Test Bank | Chapter 1 Managers and Management in Today's Workplace – 11e

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Fundamentals of Management, 11e (Robbins)

Chapter 1 Managers and Management in Today's Workplace

1) Which one of the following is a common myth about the study of management?

A) Management is just common sense.

B) Managers need to be well disciplined in all of the business areas.

C) Managers are found in all types of organizations, large and small.

D) Many of today's managers are minorities.

Diff: 2

AACSB: Analytical thinking

LO: 1.1: Tell who managers are and where they work.

Question Category: Analytical

2) An organization is ________.

A) the physical location where people work

B) any collection of people who perform similar tasks

C) a deliberate arrangement of people to accomplish some specific purpose

D) a group of individuals focused on profit-making for their shareholders

Diff: 2

AACSB: Reflective thinking

LO: 1.1: Tell who managers are and where they work.

Question Category: Concept

3) All organizations have ________ that define(s) the organization's purpose and reason for existing.

A) limits

B) rules

C) structure

D) goals

Diff: 2

AACSB: Reflective thinking

LO: 1.1: Tell who managers are and where they work.

Question Category: Concept

4) One of the common characteristics of all organizations is ________ define(s) and limits the behavior of its members.

A) a set of written bylaws

B) an explicit goal

C) a structure

D) a stated purpose

Diff: 2

AACSB: Reflective thinking

LO: 1.1: Tell who managers are and where they work.

Question Category: Concept

5) A college Spanish club is an example of an organization because it is comprised of people who ________.

A) share the same values, traditions, and customs

B) share the same goals and values

C) share goals and function within a common structure

D) function under the same set of rules and regulations

Diff: 2

AACSB: Analytical thinking

LO: 1.1: Tell who managers are and where they work.

Question Category: Application

6) Which one of the following is a key difference between managerial and nonmanagerial employees?

A) Managerial employees receive higher pay compensation.

B) Nonmanagerial employees have less formal education.

C) Nonmanagerial employees do not oversee the work of others.

D) Managerial employees work longer hours.

Diff: 1

AACSB: Reflective thinking

LO: 1.1: Tell who managers are and where they work.

Question Category: Analytical

7) The primary job of a manager is to ________.

A) make decisions that help an organization grow

B) tackle tasks that are too difficult for nonmanagerial employees

C) coordinate between organization leaders and ordinary employees

D) direct and oversee the work of others

Diff: 1

AACSB: Reflective thinking

LO: 1.1: Tell who managers are and where they work.

Question Category: Concept

8) The work of a manager ________.

A) is strictly limited to overseeing and monitoring the work of others

B) may involve performing tasks that are not related to overseeing others

C) involves only high-level tasks that require a sophisticated skill set

D) does not involve interaction with nonmanagerial employees

Diff: 2

LO: 1.1: Tell who managers are and where they work.

Question Category: Concept

9) Supervisor is another name for which one of the following?

A) team leader

B) middle manager

C) first-line manager

D) top manager

Diff: 1

LO: 1.1: Tell who managers are and where they work.

Question Category: Concept

10) Which one 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) team leader

B) top manager

C) department head

D) project leader

Diff: 1

LO: 1.1: Tell who managers are and where they work.

Question Category: Concept

11) Which one of the following is an important job responsibility for a middle manager?

A) defining the organization's long-term goals

B) translating goals defined by top managers into action

C) helping top managers define goals

D) performing tasks that are not related to long-term goals

Diff: 2

LO: 1.1: Tell who managers are and where they work.

Question Category: Concept

12) Which one of the following identifies a manager who does NOT typically supervise other managers?

A) unit chief

B) shift manager

C) vice president

D) division manager

Diff: 2

LO: 1.1: Tell who managers are and where they work.

Question Category: Concept

13) Of the following, which one is the lowest level of management?

A) a nonmanagerial employee

B) an individual involved in defining the organization's philosophy

C) a vice president

D) a middle manager

Diff: 2

LO: 1.1: Tell who managers are and where they work.

Question Category: Concept

14) 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) team leaders

Diff: 2

LO: 1.1: Tell who managers are and where they work.

Question Category: Concept

15) Which one of the following levels of management is associated with positions such as executive vice president, chief operating officer, chief executive officer, and chairperson of the board?

A) team leaders

B) middle managers

C) first-line managers

D) top managers

Diff: 1

LO: 1.1: Tell who managers are and where they work.

Question Category: Application

16) The "father" of scientific management was ________.

A) Henri Fayol

B) Robert L. Katz

C) Henry Mintzberg

D) Frederick Winslow Taylor

Diff: 2

LO: 1.1: Tell who managers are and where they work.

Question Category: Concept

17) Taylor began to develop his theory of ________ after a result of viewing workers in steel companies.

A) the functions of management

B) ethics-based management

C) management skills

D) scientific management

Diff: 2

LO: 1.1: Tell who managers are and where they work.

Question Category: Concept

18) A major contribution that Taylor made to the study of management was ________.

A) to measure efficiency on a 4-star scale

B) to identify the one best way to get a job done

C) to identify the three best ways to get a job done

D) to measure inefficiency on a 4-star scale

Diff: 2

LO: 1.1: Tell who managers are and where they work.

Question Category: Concept

19) Which one of the following did Taylor NOT find appalling in his study of workers in steel companies?

A) Workers "took it easy" on the job.

B) Workers employed different techniques for the same job.

C) Workers would only attempt to perform a job if they were shown to have aptitude for it.

D) Worker output was only about one-third of what was possible.

Diff: 3

LO: 1.1: Tell who managers are and where they work.

Question Category: Concept

20) Part of what defines an organization is its purpose.

Diff: 2

LO: 1.1: Tell who managers are and where they work.

Question Category: Concept

21) All organizations have a structure that in some ways serves to define and limit the behavior of members of the organization.

Diff: 2

LO: 1.1: Tell who managers are and where they work.

Question Category: Concept

22) In order to be considered a manager, an individual must direct or oversee the work of others.

Diff: 2

LO: 1.1: Tell who managers are and where they work.

Question Category: Concept

23) A manager does not work directly on tasks for the organization.

Diff: 2

LO: 1.1: Tell who managers are and where they work.

Question Category: Concept

24) Supervisors and team leaders may both be considered first-line managers.

Diff: 1

LO: 1.1: Tell who managers are and where they work.

Question Category: Concept

25) In a short essay, compare the tasks, priorities, and responsibilities of first-line, middle, and top managers.

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. Middle managers spend considerably less time leading than first-line managers and considerably more time organizing.

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. Top managers spend more time planning and organizing than other managers and less time leading.

Diff: 2

AACSB: Analytical thinking

LO: 1.1: Tell who managers are and where they work.

Question Category: Concept

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. Coworkers say that the secret of her success is in her ability to determine what needs to be done and by whom, and her understanding of the basic "management processes."

26) Brenda's high project completion rate indicates that she is ________.

A) an efficient manager

B) an effective manager

C) a good spokesperson

D) a good resource allocator

Diff: 2

AACSB: Application of knowledge

LO: 1.2: Define management.

Question Category: Application

27) If Brenda accomplished her projects 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

Diff: 2

AACSB: Application of knowledge

LO: 1.2: Define management.

Question Category: Application

28) Another term for efficiency is ________.

A) doing the right things

B) doing things right

C) making sure things get done

D) doing things at the right time

Diff: 2

LO: 1.2: Define management.

Question Category: Concept

29) Which one of the following might be an example of increased efficiency in manufacturing?

A) cutting the amount of labor required to make the product

B) cutting the price of the product

C) increasing sales of the product

D) increasing advertising for the product

Diff: 3

AACSB: Analytical thinking

LO: 1.2: Define management.

Question Category: Application

30) Another term for effectiveness is ________.

A) doing the right things

B) doing things right

C) doing things intelligently

D) doing things when necessary

Diff: 2

LO: 1.2: Define management.

Question Category: Concept

31) Effectiveness is synonymous with ________.

A) cost minimization

B) smart management

C) goal attainment

D) efficiency

Diff: 2

LO: 1.2: Define management.

Question Category: Concept

32) Efficiency refers to ________.

A) the relationship between inputs and outputs

B) the additive relationship between inputs and outputs

C) the inverse relationship between inputs and outputs

D) decreasing inputs only

Diff: 2

LO: 1.2: Define management.

Question Category: Concept

33) Good management strives for ________.

A) low efficiency and high effectiveness

B) high efficiency and low effectiveness

C) high efficiency and high effectiveness

D) moderate efficiency and moderate effectiveness

Diff: 2

LO: 1.2: Define management.

Question Category: Concept

34) A candy manufacturer would increase both efficiency and effectiveness by making ________.

A) better candy at the same cost

B) better candy at a lower cost

C) the same candy at a lower cost

D) the same candy at the same cost

Diff: 3

AACSB: Analytical thinking

LO: 1.2: Define management.

Question Category: Application

35) A candy manufacturer that made candy at a lower cost without improving the quality of the candy could be said to ________.

A) increase effectiveness without increasing efficiency

B) increase efficiency without increasing effectiveness

C) increase both effectiveness and efficiency

D) decrease both effectiveness and efficiency

Diff: 3

AACSB: Analytical thinking

LO: 1.2: Define management.

Question Category: Application

36) Effectiveness refers to the relationship between inputs and outputs.

Diff: 2

LO: 1.2: Define management.

Question Category: Concept

37) A goal of efficiency is to minimize output costs while maximizing input costs.

Diff: 2

LO: 1.2: Define management.

Question Category: Concept

38) Effectiveness refers to the attainment of the organization's goals.

Diff: 2

LO: 1.2: Define management.

Question Category: Concept

39) Managers who are effective at meeting organizational goals always act efficiently.

Diff: 3

LO: 1.2: Define management.

Question Category: Concept

40) In a short essay, discuss the difference between efficiency and effectiveness.

Effectiveness is often described as "doing the right things"—that is, those work activities that will help the organization reach its goals. Where efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals.

Diff: 2

AACSB: Analytical thinking

LO: 1.2: Define management.

Question Category: Concept

41) In a short essay, explain through examples how a process can be (a) efficient but not effective and (b) effective but not efficient.

(b) Effective but not efficient: A craftsman may be inefficient and waste a great deal of time, energy, and wood in building a table. However, the table itself can turn out to be strong, sturdy, and beautiful, thereby fulfilling the goal of the process and qualifying the craftsman as effective.

Diff: 2

AACSB: Analytical thinking

LO: 1.2: Define management.

Question Category: Application

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. Coworkers say that the secret of her success is in her ability to determine what needs to be done and by whom, and her understanding of the basic "management processes."

42) Brenda's ability to determine what needs to be done and by whom is evidence that she excels at which management function?

A) planning

B) controlling

C) leading

D) organizing

Diff: 2

AACSB: Application of knowledge

LO: 1.3: Describe what managers do.

Question Category: Application

Joe, the Manager (Scenario)

As a production supervisor, Joe determines the number of output units his department will produce each week. On Monday, he informs his team that the schedule is going to be difficult this week due to the increased number of output units. He goes on to tell them that he is confident that they can fulfill the schedule because they are tough, talented, and "when the going gets tough, they are the ones who get going." 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.

43) When Joe decides the number of output units his team will be able to produce this week, which management process is he performing?

A) controlling

B) leading

C) planning

D) organizing

Diff: 2

AACSB: Application of knowledge

LO: 1.3: Describe what managers do.

Question Category: Application

44) Today, the basic management functions are considered to be ________.

A) planning, coordinating, leading, and monitoring

B) planning, organizing, leading, and motivating

C) commanding, organizing, leading, and decision making

D) planning, organizing, leading, and controlling

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

45) How many management functions were originally proposed by Henri Fayol?

A) three: plan, organize, lead

B) four: plan, organize, lead, control

C) five: plan, organize, command, coordinate, control

D) ten: 3 interpersonal, 3 informational, 4 decisional

Diff: 1

LO: 1.3: Describe what managers do.

Question Category: Concept

46) Which one of the following is NOT considered to be a part of the planning function of a manager?

A) defining goals

B) motivating

C) mapping out strategy

D) making decisions

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

47) The controlling management function is largely a matter of ________.

A) resolving conflicts

B) determining what needs to be done

C) monitoring activities to see that tasks are accomplished

D) enforcing rules for employees

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

48) Organizing includes ________.

A) defining organizational goals

B) resolving conflicts

C) motivating organizational members

D) determining who does what tasks

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

49) Resolving a conflict would be considered to fall under which managerial function?

A) controlling

B) planning

C) directing

D) leading

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

50) An important part of the controlling function is ________.

A) evaluating

B) structuring

C) coordinating

D) punishing

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

51) ________ developed a categorization scheme for defining what managers do, consisting of ten different but highly interrelated roles.

A) Henri Fayol

B) Robert L. Katz

C) Henry Mintzberg

D) Henry Ford

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

52) Giving a speech at an organization banquet would fall into which Mintzberg category?

A) informational

B) interpersonal

C) decisional

D) entrepreneurial

Diff: 3

AACSB: Application of knowledge

LO: 1.3: Describe what managers do.

Question Category: Application

53) Mintzberg developed his 10 managerial roles by ________.

A) sending out questionnaires to thousands of managers

B) observing hundreds of managers over several years

C) closely monitoring the work activities of five chief executives

D) using common sense to analyze the situation

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

54) According to Mintzberg, which of the following fit into the category of interpersonal roles?

A) figurehead, leader, and liaison

B) negotiator, liaison, and figurehead

C) monitor, leader, and resource allocator

D) disturbance handler, liaison, and negotiator

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

55) A pharmaceutical company manager attending a meeting of academic scientists would be functioning in which role?

A) informational

B) figurehead

C) liaison

D) decisional

Diff: 2

AACSB: Application of knowledge

LO: 1.3: Describe what managers do.

Question Category: Application

56) A finance manager who reads the Wall Street Journal on a regular basis would be performing which role?

A) leader

B) monitor

C) disseminator

D) liaison

Diff: 2

AACSB: Application of knowledge

LO: 1.3: Describe what managers do.

Question Category: Application

57) The emphasis that managers give to various activities is generally based on their ________.

A) organizational level

B) tenure with the organization

C) experience in their field

D) skill specialty

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

58) The current research on managerial skill points to four general management skills. Which of the following is NOT one of the four skills?

A) political

B) interpersonal

C) conceptual

D) scientific

Diff: 1

LO: 1.3: Describe what managers do.

Question Category: Concept

59) The four managerial functions first described by Fayol are considered the "best" because ________.

A) they were devised a long time ago

B) most sources still use them

C) they date back to ancient Greece and Rome

D) they are no longer popular today

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

60) All of the following are examples of informational roles according to Mintzberg EXCEPT ________.

A) entrepreneur

B) monitor

C) disseminator

D) spokesperson

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

61) Which one of the following is NOT an example of a decisional role according to Mintzberg?

A) spokesperson

B) entrepreneur

C) disturbance handler

D) resource allocator

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

62) One managerial function that is identical in both Fayol's and Mintzberg's systems is ________.

A) leader

B) resource allocator

C) monitor

D) negotiator

Diff: 2

AACSB: Reflective thinking

LO: 1.3: Describe what managers do.

Question Category: Concept

63) The managerial role that changes the most between middle and top managers is ________.

A) planning

B) organizing

C) controlling

D) leading

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

64) Non-profit organizations are different from for-profit organizations primarily ________.

A) in the way they make decisions

B) in the way they measure success

C) in the way they motivate employees

D) in how they hire employees

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

65) The role of ________ is more important for managers of small organizations than for managers working in large corporations.

A) disseminator

B) spokesperson

C) entrepreneur

D) resource allocator

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

66) In a small organization, which one of the following is NOT likely to be true?

A) Planning is not likely to be an orchestrated ritual.

B) Relationships are more likely to be informal.

C) Workers are likely to be observed by computerized monitoring systems.

D) The design of the organization is likely to be less structured and complex.

Diff: 2

AACSB: Reflective thinking

LO: 1.3: Describe what managers do.

Question Category: Concept

67) Which one of the following is NOT a characteristic of a small business?

A) has more formal managers than a large business

B) has about 200 employees

C) is not a "player" with impact within its industry

D) has a relatively small market share of its product

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

68) Why might a manager for a non-profit organization seem as concerned with his or her organization's financial well-being as a for-profit manager?

A) Non-profit managers are evaluated on financial performance only.

B) Non-profit managers try to give the illusion that they care about the "bottom line."

C) Not-for-profit organizations need to make money to continue operating.

D) Non-profit organizations have an obligation to turn a profit.

Diff: 2

AACSB: Reflective thinking

LO: 1.3: Describe what managers do.

Question Category: Concept

69) Which one of the following is NOT considered an interpersonal skill for a manager as suggested by Katz?

A) communicating

B) mentoring

C) delegating

D) decisiveness

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

70) Compared to the manager of a large organization, a small business manager is more likely to be a(n) ________.

A) specialist

B) figurehead

C) generalist

D) information monitor

Diff: 1

AACSB: Reflective thinking

LO: 1.3: Describe what managers do.

Question Category: Concept

71) Unlike the manager of a small business, the most important concerns of a manager in a large organization are focused ________.

A) externally, particularly on entrepreneurial tasks

B) internally, particularly on the allocation of resources

C) on setting goals

D) on planning ways to improve organizational structure

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

72) Which one of the following statements regarding management and national culture is the most correct?

A) The basic principles of management are universal.

B) Research shows that managerial practices across all countries are not consistent.

C) There are major differences in the way that most English speaking countries view management.

D) The route of the differences between how countries practice management is based on their economic principles solely.

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

73) Which one of the following would political skills be most likely to help a manager accomplish?

A) increasing communication

B) mentoring

C) defining goals

D) building a power base

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

74) Almost all managerial tasks involve ________.

A) decision making

B) technical skills

C) long-term planning

D) superb political skills

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

75) According to Katz, the four critical managerial skills can be classified as ________.

A) technical, political, conceptual, and empirical

B) interpersonal, political, empirical, and technical

C) technical, interpersonal, political, and controlling

D) technical, political, interpersonal, and conceptual

Diff: 1

LO: 1.3: Describe what managers do.

Question Category: Concept

76) Understanding building codes would be considered a(n) ________ skill for a building contractor.

A) interpersonal

B) technical

C) conceptual

D) political

Diff: 2

AACSB: Application of knowledge

LO: 1.3: Describe what managers do.

Question Category: Application

77) Under which category would you classify skill in motivating subordinates?

A) interpersonal skills

B) conceptual skills

C) technical skills

D) political skills

Diff: 2

AACSB: Interpersonal relations and teamwork

LO: 1.3: Describe what managers do.

Question Category: Application

78) Designing a series of interview questions to provide information about possible customers for a company would primarily require ________.

A) technical skills

B) interpersonal skills

C) conceptual skills

D) political skills

Diff: 2

AACSB: Application of knowledge

LO: 1.3: Describe what managers do.

Question Category: Application

79) Technical skills might include ________.

A) excellent verbal skills

B) proficiency in computer programming

C) exceptional writing ability

D) decision-making ability

Diff: 2

AACSB: Application of knowledge

LO: 1.3: Describe what managers do.

Question Category: Application

80) Which level of management would be more concerned with designing the overall structure of an organization?

A) middle management

B) supervisory management

C) top management

D) first line management

Diff: 2

AACSB: Reflective thinking

LO: 1.3: Describe what managers do.

Question Category: Concept

81) Which set of skills would you expect the President of the United States to be least in need of?

A) interpersonal

B) political

C) conceptual

D) technical

Diff: 2

AACSB: Reflective thinking

LO: 1.3: Describe what managers do.

Question Category: Application

Joe, the Manager (Scenario)

As a production supervisor, Joe determines the number of output units his department will produce each week. On Monday, he informs his team that the schedule is going to be difficult this week due to the increased number of output units. He goes on to tell them that he is confident that they can fulfill the schedule because they are tough, talented, and "when the going gets tough, they are the ones who get going." 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.

82) When Joe checks the amount of output units that the team has completed and the number of units that have been rejected, he is performing which management process?

A) controlling

B) leading

C) planning

D) organizing

Diff: 2

AACSB: Application of knowledge

LO: 1.3: Describe what managers do.

Question Category: Application

83) When Joe tells the employees that he is sure they can fulfill the schedule because they are the ones "who get going when the going gets tough," he is performing which management process?

A) controlling

B) leading

C) planning

D) organizing

Diff: 2

AACSB: Application of knowledge

LO: 1.3: Describe what managers do.

Question Category: Application

The Busy Day (Scenario)

Don Sakaguchi, manager at Control Systems, Inc., sighs as he sips his coffee at 5 A.M. and reads his agenda for the day. Don's first duty is to preside over a retirement party for a beloved employee and say a few words on her behalf. Next, he will give a tour to a news reporter who is writing a story on the new plant expansion. Don then has a meeting with the unit manager, Phil Johnson, to discuss Phil's recent performance drop (a task Don always hates). Finally, in the late afternoon, Don will be reviewing the recent equipment malfunction and deciding whether to deploy extra people to get the equipment running as soon as possible. What a day!

84) What role will Don be performing when he gives the plant tour to the newspaper reporter?

A) monitor

B) entrepreneur

C) spokesperson

D) resource allocator

Diff: 2

AACSB: Application of knowledge

LO: 1.3: Describe what managers do.

Question Category: Application

85) When Don attends the retirement party, he will be operating in which of the management roles?

A) leader

B) liaison

C) monitor

D) figurehead

Diff: 3

AACSB: Application of knowledge

LO: 1.3: Describe what managers do.

Question Category: Application

86) When Don meets with Phil to discuss Phil's output decline, in which management role will Don be operating?

A) leader

B) figurehead

C) disseminator

D) spokesperson

Diff: 3

AACSB: Application of knowledge

LO: 1.3: Describe what managers do.

Question Category: Application

87) What kind of a manager is Don likely to be?

A) first-line manager

B) CEO of a major corporation

C) low-level middle manager

D) plant manager

Diff: 3

AACSB: Application of knowledge

LO: 1.3: Describe what managers do.

Question Category: Application

88) When Don reviews the equipment malfunction, what management role will he play in deciding whether to bring in extra people?

A) monitor

B) disseminator

C) resource allocator

D) disturbance handler

Diff: 2

AACSB: Application of knowledge

LO: 1.3: Describe what managers do.

Question Category: Application

The General Manager (Scenario)

Michelle is the general manager of a power plant. This morning, she will meet with city officials to discuss environmental issues. After the meeting, she will confer with the plant's section managers to address the concerns of the city representatives. This afternoon, Michelle will meet with a team leader to go over a complaint filed by an employee. After the complaint meeting, Michelle plans to spend time in the library and on the Internet researching new technologies that can be used to improve the performance of her plant.

89) When Michelle learns from city officials about how her plant's operations may be affecting the environment, she is performing which management role?

A) leader

B) resource allocator

C) entrepreneur

D) liaison

Diff: 3

AACSB: Application of knowledge

LO: 1.3: Describe what managers do.

Question Category: Application

90) When Michelle addresses a complaint filed by an employee, she is performing which management role?

A) resource allocator

B) disturbance handler

C) liaison

D) figurehead

Diff: 2

AACSB: Application of knowledge

LO: 1.3: Describe what managers do.

Question Category: Application

91) When Michelle meets with the section managers to brief them on the concerns of the city officials, which management role is she performing?

A) disseminator

B) liaison

C) disturbance handler

D) negotiator

Diff: 2

AACSB: Application of knowledge

LO: 1.3: Describe what managers do.

Question Category: Application

92) When Michelle spends time searching for new technologies for her plant, she is performing which management role?

A) leader

B) entrepreneur

C) spokesperson

D) disturbance handler

Diff: 3

AACSB: Application of knowledge

LO: 1.3: Describe what managers do.

Question Category: Application

93) Which type of management skill does Michelle use most during the day?

A) conceptual

B) informational

C) interpersonal

D) political

Diff: 2

AACSB: Application of knowledge

LO: 1.3: Describe what managers do.

Question Category: Application

94) Michelle's evaluation of new technologies that can be used in the production processes of her plant is an example of which type of management skill?

A) conceptual

B) communication

C) political

D) interpersonal

Diff: 2

AACSB: Application of knowledge

LO: 1.3: Describe what managers do.

Question Category: Application

Application of Skills (Scenario)

Harris, a budding stand-up comedian, spent months hanging out at Laugh Town, a local club, meeting other stand-ups, doing a lot of listening and finding out how they learned their trade. It got to the point where several of the star acts were trying out their new material on Harris. If Harris laughed, the material must be good, they said. Finally Harris got to the point where he wanted to try out his own act. Bobby G, a successful comic, agreed to listen to Harris. Bobby laughed a few times, but as he performed his material Harris couldn't help but wonder about the odd, pained expression on Bobby's face. When it was over, Bobby told him, "Very funny, Harris. Keep working on it." It was at that point that Harris decided he would become an agent for other comedians. Somehow, he knew that that was what he was truly suited for.

95) Recognizing that the pained expression on Bobby G's face had more meaning than Bobby's encouraging words is an example of Harris using which skill?

A) conceptual skill

B) political skill

C) interpersonal skill

D) technical skill

Diff: 2

AACSB: Application of knowledge

LO: 1.3: Describe what managers do.

Question Category: Application

96) The four contemporary management processes are planning, organizing, leading, and commanding.

Diff: 1

LO: 1.3: Describe what managers do.

Question Category: Concept

97) Determining who reports to whom is part of the controlling function of management.

Diff: 1

LO: 1.3: Describe what managers do.

Question Category: Concept

98) Providing motivation is part of the controlling function of management.

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

99) Defining goals is a key part of the organizing function of management.

Diff: 1

LO: 1.3: Describe what managers do.

Question Category: Concept

100) Deciding who will be assigned to which job is a part of the leading function of management.

Diff: 1

LO: 1.3: Describe what managers do.

Question Category: Concept

101) Fayol's management processes are completely equivalent to Mintzberg's management roles.

Diff: 3

LO: 1.3: Describe what managers do.

Question Category: Concept

102) In Mintzberg's view, the roles of figurehead, leader, and liaison are all interpersonal roles.

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

103) Disturbance handler is one of Mintzberg's interpersonal roles.

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

104) A key difference between Fayol's and Mintzberg's view of management is that Fayol's view was based on empirical observations of managers in action.

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

105) Most people who study management think that Fayol's categories are more useful than Mintzberg's.

Diff: 2

AACSB: Reflective thinking

LO: 1.3: Describe what managers do.

Question Category: Concept

106) A typical first-level manager spends more of his or her time leading than planning.

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

107) Because profit, or the "bottom line," is not the measure of success for not-for-profit organizations, managers of charitable organizations do not have to concern themselves with the financial aspects of their organizations.

Diff: 2

AACSB: Reflective thinking

LO: 1.3: Describe what managers do.

Question Category: Concept

108) All managers devote at least some of their time to planning.

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

109) A manager in a large business generally will spend more of his or her time as a spokesperson and entrepreneur than his or her counterpart in a small business.

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

110) The political skills of a manager consist mainly of the ability to understand the workings of government and to present information effectively to others in the form of political speechmaking.

Diff: 3

LO: 1.3: Describe what managers do.

Question Category: Concept

111) Technical skills involve a manager's ability to think logically and effectively about complex situations.

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

112) A small business manager in many ways combines the roles of top manager and first-line manager in a large business.

Diff: 2

LO: 1.3: Describe what managers do.

Question Category: Concept

113) A business can have 350 employees and still be considered a small business.

Diff: 1

LO: 1.3: Describe what managers do.

Question Category: Concept

114) In a short essay, list and explain the four basic functions of management.

Organizing involves the process of determining what tasks need to be done, who should do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.

Leading is primarily concerned with motivating subordinates and getting them to work in the most effective and efficient ways possible. Leading also involves directing and instructing subordinates, as well as resolving any conflicts that arise between them. A leader is a role model who must always keep in mind that his or her example is being observed by subordinates. Typically, a leader who is fair, consistent, sets high standards, and lives up to those standards has the best results.

Controlling is largely a function of monitoring subordinates to ensure that work is proceeding as it should and goals will be met. Evaluation is a key part of controlling. Managers must correct inefficiencies and flaws in the process that is being carried out. Controlling also involves rewarding productive individuals and disciplining unproductive individuals to give incentive for them to meet organizational goals.

Diff: 2

AACSB: Analytical thinking

LO: 1.3: Describe what managers do.

Question Category: Concept

115) In a short essay, describe the four main types of managerial skills identified by Robert Katz.

Diff: 3

AACSB: Analytical thinking

LO: 1.3: Describe what managers do.

Question Category: Concept

116) What was the primary cause of demise for such companies as Enron, Dave & Barry's, and Circuit City?

A) poor management

B) difficult economic conditions

C) corruption

D) governmental regulation

Diff: 2

LO: 1.4: Explain why it's important to study management.

Question Category: Concept

117) Who stands to benefit least from studying management?

A) a pro football coach

B) a pro football spectator

C) a pro football owner

D) a pro football player

Diff: 3

AACSB: Reflective thinking

LO: 1.4: Explain why it's important to study management.

Question Category: Application

118) We all have a vested interest in understanding the way organizations are managed because ________.

A) we all stand to gain financially from organizational profits

B) we interact with organizations every day of our lives

C) we all depend on organizations for employment

D) organizations dictate every facet of our lives

Diff: 2

AACSB: Reflective thinking

LO: 1.4: Explain why it's important to study management.

Question Category: Analytical

119) Even people who have no plans to be managers can benefit from studying management because ________.

A) they are likely to be managed in their work career

B) everyone ends up managing

C) they need to be able to outsmart their managers

D) management helps people control their emotions

Diff: 2

LO: 1.4: Explain why it's important to study management.

Question Category: Concept

120) Which one of the following is the mark of a well-managed company?

A) It can build a customer base quickly.

B) It can find ways to prosper even in economically challenging times.

C) It doesn't need to worry about customer loyalty.

D) It can find ways to prosper during economic boom times.

Diff: 2

LO: 1.4: Explain why it's important to study management.

Question Category: Concept

121) Companies that are well managed can prosper during difficult economic times by depending on ________.

A) government bailouts

B) filing for bankruptcy

C) raising prices

D) a loyal customer base

Diff: 2

LO: 1.4: Explain why it's important to study management.

Question Category: Concept

122) Which one of the following is a difficult ethical challenge to new managers in today's business climate?

A) not being able to hire new employees

B) having to fire employees who are not productive

C) not receiving training in the transition to management

D) increasing the amount that employees pay for health care

Diff: 2

LO: 1.4: Explain why it's important to study management.

Question Category: Concept

123) Even people who have no plans to be managers can benefit from studying management because ________.

A) they are likely to be managed in their work career

B) everyone ends up managing

C) they need to be able to outsmart their managers

D) management helps people control their emotions

Diff: 2

LO: 1.4: Explain why it's important to study management.

Question Category: Concept

124) Management has an impact on all businesses, but there are almost no examples of businesses that have failed because of poor management.

Diff: 2

LO: 1.4: Explain why it's important to study management.

Question Category: Concept

125) Studying management can be extremely useful even for those who don't plan to be managers themselves.

Diff: 1

LO: 1.4: Explain why it's important to study management.

Question Category: Concept

126) In a short essay, briefly discuss the importance of studying management.

If you end up working in a system that does not involve management—for example, as an artist or an actor—you are still highly likely to end up dealing with management in important ways. An artist, for example, may work on her own for the most part, but she still must be able to negotiate the tricky waters of dealing with galleries, dealers, museums, and so on, all of which involve managers and management.

Even if you can avoid managers of all types, you will undoubtedly earn and invest money in your life, and understanding management will help you invest that money wisely. As recent economic troubles have proved, good management is more important than ever. Those who try to invest well without knowing about good management practices invest at their peril.

A final reason for studying management is the reality that most students, once they graduate from college and begin their careers, will either manage or be managed.

Diff: 3

AACSB: Reflective thinking

LO: 1.4: Explain why it's important to study management.

Question Category: Concept

127) A common factor that all managers face in today's world is the ________.

A) changing nature of work

B) lagging development of technology

C) demand to move to a production based economy

D) boredom of employees

Diff: 3

LO: 1.5: Describe the factors that are reshaping and redefining management.

Question Category: Concept

128) The decision of the Seattle Post Intelligencer newspaper to go "all-digital" resulted in ________.

A) managers needing to hire new employees

B) managers needing to drastically reduce their workforce

C) no workforce changes, but changes in the price of the paper

D) very few changes in the way the paper did business

Diff: 2

LO: 1.5: Describe the factors that are reshaping and redefining management.

Question Category: Concept

129) How do customers play a role in changing the job of the modern manager?

A) Managers are learning to think of customers as adversaries in a battle of survival.

B) Managers are inviting customers to take control of the planning and design of new products.

C) Managers are increasingly de-emphasizing customer satisfaction as a major goal.

D) Managers are increasingly including customer satisfaction as a major goal.

Diff: 2

LO: 1.5: Describe the factors that are reshaping and redefining management.

Question Category: Concept

130) The CEO of Cisco Systems likes to ________.

A) read emails from satisfied customers

B) listen to voice mails from satisfied customers

C) listen to voice mails from dissatisfied customers

D) argue with dissatisfied customers and try to convince them that they are wrong

Diff: 2

LO: 1.5: Describe the factors that are reshaping and redefining management.

Question Category: Concept

131) What does a company's prompt, courteous, and helpful answering of a telephone with a human operator signal to the customer who is calling?

A) The company has high prices.

B) The company is wasting resources on telephone operators.

C) The company is responsive to the customer's needs.

D) The company has low prices.

Diff: 2

LO: 1.5: Describe the factors that are reshaping and redefining management.

Question Category: Analytical

132) Why is innovation a key component of a manager's job in today's business environment?

A) Innovation keeps employees on their toes.

B) Innovation gives companies a "fresh" image without changing much real substance.

C) New approaches are always superior to old approaches.

D) Innovation efforts are needed in all types of organizations.

Diff: 2

LO: 1.5: Describe the factors that are reshaping and redefining management.

Question Category: Concept

133) Which management challenge refers to management's responsibility to be attentive to environmental and societal challenges?

A) social media

B) politics

C) managerial ethics

D) sustainability

Diff: 2

LO: 1.5: Describe the factors that are reshaping and redefining management.

Question Category: Concept

134) Described as the new frontier, this new challenge for managers has the potential to both boast and drain employee productivity.

A) organizational politics

B) social media

C) environmental activism

D) intrapreneurship

Diff: 2

LO: 1.5: Describe the factors that are reshaping and redefining management.

Question Category: Concept

135) Management avoid the topic of social media.

Diff: 2

LO: 1.5: Describe the factors that are reshaping and redefining management.

Question Category: Concept

136) In a short essay, explain why customer satisfaction is becoming increasingly important in today's business world.

Diff: 3

AACSB: Reflective thinking

LO: 1.5: Describe the factors that are reshaping and redefining management.

Question Category: Analytical

137) In a short essay, explain why innovation is becoming increasingly important in today's business world.

Diff: 3

AACSB: Reflective thinking

LO: 1.5: Describe the factors that are reshaping and redefining management.

Question Category: Concept

138) Indira, a first-line supervisor, was just informed of a quality problem on one of her production lines. She has inspected the product and reviewed the data regarding its manufacture. Her next step is to determine what should be done to correct the problem. Indira is using which one of the following employability skills?

A) critical thinking

B) communication

C) collaboration

D) social responsibility

Diff: 2

AACSB: Application of knowledge

LO: 1.6: Describe the key employability skills gained from studying management that are applicable to your future career, regardless of your major.

Question Category: Application

139) Carmine has been selected to serve on a problem-serving team to address a complaint lodged by his employer's major customer. As a team member, he will investigate the situation and report to his teammates then together the team will develop possible solutions. Which one of the employability skills is Carmine using most?

A) communication

B) critical thinking

C) collaboration

D) social responsibility

Diff: 2

AACSB: Application of knowledge

LO: 1.6: Describe the key employability skills gained from studying management that are applicable to your future career, regardless of your major.

Question Category: Application