in the _____ role. a. negotiator b. resource allocator c. figurehead d. monitor e. leader

86. What is the role of the liaison? a. The liaison role pertains to decisions about how to allocate people, time, equipment, money, and other resources to attain desired outcomes. b. The liaison role involves the initiation of change. c. The liaison role pertains to the development of information sources both inside and outside the organization. d. The liaison role involves handling ceremonial and symbolic activities for the department or organization. e. The liaison role involves formal negotiations and bargaining to attain outcomes for the manager's unit of responsibility.

87. If a manager finds several new competitors on the horizon, they may need to spend more time in the which role? a. Negotiator b. Resource allocator c. Figurehead d. Monitor e. Leader

88. One of the roles that a small business manager may emphasize over their counterpart in a large organization is _____. a. information processing b. spokesperson c. liaison d. resource allocator e. leader

89. Since not-for-profit organizations do not have a conventional _____, managers may struggle with the question of what constitutes results and effectiveness. a. hierarchy b. bottom line c. information system d. decision-making process e. structure

90. A manager in for-profit business focuses primarily on _____, while a manager of a non-profit focuses on _____. a. the bottom-line; employee morale b. the bottom-line; social impact c. profitability; customer satisfaction d. market share; the bottom-line e. customer satisfaction; organization reputation

91. Which of the following is a characteristic of a traditional management approach? a. Managers play the role of an enabler. b. Managers supervise team members' tasks. c. Managers constantly mobilize for change. d. Managers lead and empower teams. e. Managers encourage conversation and collaboration.

92. Managers, in today's work environment, rely less on _____ and more on _____ leadership. a. coordination and communication; control and command b. autocratic; empowering c. empowerment and innovation; productivity and efficiency d. effectiveness and efficiency; quality and profit e. ethics and social responsibility; profit and cost-savings