Management Concepts Quiz

Quiz Questions and Answers

• Question # 5: Frederick W. Taylor is considered the father of scientific management.
• Question # 6: An entrepreneur is categorized as an informational role according to Mintzberg.
• Question # 31: Managers are found in various organizations, not just large corporations, and employee loyalty depends on the quality of the supervisor-employee relationship.
• Question # 32: 39.7 percent of Fortune 500 corporate officers are women.
• Question # 33: Someone who coordinates work activities to accomplish organizational goals is a supervisor of production or a manager.
• Question # 34: Top managers are responsible for organizational-wide decisions and goals.
• Question # 35: Middle managers are between supervisory and top levels of management.
• Question # 36: Executive vice presidents, presidents, managing directors etc., are top-level managers.
• Question # 37: Agency heads or plant managers are likely first-line managers.
• Question # 38: The lowest level of management is a first-line manager.
• Question # 39: Supervisors are another word for a first-line manager.
• Question # 40: Managers with titles like department head are first-line managers.
• Question # 41: All levels of management between supervisory and top are middle managers.
• Question # 42: Division managers are middle managers.
• Question # 46: An automobile manufacturer increasing production at the same cost, but with many defects, is efficient but not effective.
• Question # 47: Effectiveness is synonymous with goal attainment.
• Question # 48: Efficiency pertains to the relationship between inputs and outputs.
• Question # 49: Management processes include planning, organizing, staffing, directing and controlling.
• Question # 50: High efficiency and high effectiveness work together in successful organizations.
• Question # 51: Efficiency refers to the means for getting things done, whereas effectiveness refers to achieving organizational goals.
• Question # 52: The five management functions, proposed by Henri Fayol, are planning, organizing, commanding, coordinating, and controlling.
• Question # 53: Henri Fayol was a French industrialist who identified the basic management functions.
• Question # 54: Writing an organizational strategic plan is part of the planning management function.
• Question # 55: Organizing includes defining goals, hiring members, and motivating members.
• Question # 56: A manager resolving conflict is performing a leading function.
• Question # 57: Monitoring, comparing, and correcting is the process of controlling.
• Question # 58: Mentoring is a key management function associated with leading.
• Question # 59: Henry Mintzberg developed a categorization scheme for defining managerial roles.
• Question # 60: Ceremonial and symbolic duties in a role are part of informational roles.
• Question # 61: Liaison, spokesperson, disseminator, and figurehead roles are important for higher-level managers.
• Question # 62: Spokesperson is not an example of a decisional role.
• Question # 63: A Human Resource manager attending a meeting is functioning as a liaison.
• Question # 64: A finance manager reading the Wall Street Journal is acting as a monitor.
• Question # 65: The spokesperson role is more significant to lower-level managers than middle or top-level managers.
• Question # 66: The figurehead role is part of the management function of planning.
• Question # 67: Managers' emphasis on various roles depends on their organizational levels, tenure, experience, and personality.
• Question # 68: Liaison is an example of an interpersonal role.
• Question # 69: The informational roles include receiving, collecting, and disseminating information.
• Question # 70: Spokesperson is not an example of an informational role.
• Question # 71: Spokesperson is not an example of a decisional role.
• Question # 72: All interpersonal roles in management are part of the organizing function.
• Question # 73: The leader role is not as important as other roles for higher-level managers.
• Question # 74: The three essential management skills are are technical, human and conceptual skills.
• Question # 75: Understanding building codes is a technical skill for a building contractor.
• Question # 76: Human skills are important and technical skills decrease in importance as managers move to higher levels.
• Question # 77: Managers with good human skills can get the best out of their people.
• Question # 78: Technical skills include knowledge of and efficiency in a specialized field, knowledge and interest in a general field of endeavor, or knowledge of a certain specialized field.
• Question # 79: Human skills are the ability to work well with others in a group or individually.
• Question # 80: Conceptual skills are associated with abstract situations and visualization.
• Question # 81: Managerial conceptual skills relate to decision-making and solving business problems.
• Question # 82: Technical skills are most important at lower levels of management where managers interact directly with employees.
• Question # 83: An organization is a deliberate arrangement of individuals working together toward a common goal.
• Question # 84: One characteristic of all organizations is its goals.
• Question # 85: A common characteristic of all organizations is its deliberate structure, which clarifies work relationships between members.
• Question # 86: A deliberate arrangement of people to achieve a specific purpose defines what an organization is.
• Question # 87: A difference between traditional organizations and new organizations is that new organizations tend to be more dynamic.
• Question # 88: Universality of management means that all managers in all organizations perform the same four management functions.
• Question # 89: Organizations must improve to remain productive and have a location for workers in the future.
• Question # 90: Well-managed organizations develop loyal customer bases, grow and prosper.
• Question # 91: Being a manager is a tough, thankless job with lots of rewards and rapid advancement.
• Question # 92: Managers' success largely depends on how well they supervise their employees.
• Question # 93: The most important work of an organization is to create a work environment in which employees can do their best work and to achieve its goals.
• Question # 94: Managers are responsible for following organizational rules and are often expected to use creativity and problem-solving as part of their job.
• Question # 95: The universality of management principles applies to all organization types nationwide and worldwide.
• Question # 96: Jobs in executive, administrative, and managerial realms will increase between 10 and 20 percent by 2008.
• Question # 97: Job growth is expected in manufacturing, large organizations as well as health care services and law enforcement.
• Question # 98: Managers will be in high demand in traditional manufacturing, small and medium-sized organizations.
• Question # 99: Organizations that combine to work in a systematic manner toward a shared goal are business units, multinational companies or organizations.
• Question # 100: Managers are the people who direct the work activities of others within the organization in various roles.
• Question # 101: Another fact that engineers need to learn in managing is a specific name for supervisors.
• Question # 102: Department heads, project leaders, and plant managers could be first-line managers.
• Question # 103: Management involves achieving efficient results utilizing individuals and groups skillfully.
• Question # 104: Brenda's efficiency in managing projects may include her ability to delegate assignments and her comprehension of basic management principles.
• Question # 105: Getting projects completed with high quality on time reflects a manager's efficiency.
• Question # 106: Brenda is effective because she manages projects on time, despite not always completing them as quickly as other managers.
• Question # 107: Management functions include planning, controlling and organizing.
• Question # 108: Management roles discovered by management scientists in the late 1960's include those that Don performs in a day at work.
• Question # 109: Don is performing a liaison role when touring the east coast managers.
• Question # 110: Don is performing a disturbance handler role if discussing performance issues with Phil Johnson.
• Question # 111: Don performing a plant tour to the news reporter role is performing the function of a figurehead.
• Question # 112: As a resource allocator, Don is making decisions about how to utilize resources.
• Question # 113: The commonality among Kelly, Ben, Dan, and McKenna is that they are all managers.
• Question # 114: Kelly is identified as a first-line manager
• Question # 115: Ben and Dan are middle managers.
• Question # 116: McKenna is a top manager.
• Question # 117: Customer responsiveness is crucial across different managerial levels and departments.
• Question # 118: Joe's task in allocating members to machines is part of the organizing function of management.
• Question # 119: Determining how many units and on which days products are produced is part of planning.
• Question # 120: When Joe checks output and units scrapped, he is performing a controlling function.
• Question # 121: In assuring employees' ability to fulfill the schedule, Joe is demonstrating the leading function.
• Question # 122: Continuous performance of all functions by Joe is performing a management process.
• Question # 123: Michael performing a meeting with city officials on the issue of environmental concerns, is performing a monitor function.
• Question # 124: Michael performing a meeting with Betty and Joyce is performing the function of a disturbance handler.
• Question # 125: Meeting with functional managers for discussion shares the concern and results with management. This is the Disseminator role.
• Question # 126: Searching for new techniques by Michael is performing an example of an entrepreneur role.
• Question # 127: Michaels's search for new techniques reflects that innovation is crucial at all management levels.
• Question # 128-133: Detailed and specific answers.
• Question # 134: Detailed and specific answer.
• Question # 135: Detailed and specific answer.
• Question # 136-137: Detailed and specific answers.
• Question # 138-139: Detailed and specific answers.
• Question # 140: Detailed and specific answer.
• Question # 141: Detailed and specific answer.
• Question # 142: Detailed and specific answer.
• Question # 143: Detailed and specific answer.
• Question # 144: Detailed and specific answer.
• Question # 145: Detailed and specific answer
• Question # 146-147: Detailed and specific answers
• Question # 148-149: Detailed and specific answers.
• Question # 150-151: Detailed and specific answers
• Question # 152-155: Detailed and specific answers

Test your understanding of fundamental management concepts and roles. This quiz explores various levels of management, including distinctions between managerial and non-managerial positions, as well as understanding of management efficiency and effectiveness.