MGT Chapter 1 Management & Organizations PDF

Management, 10e (Robbins) Chapter 1 Introduction to Management and Organizations 1) Today's managers are just as likely to be women as they are men. Answer: TRUE Diff: 2 Page Ref: 4 Topic: Who Are Managers? Skill: AACSB: Multicultural and Diversity 2) Management affects employee morale but not a...

Management, 10e (Robbins) Chapter 1 Introduction to Management and Organizations 1) Today's managers are just as likely to be women as they are men. Answer: TRUE Diff: 2 Page Ref: 4 Topic: Who Are Managers? Skill: AACSB: Multicultural and Diversity 2) Management affects employee morale but not a company's financial performance. Answer: FALSE Diff: 1 Page Ref: 5 Topic: Who Are Managers? Skill: AACSB: Communication 3) In order to be considered a manager, an individual must coordinate the work of others. Answer: TRUE Diff: 2 Page Ref: 5 Topic: Who Are Managers? 4) Supervisors and foremen may both be considered first-line managers. Answer: TRUE Diff: 2 Page Ref: 6 Topic: Who Are Managers? 5) Effectiveness refers to the relationship between inputs and outputs. Answer: FALSE Diff: 2 Page Ref: 7 Topic: What Is Management? 6) Effectiveness is concerned with the means of getting things done, while efficiency is concerned with the attainment of organizational goals. Answer: FALSE Diff: 2 Page Ref: 7 Topic: What Is Management? 7) A goal of efficiency is to minimize resource costs. Answer: TRUE Diff: 2 Page Ref: 7 Topic: What Is Management? 8) Efficiency is described as "doing things right." Answer: TRUE Diff: 2 Page Ref: 7 Topic: What Is Management? 1 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 9) Managers who are effective at meeting organizational goals always act efficiently. Answer: FALSE Diff: 3 Page Ref: 7 Topic: What Is Management? 10) The four contemporary functions of management are planning, organizing, leading, and controlling. Answer: TRUE Diff: 1 Page Ref: 8 Topic: What Do Managers Do? 11) Determining who reports to whom is part of the controlling function of management. Answer: FALSE Diff: 1 Page Ref: 8 Topic: What Do Managers Do? 12) Directing and motivating are part of the controlling function of management. Answer: FALSE Diff: 2 Page Ref: 8 Topic: What Do Managers Do? 13) Fayol's management functions are basically equivalent to Mintzberg's management roles. Answer: FALSE Diff: 2 Page Ref: 8-9 Topic: What Do Managers Do? 14) The roles of figurehead, leader, and liaison are all interpersonal roles. Answer: TRUE Diff: 3 Page Ref: 9 Topic: What Do Managers Do? 15) Disturbance handler is one of Mintzberg's interpersonal roles. Answer: FALSE Diff: 3 Page Ref: 9 Topic: What Do Managers Do? 16) Mintzberg's informational management role involves receiving, collecting, and disseminating information. Answer: TRUE Diff: 2 Page Ref: 9 Topic: What Do Managers Do? 17) Mintzberg's resource allocation role is similar to Fayol's planning function because it involves the coordination of employee's activities. Answer: TRUE Diff: 3 Page Ref: 8-9 Topic: What Do Managers Do? 2 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 18) Resource allocation and disturbance handling are both considered decisional roles. Answer: TRUE Diff: 2 Page Ref: 9 Topic: What Do Managers Do? 19) A finance manager who reads the Wall Street Journal on a regular basis would be performing the figurehead role. Answer: FALSE Diff: 2 Page Ref: 9 Topic: What Do Managers Do? 20) Katz concluded that managers need three essential skills: technical, human, and conceptual. Answer: TRUE Diff: 3 Page Ref: 10-11 Topic: What Do Managers Do? 21) Technical skills become less important as a manager moves into higher levels of management. Answer: TRUE Diff: 2 Page Ref: 10 Topic: What Do Managers Do? 22) Conceptual skills become less important as a manager moves into top management. Answer: FALSE Diff: 1 Page Ref: 11 Topic: What Do Managers Do? 23) Human skills is the ability to work well with other people. Answer: TRUE Diff: 2 Page Ref: 11 Topic: What Do Managers Do? 24) Coaching and budgeting are skills closely related to the management function of leading. Answer: FALSE Diff: 3 Page Ref: 8 Topic: What Do Managers Do? 25) In today's world, organizational managers at all levels and in all areas need to encourage their employees to be on the look-out for new ideas and new approaches. Answer: TRUE Diff: 2 Page Ref: 13 Topic: What Do Managers Do? 26) Only first-line managers and employees need to be concerned with being customer- responsive. Answer: FALSE Diff: 2 Page Ref: 13 Topic: What Do Managers Do? 3 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 27) Innovation is only important in high-tech firms. Answer: FALSE Diff: 2 Page Ref: 15 Topic: What Do Managers Do? 28) A distinct purpose is important in defining an organization. Answer: TRUE Diff: 1 Page Ref: 14 Topic: What Is an Organization? 29) A non-profit organization, such as the United Way, cannot be considered an organization. Answer: FALSE Diff: 2 Page Ref: 14 Topic: What Is an Organization? 30) Which of the following statements regarding managers in today's world is accurate? A) Their age range is limited to between 30 and 65. B) They are found only in large corporations. C) They can be found exclusively in for-profit organizations. D) The single most important variable in employee productivity and loyalty is the quality of the relationship between employees and their direct supervisors. Answer: D Diff: 1 Page Ref: 5 Topic: Who Are Managers? 31) Someone who works with and through other people by coordinating their work activities in order to accomplish organizational goals is ________. A) an assembly line worker B) a laborer C) a manager D) a salesperson Answer: C Diff: 1 Page Ref: 5 Topic: Who Are Managers? 32) In the past, nonmanagerial employees were viewed as employees who ________. A) reported to top executives B) reported to middle managers C) supervised others D) had no others reporting to them Answer: D Diff: 1 Page Ref: 5 Topic: Who Are Managers? 4 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 33) Which of the following types of managers is responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization? A) first-line managers B) top managers C) production managers D) research managers Answer: B Diff: 1 Page Ref: 6 Topic: Who Are Managers? 34) All levels of management between the supervisory level and the top level of the organization are termed ________. A) middle managers B) first-line managers C) supervisors D) foremen Answer: A Diff: 1 Page Ref: 6 Topic: Who Are Managers? 35) Which of the following levels of management is associated with positions such as executive vice president, chief operating officer, chief executive officer, and chairman of the board? A) team leaders B) middle managers C) first-line managers D) top managers Answer: D Diff: 1 Page Ref: 7 Topic: Who Are Managers? 36) Agency head or plant manager is most likely associated with which of the following? A) team leaders B) middle managers C) first-line managers D) top managers Answer: B Diff: 2 Page Ref: 6 Topic: Who Are Managers? 37) The lowest level of management is ________. A) a nonmanagerial employee B) a department of research manager C) a vice president D) a first-line manager Answer: D Diff: 1 Page Ref: 5 Topic: Who Are Managers? 5 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 38) Supervisor is another name for which of the following? A) team leader B) middle manager C) first-line manager D) top manager Answer: C Diff: 2 Page Ref: 5 Topic: Who Are Managers? 39) Managers with titles such as regional manager, project leader, or plant manager are ________. A) first-line managers B) top managers C) production managers D) middle managers Answer: D Diff: 2 Page Ref: 6 Topic: Who Are Managers? 40) Which of the following best reflects the management structure of a traditional organization? A) pyramid B) circle C) hub with spokes D) infinite line Answer: A Diff: 1 Page Ref: 6 Topic: Who Are Managers? 41) Division manager is associated with which of the following levels of management? A) team leaders B) middle managers C) first-line managers D) top managers Answer: B Diff: 2 Page Ref: 6 Topic: Who Are Managers? 42) ________ is the process of getting activities completed efficiently and effectively with and through other people. A) Leading B) Management C) Supervision D) Controlling Answer: B Diff: 1 Page Ref: 6 Topic: What Is Management? 6 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 43) The distinction between a managerial position and a nonmanagerial position is ________. A) planning the work of others B) coordinating the work of others C) controlling the work of others D) organizing the work of others Answer: B Diff: 2 Page Ref: 6 Topic: What Is Management? 44) Which of the following is an example of an efficient manufacturing technique? A) cutting inventory levels B) increasing the amount of time to manufacture products C) increasing product reject rates D) decreasing product output Answer: A Diff: 2 Page Ref: 7 Topic: What Is Management? 45) Wasting resources is considered to be an example of ________. A) efficiency B) effectiveness C) inefficiency D) ineffectiveness Answer: C Diff: 2 Page Ref: 7 Topic: What Is Management? 46) An automobile manufacturer that increased the total number of cars produced at the same cost, but with many defects, would be ________. A) efficient and effective B) increasing efficiency C) increasing effectiveness D) concerned with inputs Answer: B Diff: 3 Page Ref: 7 Topic: What Is Management? 47) Effectiveness is synonymous with ________. A) cost minimization B) resource control C) goal attainment D) efficiency Answer: C Diff: 3 Page Ref: 7 Topic: What Is Management? 7 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 48) Efficiency refers to ________. A) the relationship between inputs and outputs B) the additive relationship between costs and benefits C) the exponential nature of costs and outputs D) increasing outputs regardless of cost Answer: A Diff: 2 Page Ref: 7 Topic: What Is Management? 49) In successful organizations, ________. A) low efficiency and high effectiveness go hand in hand B) high efficiency and low effectiveness go hand in hand C) high efficiency and high effectiveness go hand in hand D) high efficiency and high equity go hand in hand Answer: C Diff: 2 Page Ref: 7 Topic: What Is Management? 50) Whereas ________ is concerned with the means of getting things done, ________ is concerned with the ends, or attainment of organizational goals. A) effectiveness; efficiency B) efficiency; effectiveness C) effectiveness; goal attainment D) goal attainment; efficiency Answer: B Diff: 3 Page Ref: 7 Topic: What Is Management? 51) How many management functions were originally proposed in the early part of the twentieth century? A) three B) four C) five D) nine Answer: C Diff: 3 Page Ref: 8 Topic: What Do Managers Do? 52) ________ was a French industrialist who first identified the basic management functions. A) Weber B) Taylor C) Herzberg D) Fayol Answer: D Diff: 2 Page Ref: 8 Topic: What Do Managers Do? 8 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 53) Today, the basic management functions are considered to be ________. A) planning, coordinating, staffing, and directing B) planning, organizing, leading, and directing C) commanding, organizing, leading, and staffing D) planning, organizing, leading, and controlling Answer: D Diff: 2 Page Ref: 8 Topic: What Do Managers Do? 54) Which of the following management functions from the mid-1950s is no longer included in the basic functions of management? A) planning B) staffing C) leading D) controlling Answer: B Diff: 2 Page Ref: 8 Topic: What Do Managers Do? 55) Writing an organizational strategic plan is an example of the ________ management function. A) leading B) coordinating C) planning D) organizing Answer: C Diff: 3 Page Ref: 8 Topic: What Do Managers Do? Skill: AACSB: Communication 56) Organizing includes ________. A) defining organizational goals B) hiring organizational members C) motivating organizational members D) determining who does what tasks Answer: D Diff: 3 Page Ref: 8 Topic: What Do Managers Do? 57) A manager resolving conflict among organizational members is performing what function? A) controlling B) commanding C) directing D) leading Answer: D Diff: 2 Page Ref: 8 Topic: What Do Managers Do? Skill: AACSB: Communication 9 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 58) The process of monitoring, comparing, and correcting is called ________. A) controlling B) coordinating C) leading D) organizing Answer: A Diff: 2 Page Ref: 8 Topic: What Do Managers Do? A Leadership Junkie Part II (Scenario) Carrie is a leadership "junkie." She has read all of the latest popular management texts on leadership and strongly feels that it has improved her ability to manage and perform her job. She is always eager to share her knowledge with her peers, especially emerging issues in leadership and the differences between the ways men and women lead. 59) ________ developed a categorization scheme for defining what managers do, consisting of 10 different but highly interrelated roles. A) Henri Fayol B) Henry Ford C) Henry Mintzberg D) Henry Morris Answer: C Diff: 2 Page Ref: 9 Topic: What Do Managers Do? 60) According to Mintzberg's management roles, the ________ roles are those that involve people and other duties that are ceremonial and symbolic in nature. A) informational B) interpersonal C) technical D) decisional Answer: B Diff: 1 Page Ref: 9 Topic: What Do Managers Do? 61) The roles of disseminator, figurehead, negotiator, liaison, and spokesperson are more important at the ________ levels of the organization. A) lower B) middle C) higher D) supervisory Answer: C Diff: 2 Page Ref: 9 Topic: What Do Managers Do? Skill: AACSB: Communication 10 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 62) Which of the following is not an example of a decisional role according to Mintzberg? A) spokesperson B) entrepreneur C) disturbance handler D) resource allocator Answer: A Diff: 2 Page Ref: 9 Topic: What Do Managers Do? Skill: AACSB: Communication 63) A human resource manager attending a local Society for Human Resource Management meeting would be functioning in which role? A) informational B) leader C) liaison D) disseminator Answer: C Diff: 2 Page Ref: 9 Topic: What Do Managers Do? Skill: AACSB: Communication 64) A finance manager who reads the Wall Street Journal on a regular basis would be performing which role? A) figurehead B) monitor C) disseminator D) interpersonal Answer: B Diff: 2 Page Ref: 9 Topic: What Do Managers Do? 65) The ________ role is more important for lower-level managers than it is for either middle- or top-level managers. A) leader B) entrepreneur C) spokesperson D) disseminator Answer: A Diff: 3 Page Ref: 10 Topic: What Do Managers Do? 66) The emphasis that managers give to various roles seems to be based on their ________. A) organizational level B) tenure with the organization C) experience in their field D) personality Answer: A Diff: 1 Page Ref: 10 Topic: What Do Managers Do? 11 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 67) Which of the following is not an example of an interpersonal role according to Mintzberg? A) figurehead B) leader C) liaison D) spokesperson Answer: D Diff: 3 Page Ref: 9 Topic: What Do Managers Do? Skill: AACSB: Communication 68) According to Mintzberg's management roles, the ________ roles involve receiving, collecting, and disseminating information. A) interpersonal B) informational C) technical D) decisional Answer: B Diff: 3 Page Ref: 9 Topic: What Do Managers Do? 69) All of the following are examples of informational roles according to Mintzberg except ________. A) liaison B) monitor C) disseminator D) spokesperson Answer: A Diff: 3 Page Ref: 9 Topic: What Do Managers Do? Skill: AACSB: Communication 70) Which of the following is not an example of a decisional role according to Mintzberg? A) spokesperson B) entrepreneur C) disturbance handler D) resource allocator Answer: A Diff: 2 Page Ref: 9 Topic: What Do Managers Do? Skill: AACSB: Communication 12 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 71) All of the following are managerial roles that are more important at the higher levels of the organization except ________. A) leader B) disseminator C) figurehead D) negotiator Answer: A Diff: 3 Page Ref: 10 Topic: What Do Managers Do? 72) Which of the following represents the most useful way of describing the manager's job? A) roles B) functions C) skills D) organizational level Answer: B Diff: 2 Page Ref: 10 Topic: What Do Managers Do? 73) Many of Mintzberg's roles align with the basic functions of management. For example, the ________ role is a part of planning. A) figurehead B) leader C) liaison D) resource allocation Answer: D Diff: 2 Page Ref: 9 Topic: What Do Managers Do? 74) All three of Mintzberg's interpersonal roles are part of the ________ function. A) organizing B) planning C) leading D) controlling Answer: C Diff: 2 Page Ref: 9 Topic: What Do Managers Do? Skill: AACSB: Communication 75) Which of the following individuals identified the three essential managerial skills? A) Katz B) Lewisberg C) Raines D) Chambers Answer: A Diff: 1 Page Ref: 10 Topic: What Do Managers Do? 13 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 76) The three essential managerial skills include ________. A) technical, human, and empirical B) human, empirical, and conceptual C) technical, interpersonal, and controlling D) technical, human, and conceptual Answer: D Diff: 2 Page Ref: 10 Topic: What Do Managers Do? 77) Understanding building codes would be considered a ________ skill for a building contractor. A) human B) technical C) conceptual D) empirical Answer: B Diff: 1 Page Ref: 10 Topic: What Do Managers Do? 78) Which of the following is true concerning technical and managerial skills? A) Human skills and technical skills remain equally important as managers move to higher levels. B) Technical-skill needs remain necessary and human skills decrease as managers move to higher levels. C) Human skills remain necessary and technical-skill needs decrease as managers move to higher levels. D) Both human-skill and technical-skill needs decrease as managers move to higher levels. Answer: C Diff: 3 Page Ref: 10 Topic: What Do Managers Do? 79) Managers with good ________ are able to communicate, motivate and lead to get the best out of their people. A) human skills B) conceptual skills C) technical skills D) visual skills Answer: A Diff: 1 Page Ref: 11 Topic: What Do Managers Do? 80) Technical skills include ________. A) leadership and efficiency in a certain specialized field B) knowledge of and proficiency in a certain specialized field C) familiarity with and interest in a general field of endeavor D) skill and interest in a general field of endeavor Answer: B Diff: 3 Page Ref: 10 Topic: What Do Managers Do? 14 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 81) The ability to work well with other people, both individually and in a group, describes which of the following skills ________. A) technical skills B) assessment skills C) planning skills D) human skills Answer: D Diff: 2 Page Ref: 11 Topic: What Do Managers Do? Skill: AACSB: Communication 82) Which of the following types of skills are described with terms such as abstract situations and visualization? A) interpersonal B) human C) technical D) conceptual Answer: D Diff: 2 Page Ref: 11 Topic: What Do Managers Do? 83) Which one of the following phrases is best associated with managerial conceptual skills? A) decision making B) communicating with customers C) using information to solve business problems D) product knowledge Answer: C Diff: 2 Page Ref: 11 Topic: What Do Managers Do? Skill: AACSB: Communication 84) Which of the following skills are more important at lower levels of management, as these managers are dealing directly with employees doing the organization's work? A) human B) technical C) conceptual D) empirical Answer: B Diff: 1 Page Ref: 10 Topic: What Do Managers Do? 15 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 85) Budgeting is associated with the management functions of planning and ________. A) directing B) organizing C) leading D) controlling Answer: D Diff: 1 Page Ref: 8 Topic: What Do Managers Do? 86) Mentoring is primarily associated with the management function of ________. A) planning B) organizing C) leading D) controlling Answer: C Diff: 1 Page Ref: 8 Topic: What Do Managers Do? 87) An organization is ________. A) the physical location where people work B) a collection of individuals working for the same company C) a deliberate arrangement of people to accomplish some specific purpose D) a group of individuals focused on profit making for their shareholders Answer: C Diff: 2 Page Ref: 14 Topic: What Is an Organization? 88) One of the common characteristics of all organizations is ________, which is typically expressed in terms of the organization's goals. A) its people B) its goals C) its systematic structure D) its purpose Answer: D Diff: 2 Page Ref: 14 Topic: What Is an Organization? 89) One of the common characteristics of all organizations is ________, which clarifies members' work relationships. A) its people B) its goals C) its deliberate structure D) its purpose Answer: C Diff: 2 Page Ref: 14 Topic: What Is an Organization? 16 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 90) A deliberate arrangement of people to accomplish some specific purpose is ________. A) a structure B) a process C) an organization D) an assembly operation Answer: C Diff: 3 Page Ref: 14 Topic: What Is an Organization? 91) A difference between traditional organizations and new organizations is that the new organizations tend to be more ________. A) stable B) command oriented C) rule oriented D) dynamic Answer: D Diff: 2 Page Ref: 14 Topic: What Is an Organization? 92) Which of the following best describes the concept that management is needed in all types and sizes of organizations, no matter the country in which they're located? A) the partiality of management B) the segmentation of management C) the universality of management D) the cultures of management Answer: C Diff: 2 Page Ref: 14 Topic: Why Study Management? 93) Universality of management means that ________. A) all managers in all organizations perform the four management functions B) all managers in all organizations can perform their job the same way C) all organizations can hire any manager to perform the management jobs D) any manager can work in any organization and perform any management job Answer: A Diff: 3 Page Ref: 15 Topic: Why Study Management? 94) Organizations that are well managed ________. A) choose the best suppliers for their products B) compete on an international basis because they have the best products C) always have the lowest-cost products D) develop a loyal customer base, grow, and prosper Answer: D Diff: 2 Page Ref: 15 Topic: Why Study Management? 17 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 95) Which of the following types of managerial positions is most likely to involve clerical duties? A) shift supervisor B) regional department head C) project manager D) chief executive officer Answer: A Diff: 2 Page Ref: 16 Topic: Why Study Management? 96) A manager's success is typically ________. A) dependent on how hard the manager works B) how closely the manager supervises the employees C) based on how skilled the manager is at the technical elements of the job D) dependent on others' work performance Answer: D Diff: 1 Page Ref: 16 Topic: Why Study Management? 97) A primary responsibility of managers is creating a work environment that ________. A) is safe and well lit B) is clean and organized C) allows employees to do their work to the best of their ability D) provides excellent customer service Answer: C Diff: 2 Page Ref: 16 Topic: Why Study Management? 98) Which of the following represents a challenge of management? A) enjoy relatively easy work B) work with a variety of people C) have little influence on organizational outcomes D) have to deal with a variety of personalities Answer: D Diff: 2 Page Ref: 16 Topic: Why Study Management? 99) Each of the following represents a challenge of management except ________. A) must operate with limited resources B) are highly valued by organizations C) must motivate workers in uncertain situations D) success depends on others' performance Answer: B Diff: 2 Page Ref: 16 Topic: Why Study Management? 18 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Managerial Basic Training (Scenario) Imagine that your marketing company has just merged with a manufacturing organization. You have been asked to help provide some "basic" managerial training to the engineers in the research and development unit of the new sister company. To make sure you are covering the necessary issues, your boss has asked to see an overview of materials that you will be providing the engineers. 100) Now that both companies are merged and are a systematic arrangement of people set to accomplish a specific purpose, they could be described as a(n) ________. A) business unit B) multinational company C) organization D) holding company Answer: C Diff: 1 Page Ref: 14 Topic: What Is an Organization? 101) One of the first things the engineers need to learn is that ________ are the people who direct the activities of others in an organization. A) directors B) managers C) subordinates D) line workers Answer: B Diff: 2 Page Ref: 5 Topic: Who Are Managers? 102) Another fact that engineers need to learn is that supervisors may frequently be referred to as ________. A) middle managers B) top managers C) project leaders D) first-line managers Answer: D Diff: 2 Page Ref: 5 Topic: Who Are Managers? 103) Many of the engineers in the group are unclear about what managers actually do. Your training materials explain that a manager's job focuses on ________. A) the performance of clerical duties B) personal achievement C) helping others accomplish their work goals D) supervising groups rather than individual employees Answer: C Diff: 2 Page Ref: 5 Topic: Who Are Managers? 19 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall The Customer Meeting (Scenario) Kelly, a production supervisor, is responsible for 10 employees who assemble components into a finished product that is sold to distributors. Kelly reports to Ben, a production manager, who in turn reports to Dan, a general manager, who reports to McKenna, a vice president of operations. Recently, McKenna asked Dan to have a meeting with Kelly and Ben regarding some customer concerns in the production area. The focus of the meeting was to judge the validity of the customer concerns, and to develop a specific plan to address these concerns. 104) What is the commonality among Kelly, Ben, Dan, and McKenna? A) They all produce the same product. B) They all have the same job content. C) They all are managers. D) They all have the same vision. Answer: C Diff: 2 Page Ref: 5-6 Topic: Who Are Managers? 105) Kelly is considered to be what level of management? A) top manager B) superintendent of assembly C) middle manager D) first-line manager Answer: D Diff: 1 Page Ref: 5 Topic: Who Are Managers? 106) Ben and Dan are considered to be what level of management? A) top managers B) middle managers C) superintendents of assembly D) first-line managers Answer: B Diff: 2 Page Ref: 6 Topic: Who Are Managers? 107) Which of the following is not an example of a decisional role according to Mintzberg? A) spokesperson B) entrepreneur C) disturbance handler D) resource allocator Answer: A Diff: 2 Page Ref: 9 Topic: What Do Managers Do? 20 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 108) Which of the following is not an example of an interpersonal role according to Mintzberg? A) figurehead B) leader C) liaison D) spokesperson Answer: D Diff: 3 Page Ref: 9 Topic: What Do Managers Do? 109) According to Mintzberg's management roles, the ________ roles involve receiving, collecting, and disseminating information. A) interpersonal B) informational C) technical D) decisional Answer: B Diff: 2 Page Ref: 9 Topic: What Do Managers Do? 110) All of the following are examples of informational roles according to Mintzberg except ________. A) liaison B) monitor C) disseminator D) spokesperson Answer: A Diff: 3 Page Ref: 9 Topic: What Do Managers Do? 111) Which of the following is not an example of a decisional role according to Mintzberg? A) spokesperson B) entrepreneur C) disturbance handler D) resource allocator Answer: A Diff: 2 Page Ref: 9 Topic: What Do Managers Do? 112) All of the following are managerial roles that are more important at the higher levels of the organization except ________. A) leader B) disseminator C) figurehead D) negotiator Answer: A Diff: 3 Page Ref: 10 Topic: What Do Managers Do? 21 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 113) The roles of disseminator, figurehead, negotiator, liaison, and spokesperson are more important at the ________ levels of the organization. A) lower B) middle C) higher D) supervisory Answer: C Diff: 2 Page Ref: 10 Topic: What Do Managers Do? 114) The organizing process is more important ________. A) for top-level managers than it is for first-level managers only B) for top-level managers than it is for either middle- or first-level managers C) than leading at all levels of management D) than any of the other management processes Answer: B Diff: 3 Page Ref: 8 Topic: What Do Managers Do? 115) Which of the following best describes the concept that management is needed in all types and sizes of organizations, no matter the country in which they're located? A) the partiality of management B) the segmentation of management C) the universality of management D) the cultures of management Answer: C Diff: 2 Page Ref: 14 Topic: Why Study Management? 116) Universality of management means that ________ A) all managers in all organizations perform the four management functions B) all managers in all organizations can perform their job the same way C) all organizations can hire any manager to perform the management jobs D) any manager can work in any organization and perform any management job Answer: A Diff: 3 Page Ref: 14 Topic: Why Study Management? 117) Almost all managerial tasks involve ________. A) decision making B) organization skills C) interpersonal skills D) handling information Answer: A Diff: 2 Page Ref: 9 Topic: What Do Managers Do? 22 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 118) Understanding building codes would be considered a(n) ________ skill for a building contractor. A) interpersonal B) technical C) conceptual D) political Answer: B Diff: 1 Page Ref: 10 Topic: What Do Managers Do? 119) Technical skills include ________. A) leadership and efficiency in a certain specialized field B) knowledge of and proficiency in a certain specialized field C) familiarity with and interest in a general field of endeavor D) skill and interest in a general field of endeavor Answer: B Diff: 2 Page Ref: 10 Topic: What Do Managers Do? 120) Which of the following types of skills is described with the terms analyze and diagnose? A) interpersonal B) political C) technical D) conceptual Answer: D Diff: 2 Page Ref: 11 Topic: What Do Managers Do? The Customer Meeting (Scenario) Kelly, a production supervisor, is responsible for 10 employees who assemble components into a finished product that is sold to distributors. Kelly reports to Ben, a production manager, who in turn reports to Dan, a general manager, who reports to McKenna, a vice president of operations. Recently, McKenna asked Dan to have a meeting with Kelly and Ben regarding some customer concerns in the production area. The focus of the meeting was to judge the validity of the customer concerns, and to develop a specific plan to address these concerns. 121) McKenna is considered to be what level of management? A) top manager B) superintendent of assembly C) middle manager D) first-line manager Answer: A Diff: 2 Page Ref: 6 Topic: Who Are Managers? 23 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 122) The structure of the managerial relationships among McKenna, Dan, Ben, and Kelly can best be described as a ________. A) flexible work group B) traditional pyramid structure C) innovative nuclear structure D) communication hub Answer: B Diff: 1 Page Ref: 6 Topic: Who Are Managers? The Perfect Manager (Scenario) Brenda Kraft has proven herself to be an able manager. Her section has a high project completion rate with the highest-quality product and the lowest defects in her division. In addition, she accomplishes this with fewer full-time people than other managers. Some say that the secret of her success is in her ability to delegate responsibility and her understanding of the basic "management functions." 123) Brenda's ability to complete activities efficiently and effectively with and through other people is known as ________. A) management B) leadership C) coercion D) delegation Answer: A Diff: 1 Page Ref: 6 Topic: What Is Management? 124) Brenda's ability to produce the same amount of product with fewer personnel is a reflection of her ________. A) effectiveness B) process skills C) leadership D) efficiency Answer: D Diff: 2 Page Ref: 7 Topic: What Is Management? 125) The fact that Brenda completes her projects is an indication of her ________ as a manager. A) leadership B) effectiveness C) efficiency D) attention to detail Answer: B Diff: 2 Page Ref: 7 Topic: What Is Management? 24 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 126) If Brenda accomplished her projects on time with high-quality results, but she took more time than other managers in the process, you could say that as a manager she was ________. A) efficient, but not effective B) a leader, but not a top manager C) project oriented, but not effective D) effective, but not efficient Answer: D Diff: 2 Page Ref: 7 Topic: What Is Management? 127) The "management functions" exemplified by Brenda include all but which of the following? A) planning B) controlling C) organizing D) calibrating Answer: D Diff: 2 Page Ref: 8 Topic: What Do Managers Do? Joe the Manager (Scenario) As a production supervisor, Joe decides on Friday afternoon how many units of output his employees will be able to produce and on which days certain products will be run in his department. He also decides which of his employees are going to be responsible for operating which machines within the department next week, as his employees are multi-skilled assemblers. On Monday, he informs his employees of their assignments to specific machines by handing out assignment sheets. He tells the employees that the schedule is going to be difficult this week due to the increased number of units. He goes on to tell them that he is sure they can fulfill the schedule because they are such good and skilled employees. Each day during the week, Joe checks the amount of output that the employees have completed and the number of units that have been rejected. 128) When Joe decides how many units of output his employees will be able to produce and on which days certain products will be run, he is performing which of the management functions? A) controlling B) leading C) planning D) organizing Answer: C Diff: 2 Page Ref: 8 Topic: What Do Managers Do? 25 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 129) When Joe checks the amount of output that the employees have completed and the number of units that have been rejected, he is performing which of the management functions? A) controlling B) leading C) planning D) organizing Answer: A Diff: 2 Page Ref: 8 Topic: What Do Managers Do? 130) When Joe tells the employees that he is sure they can fulfill the schedule because they are such good and skilled employees, he is performing which of the management functions? A) controlling B) leading C) planning D) organizing Answer: B Diff: 2 Page Ref: 8 Topic: What Is Management? Skill: AACSB: Communication The Busy Day (Scenario) Don Eskew, plant manager at Control Systems, Inc., sighed as he sipped his first cup of coffee at 5 A.M. and read his agenda for the day. He is giving two company tours in the morning: the first to a newspaper reporter who is writing a story on the new plant expansion, and the second to a group of Control Systems managers from the east coast. Don then has a meeting with the unit manager, Phil Johnson, to discuss Phil's recent drop in performance (a task Don always hates). Next, Don is spending a couple of hours reviewing the trade journals he receives from his high- tech association and writing up a brief synopsis for his presentation next week to the division president. Finally, in the late afternoon, he will be reviewing the new equipment malfunction and deciding whether to bring in extra people to get the equipment running as soon as possible. Whew! Just another day in the glamorous life of a manager. 131) Together, all of the functions that Don performs during his busy day correspond to the management roles discovered in the late 1960s by which one of the following management researchers? A) Herzberg B) Skinner C) Mintzberg D) Fayol Answer: C Diff: 1 Page Ref: 8-9 Topic: What Do Managers Do? 26 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 132) When Don conducts the tour for the east coast managers, he will be operating in which of the management roles? A) leader B) liaison C) monitor D) figurehead Answer: D Diff: 3 Page Ref: 9 Topic: What Do Managers Do? 133) When Don meets with Phil to discuss Phil's performance issues, Don will be operating in which management role? A) leader B) figurehead C) monitor D) disturbance handler Answer: A Diff: 3 Page Ref: 8 Topic: What Do Managers Do? 134) What role will Don be performing when he gives the plant tour to the newspaper reporter? A) monitor B) figurehead C) disseminator D) spokesperson Answer: D Diff: 3 Page Ref: 9 Topic: What Do Managers Do? Skill: AACSB: Communication 135) When Don reviews the new equipment malfunction, what management role will he play when deciding whether to bring in extra people? A) monitor B) disseminator C) resource allocator D) disturbance handler Answer: C Diff: 2 Page Ref: 9 Topic: What Do Managers Do? 27 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall The General Manager (Scenario) Michael is the general manager of a production facility. In a routine day, Michael might meet with city officials or civic leaders about environmental issues due to the plants presence in the community. After these meetings, he will then meet with the plants functional managers to discuss the concerns expressed by the city representatives. Other times, Michael might meet with the production manager, Betty, and the human resource manager, Joyce, to discuss a complaint filed by one of the employees in a production department. Michael might also spend time on the Internet looking for new technologies that can be used in the production processes of his plant. 136) When Michael gains information from city officials or civic leaders to learn how the plant's operations may be affecting the environment, he is performing which management role? A) leader B) resource allocator C) entrepreneur D) monitor Answer: D Diff: 3 Page Ref: 9 Topic: What Do Managers Do? 137) When Michael meets with Betty and Joyce to discuss a complaint filed by one of the employees in a production department, he is performing which management role? A) resource allocator B) disturbance handler C) liaison D) figurehead Answer: B Diff: 2 Page Ref: 9 Topic: What Do Managers Do? 138) When Michael meets with the functional managers to share with them the results of the meeting with city officials or civic leaders, he is performing which management role? A) disseminator B) liaison C) disturbance handler D) negotiator Answer: A Diff: 2 Page Ref: 9 Topic: What Do Managers Do? Skill: AACSB: Communication 28 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 139) When Michael spends time on the Internet looking for new technologies that can be used in the production processes of his plant, he is performing which management role? A) leader B) entrepreneur C) spokesperson D) disturbance handler Answer: B Diff: 3 Page Ref: 9 Topic: What Do Managers Do? Skill: AACSB: Technology 140) Michael's search for new technologies that can be used in the production processes of his plant is an example of which type of management role? A) interpersonal B) informational C) decisional D) controlling Answer: B Diff: 2 Page Ref: 9 Topic: What Do Managers Do? Skill: AACSB: Technology 141) Michael's search for new technologies that can be used in the production processes of his plant is an example of which type of management skill? A) conceptual B) communication C) effectiveness D) interpersonal Answer: A Diff: 2 Page Ref: 11 Topic: What Do Managers Do? Skill: AACSB: Technology 142) In a short essay, explain how the definition of a manager has changed over time. Provide an example that illustrates the current definition. Answer: Managers used to be defined as the organizational members who told others what to do and how to do it. In the past, it was easy to differentiate managers from nonmanagerial employees. Nonmanagers were organizational members who worked directly on a job or task and had no one reporting to them. Managers were those who supervised other employees. Today, the changing nature of organizations and work has blurred the distinction between managers and nonmanagerial employees. Many traditional nonmanagerial jobs now include managerial activities. For example, managerial responsibilities are shared by managers and team members at General Cable Corporation's facility in Moose Jaw, Saskatchewan, Canada. Most of the employees at Moose Jaw are cross-trained and multi-skilled. Within a single shift, an employee can be a team leader, equipment operator, maintenance technician, quality inspector, or improvement planner. Diff: 1 Page Ref: 5, 11-12 Topic: Who Are Managers?; What Do Managers Do? 29 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 143) In a short essay, describe the similarities and differences between managerial and nonmanagerial positions in today's work environment. Answer: a. Similarities In today's work force, both managers and nonmanagers may at times have responsibility for certain managerial activities. In addition, like nonmanagerial employees, managers may carry out some duties that do not involve supervising others. b. Differences A nonmanager's job tends to be focused on personal achievement. By contrast, a manager's job is not about personal achievement but rather helping others to do their work. In addition, nonmanagers focus primarily on accomplishing specific tasks. Managers may have their own tasks to accomplish, but they also focus on coordinating the work of others. Diff: 1 Page Ref: 5 Topic: Who Are Managers? 144) In a short essay, describe and provide examples of first-line, middle, and top managers. Answer: a. First-line managers are the lowest level of management and manage the work of nonmanagerial individuals who are directly involved with the production or creation of the organization's products. First-line managers are often called supervisors, but may also be called line managers, office managers, or even foremen. b. Middle managers include all levels of management between the first-line level and the top level of the organization. These managers manage the work of first-line managers and may have titles such as department head, project leader, plant manager, or division manager. c. Top managers are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. These individuals typically have titles such as executive vice president, president, managing director, chief operating officer, chief executive officer, or chairman of the board. Diff: 1 Page Ref: 5-6 Topic: Who Are Managers? 145) In a short essay, discuss the difference between efficiency and effectiveness and include a specific example to support each concept. Answer: a. Efficiency refers to getting the most output from the least amount of inputs. Because managers deal with scarce inputs including resources such as people, money, and equipment they are concerned with the efficient use of resources. For instance, at the HON Company plant in Cedartown, Georgia, where employees make and assemble steel and wooden office furniture, efficient manufacturing techniques were implemented by doing things such as cutting inventory levels, decreasing the amount of time to manufacture products, and lowering product reject rates. From this perspective, efficiency is often referred to as "doing things right" that is, not wasting resources. b. Effectiveness is often described as "doing the right things"–that is, those work activities that will help the organization reach its goals. For instance, at the HON factory, goals included meeting customers' increasingly stringent needs, executing world-class manufacturing strategies, and making employee jobs easier and safer. Through various work methods and programs, these goals were pursued and achieved. Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals. Diff: 2 Page Ref: 7 Topic: What Is Management? 30 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 146) In a short essay, list and explain the four basic functions of management. Answer: a. Planning involves the process of defining goals, establishing strategies for achieving those goals, and developing plans to integrate and coordinate activities. b. Organizing involves the process of determining what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made. c. Leading when managers motivate subordinates, influence individuals or teams as they work, select the most effective communication channel, or deal in any way with employee behavior issues, they are leading. d. Controlling to ensure that work is proceeding as it should, managers must monitor and evaluate performance. The process of monitoring, comparing, and correcting is what is meant by the controlling function. Diff: 2 Page Ref: 8 Topic: What Do Managers Do? 31 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 147) In a short essay, list and discuss 7 of the 10 managerial roles developed by Mintzberg. Include specific examples of each role and group each according to interpersonal, informational, and decisional roles. Answer: Interpersonal Roles a. Figurehead symbolic head; obliged to perform a number of routine duties of a legal or social nature. Examples include greeting visitors and signing legal documents. b. Leader responsible for the motivation and activation of subordinates; responsible for staffing, training, and associated duties. Examples include performing virtually all activities that involve subordinates. c. Liaison maintains self-developed network of outside contacts and informers who provide favors and information. Examples include acknowledging mail, doing external board work, and performing other activities that involve outsiders. Informational Roles a. Monitor seeks and receives wide variety of internal and external information to develop thorough understanding of organization and environment. Examples include reading periodicals and reports, and maintaining personal contacts. b. Disseminator transmits information received from outsiders or from subordinates to members of the organization. Examples include holding informational meetings and making phone calls to relay information. c. Spokesperson transmits information to outsiders on organization's plans, policies, actions, results, and so on. Examples include holding board meetings and giving information to the media. Decisional Roles a. Entrepreneur searches organization and its environment for opportunities and initiates "improvement projects" to bring about changes. Examples include organizing strategy and review sessions to develop new programs. b. Disturbance handler responsible for corrective action when organization faces important, unexpected disturbances. Examples include organizing strategy and review sessions that involve disturbances and crises. c. Resource allocator responsible for the allocation of organizational resources of all kinds making or approving all significant organizational decisions. Examples include scheduling, requesting authorization; performing any activity that involves budgeting and the programming of subordinates' work. d. Negotiator responsible for representing the organization at major negotiations. Examples include participating in union contract negotiations. The interpersonal roles are roles that involve people and other duties that are ceremonial and symbolic in nature. The three interpersonal roles include being a figurehead, leader, and liaison. The informational roles involve receiving, collecting, and disseminating information. The three informational roles include a monitor, disseminator, and spokesperson. Finally, the decisional roles revolve around making choices. The four decisional roles include entrepreneur, disturbance handler, resource allocator, and negotiator. Diff: 3 Page Ref: 8-9 32 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall Topic: What Do Managers Do? Skill: AACSB: Communication 148) In a short essay, discuss which approach is more useful for describing the job of a manager functions or roles? Describe the contributions of both approaches. Answer: Fayol's functions approach represents the most useful way of describing the manager's job. This is because Fayol's functions provide "clear and discrete methods" of classifying management activities and techniques. Though less effective than the functions approach, Mintzberg's roles approach does offer important insights into managers' work. Many of his roles align well with one or more of the functions. For instance, resource allocation is part of planning, as is the entrepreneurial role, and all three of the interpersonal roles are part of the leading function. Diff: 2 Page Ref: 10 Topic: What Do Managers Do? 149) In a short essay, describe the three main types of managerial skills identified by Robert Katz. Which skills are most important to each level of management, and why? Answer: a. Research by Robert L. Katz concluded that managers needed three essential skills. These are technical skills, human skills, and conceptual skills. Technical skills are the job- specific knowledge and techniques needed to perform specific tasks proficiently. Human skills involve the ability to work well with other people both individually and in a group. Conceptual skills are the skills managers use to think and to conceptualize about abstract and complex situations. b. Technical skills tend to be more important for lower-level managers. This is because lower- level managers typically manage employees who use tools and techniques to produce the organization's products and services. Human skills are equally important at all levels of management, because all managers must deal directly with people. Conceptual skills are most important at top levels of management. Managers at top levels must use conceptual skills to see the organization as a whole, to understand the relationships among various subunits, and to visualize how the organization fits into its broader environment. Diff: 2 Page Ref: 10-11 Topic: What Do Managers Do? 33 Copyright © 2009 Pearson Education, Inc. Publishing as Prentice Hall 150) In a short essay, discuss the importance of studying management. Next, list at least five rewards and five challenges of being a manager. Answer: By studying management, you'll be able to recognize poor management and work to correct it. In addition, you'll be able to recognize good management and encourage it, whether it's in an organization you're simply interacting with or whether it's in an organization where you're employed. Another reason for studying management is the reality that for most students, once they graduate from college and begin their careers, they will either manage or be managed. A final reason to study management is the rewards and challenges of being a manager. Rewards of Being a Manager a. most important work of an organization is creating a work environment in which organizational members can work to the best of their ability b. have opportunities to think creatively and use imagination c. help others find meaning and fulfillment in work d. get to support, coach, and nurture others e. get to work with a variety of people f. receive recognition and status in organization and community g. play a role in influencing organizational outcomes h. receive appropriate compensation in the form of salaries, bonuses, and stock options i. good managers are needed by organizations Challenges of Being a Manager a. it's hard work b. have to deal with a variety of personalities c. often have to make do with limited resources d. motivate workers in chaotic and uncertain situations e. be able to successfully blend knowledge, skills, ambitions, and experiences of a diverse work group Diff: 2 Page Ref: 14-16 Topic: Why Study Management? 34 Copyright © 2009 Pearson Education, Inc. 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