Chapter 1MANAGEMENT AND MANAGERS

TRUE/FALSE 1. Using the fewest inputs to generate a given output is called effectiveness. ANS: F DIF: E O !: 1

". Effectiveness is achieved when the organi#ation achieves appropriate goals. ANS: $ DIF: E O !: 1

%. An organi#ation is a group of individuals who wor& together toward co''on goals. ANS: $ DIF: E O !: 1

(. Efficienc) is defined as pursuing the appropriate goals or doing the right things. ANS: F DIF: E O !: 1

*. $he four 'a+or functions of 'anage'ent are planning, leading, organi#ing, and controlling. ANS: $ DIF: E O !: "

-. S'all co'panies, such as fa'il) owned .usinesses do not need to use all four functions of 'anage'ent. ANS: F DIF: E O !: "

/. 0anagers throughout the organi#ation 'ust develop goals, strateg), and do operational planning. ANS: $ DIF: E O !: "

1. 2lanning involves 'onitoring the perfor'ance of the organi#ation, identif)ing deviations .etween planned and actual results, and ta&ing corrective action when necessar). ANS: F DIF: E O !: "

3. 2lanning includes setting goals and defining the actions necessar) to achieve those goals considering the situation. ANS: $ 14. DIF: E O !: "

efore planning can ta&e place, the situation 'ust .e anal)#ed and understood. ANS: $ DIF: E O !: "

11. Organi#ing involves setting goals and defining the actions necessar) to achieve those goals. ANS: F DIF: E O !: "

1". Organi#ing involves deter'ining the tas&s to .e done, who will do the', and how those tas&s will .e 'anaged and coordinated. ANS: $ DIF: E O !: "

1%. Organi#ing includes structuring the organi#ation to achieve its 'ission and organi#ational goals while .eing responsive to the e5ternal environ'ent. ANS: $ DIF: E O !: "

1(. Effective leaders have vision, are a.le to share that vision with e'plo)ees, and e'power and influence their e'plo)ees to 'a&e the vision a realit). ANS: $ DIF: E O !: "

1*. 6eading includes 'otivating and directing the 'e'.ers of the organi#ation so that the) contri.ute to the achieve'ent of the goals of the organi#ation. ANS: $ DIF: E O !: "

1-. 6eading effectivel) produces financial results for a co'pan). ANS: $ DIF: E O !: "

1/. Issues of organi#ational culture and hu'an resource 'anage'ent are &e) parts of the 'anage'ent function of planning. ANS: F DIF: E O !: "

11. 7ontrolling is the process of ad'inistering and coordinating resources effectivel) and efficientl) in an effort to achieve the organi#ation8s goals. ANS: F DIF: E O !: "

13. 7ontrol is an i'portant function in the 'anagerial process .ecause it provides a 'ethod for ensuring that the organi#ation is 'oving toward the achieve'ent of its goals. ANS: $ DIF: E O !: "

"4. 7ontrol includes 'onitoring perfor'ance, identif)ing deviations .etween planned and actual results, and ta&ing corrective actions if necessar). ANS: $ DIF: E O !: "

"1. 9ole refers to the .ehavior that is e5pected in a particular situation. ANS: $ DIF: E O !: %

"". $he interpersonal roles assu'ed .) 'anagers are figurehead, leader, and 'onitor. ANS: F DIF: E O !: %

"

"%. :hen the 7EO of $9: acts as a liaison .etween his co'pan) and an outside constituent, he is fulfilling one of his interpersonal roles of a 'anager. ANS: $ DIF: E O !: %

"(. :hen the 7EO of A'erican E5press 'a&es a speech e5tolling his co'pan);s 'ission, he is fulfilling one of his interpersonal roles as a 'anager. ANS: F DIF: E O !: %

"*. $he infor'ational roles assu'ed .) 'anagers are 'onitor, disse'inator, and negotiator. ANS: F DIF: E O !: %

"-. Depending on the nature of the infor'ation, disse'inators 'a) also withhold infor'ation fro' wor&group 'e'.ers. ANS: $ DIF: E O !: %

"/. $he roles of disse'inators and spo&espersons are s)non)'ous. ANS: F DIF: E O !: %

"1. :hen Al.ert <i''er'an, the 7EO of Allstar Appliances, perfor's duties on .ehalf of his fir' that are pri'aril) cere'onial in nature, he is perfor'ing an interpersonal role as a 'anager. ANS: $ DIF: E O !: %

"3. Functional 'anagers are responsi.le for wor&groups that are seg'ented according to function. ANS: $ DIF: E O !: (

%4. 0anagers often differ with regard to .oth the scope of their responsi.ilities and their level within the vertical structure of the organi#ation. ANS: $ DIF: E O !: (

%1. =eneral 'anagers are responsi.le for ensuring that several functions, or parts of the organi#ation wor& together effectivel). ANS: $ DIF: E O !: (

%". =eneral 'anagers often have .ac&grounds si'ilar to the people the) 'anage. ANS: F DIF: E O !: (

%%. A depart'ent store 'anager, who is responsi.le for a clothing depart'ent, an auto'otive depart'ent, and a sporting goods depart'ent is called a functional 'anager. ANS: F DIF: E O !: (

%(. A grocer) store 'anager, who is responsi.le for a produce depart'ent, a 'eat depart'ent, and a .a&er) is referred to as a functional 'anager. ANS: F DIF: E O !: (

%*. First>line 'anagers supervise individuals who are directl) responsi.le for producing the fir'8s products. ANS: $ DIF: E O !: *

%-. $echnical s&ills are the 'ost i'portant for top 'anagers. ANS: F DIF: E O !: *

%/. $echnical s&ills include the a.ilit) to utili#e tools, techni?ues, and procedures that are specific to a particular field. ANS: $ DIF: E O !: *

%1. $echnical s&ills are the 'ost i'portant for first>line 'anagers. ANS: $ DIF: E O !: *

%3. @u'an s&ills are the 'ost i'portant for top>level 'anagers. ANS: F DIF: E O !: *

(4. 7onsistent with their lin&ing function, top>level 'anagers are 'ost involved in three .asic activities: planing and allocating resources, coordinating interdependent groups, and 'anaging wor& group perfor'ance. ANS: F DIF: E O !: *

(1. 7onceptual s&ills involve the a.ilit) to wor& effectivel) with 'e'.ers of one8s own wor&group as well as other wor&groups within the organi#ation. ANS: F DIF: E O !: *

(". Onl) top level 'anagers, such as chief e5ecutive officer and president, need conceptual s&ills .ecause the) do 'ost of the planning. ANS: F DIF: 0 O !: *

(%. 7onceptual s&ills include the a.ilit) to anal)#e co'ple5 situations. ANS: $ DIF: E O !: *

((. 0iddle 'anagers provide strategic direction for the organi#ation. ANS: F DIF: E O !: *

(*. All 'anagers 'ust have technical, hu'an, and conceptual s&ills if the) wish to .e successful. ANS: $ DIF: E O !: *

(-. $echnical s&ills are 'ost i'portant for the 7EO of a co'puter corporation such as I 0. ANS: F DIF: 0 O !: *

(/. As an individual 'oves up in an organi#ation, the i'portance of conceptual s&ills t)picall) decreases, while the i'portance of technical s&ills increases. ANS: F DIF: E O !: *

(1. $he glo.al .usiness environ'ent is 'ore co'ple5 than the do'estic .usiness environ'ent. ANS: $ DIF: 0 O !: -

(3. Structural capital refers to the cu'ulative s&ills and &nowledge of the organi#ation. ANS: F DIF: E O !: -

*4. Due to its o.vious i'portance to organi#ations, intellectual capital is readil) accounted for in 'ost co'pan)8s financial state'ents. ANS: F DIF: E O !: -

*1. $he accu'ulated &nowledge of an organi#ation represented .) its patents, trade'ar&s, and cop)rights, proprietar) data.ases, and s)ste's is referred to as structural capital. ANS: $ DIF: E O !: -

*". 7usto'er capital is concerned onl) with the relationship .etween a fir' and its custo'ers. ANS: F DIF: E O !: -

*%. @u'an capital refers to the nu'.er of hu'an resources wor&ing within an organi#ation. ANS: F DIF: E O !: -

*(. @u'an capital refers to the cu'ulative s&ills and &nowledge of an organi#ation. ANS: $ DIF: E O !: -

**. e> usinesses do not need to use the sa'e .asic 'anagerial and .usiness principles used .) A.ric& and 'ortarB co'panies to .e profita.le. ANS: F DIF: E O !: -

*-. $he Internet has increased the .argaining power of consu'ers .) providing the' with infor'ation a.out products and all the different .rands of those products.

ANS: $

DIF: 0

O !: -

*/. Due to the Internet and infor'ation technolog), 'anagers at all levels need to understand the effects of operating in a glo.al environ'ent. ANS: $ DIF: E O !: -

*1. As first>line 'anagers 'ostl) deal with operational wor&ers, the) do not need to understand the effect of operating in a glo.al environ'ent. ANS: F MULTIPLE CHOICE 1. $he process of ad'inistering and coordinating resources effectivel), efficientl), and in an effort to achieve the goals of the organi#ation is called a planning. . . ad'inistration. . c controlling. . d 'anage'ent. . e directing. . DIF: E O !: -

ANS: D

DIF: E

O !: 1

NO$: 9ecall

". $he Cart of getting things doneC through other people was 0ar) 2ar&er Follett8s classic definition of a organi#ing. . . 'anage'ent. . c planning. . d controlling. . e ad'inistration. .

ANS:

DIF: E

O !: 1

NO$: 9ecall

%. 0anage'ent is defined as the process of ad'inistering and coordinating resources effectivel) and efficientl) in an effort to achieve the DDDDDDDDDD of the organi#ation. a operational plan . . proper ad'inistration .

c control . d goals . e rules .

ANS: D

DIF: E

O !: 1

NO$: 9ecall

(. 0anage'ent is defined as a the process of ad'inistering and coordinating resources effectivel) and efficientl) and in . an effort to achieve the goals of the organi#ation. . the forces acting on or within a person that cause the person to .ehave in a specific, goal> . directed 'anner. c a process in which one person or group trans'its so'e t)pe of infor'ation to another . person or group. d the s)ste' of shared .eliefs and values that develops within an organi#ation. . e the interaction .etween .usiness and societ). .

ANS: A

DIF: E

O !: 1

NO$: 9ecall

*. Using the fewest inputs to generate a given output is called a efficienc). . . control. . c goal attain'ent. . d effectiveness. . e planning. .

ANS: A

DIF: E

O !: 1

NO$: 9ecall

-. DDDDDDDDDD is defined as using the fewest inputs to generate a given output. a 2lanning . . Effectiveness . c 7ontrol . d Efficienc) . e =oal attain'ent .

ANS: D

DIF: E

O !: 1

NO$: 9ecall

/. 0anagers who train their wor&ers to use the fewest inputs to generate a given level of output are focusing on a efficienc). . . effectiveness. . c directing. . d controlling. . e strategic planning. .

ANS: A

DIF: E

O !: 1

NO$: Application

1. :hen A 7 0anufacturing reduced the scrap rate fro' 1" percent to ( percent, the 7EO praised the wor&ers for their increased a effectiveness. . . efficienc). . c perfor'ance. . d proficienc). . e none of the a.ove. .

ANS:

DIF: D

O !: 1

NO$: 7ritical

3. At $weedledee 0anufactured @o'es, the 'anagers trac& wor&er hours per unit to 'easure wor&er DDDDDDDDD. a effectiveness . . efficienc) . c perfor'ance . d proficienc) . e control .

ANS:

DIF: D

O !: 1

NO$: 7ritical

14. Downtown Deliver) is a s'all courier fir' e'plo)ing .etween five and seven drivers who 'a&e pic&> ups and deliveries seven da)s a wee&. Its owner and founder, $on) 6icciardi, is concerned with fluctuating fuel prices and decides to purchase cars for his fleet that each e5ceed %* 'iles per gallon. $he .est 'eans to characteri#e $on)8s decision would .e which of the following .asic 'anage'ent ter'sE a controlling . . directing . c strategic planning . d efficienc) . e effectiveness .

ANS: D

DIF: 0

O !: 1

NO$: Application

11. Airlines such as 7ontinental, United, and Delta operate with ver) narrow profit 'argins. As a result, these co'panies tr) hard to use the fewest inputs F+et fuel, 'aintenance hours, tic&et agents etc.G to generate a given output. $his infor'ation tells us that DDDDDDDDDD is a critical 'anagerial issue at 'a+or airlines. a effectiveness . . proficienc) . c potenc) . d efficienc) . e goal setting .

ANS: D

DIF: E

O !: 1

NO$: Application

1". Originall), Southwest Airlines li'ited its aircraft purchases to oeing /%/s so that the) would have to stoc& parts for onl) one t)pe of aircraft, and their 'echanics, pilots, and service personnel would have to learn onl) one t)pe of aircraft. $his is an e5a'ple of a effectiveness. . . efficienc). . c organi#ing. . d leading. . e goal setting. .

ANS:

DIF: 0

O !: 1

NO$: Application

1%. Achieving the appropriate goals .) Cdoing the right thingC is referred to as a planning. . . effectiveness. . c goal attain'ent. . d control. . e efficienc). .

ANS:

DIF: E

O !: 1

NO$: 9ecall

1(. DDDDDDDDDD is defined as achieving the appropriate goals. a =oal attain'ent . . Effectiveness . c 7apa.ilit) . d 7ontrol . e 2roductiveness .

ANS:

DIF: E

O !: 1

NO$: 9ecall

1*. After receiving several co'plaints fro' custo'ers regarding the slow service in his restaurant, !onathan hired two new servers and an additional &itchen wor&er. $he food preparation has i'proved and the custo'ers receive 'uch .etter service than .efore. :ith his new hires, !onathan has i'proved the DDDDDDDDDD of his restaurant. a effectiveness . . efficienc) . c perfor'ance . d proficienc) . e control .

ANS: A

DIF: D

O !: 1

NO$: 7ritical

1-. In order to .e DDDDDDDDDD an airport 'ust have an appropriate 'i5 of retail units such as restaurants, .ars, 'aga#ine and .oo& stores, clothing stores, and souvenir stores. a effective .

14

. . c . d . e .

efficient controlled organi#ed 'anaged

ANS: A

DIF: 0

O !: 1

NO$: Application

1/. I'agine that )ou are a 'anager of a 'utual fund where )ou are held responsi.le to )our shareholders. $he shareholders are 'ost concerned with the effectiveness of )our decisions and thus )ou respond accordingl). $his would .e 'ost evident in which of the followingE a 'a5i'i#ing shareholder wealth with )our invest'ents . . .eing first to purchase ris&) stoc&s . c purchasing onl) safe .lue chip stoc&s to avoid an) ris&s . d hiring the .rightest people . e .u)ing stoc&s at the cheapest price availa.le .

ANS: A

DIF: 0

O !: 1

NO$: Application

11. An organi#ation is a group of individuals who wor& together a to 'a5i'i#e shareholder wealth. . . to generate the 'ost profit. . c to .eco'e 'ore efficient. . d to reduce costs. . e toward co''on goals. .

ANS: E

DIF: 0

O !: 1

NO$: 9ecall

13. $he four 'a+or functions associated with the process of 'anage'ent are a planning, organi#ing, coordinating, and controlling. . . planning, leading, controlling, and 'otivating. . c planning, organi#ing, infor'ing, and controlling. . d planning, infor'ing, leading, and controlling. .

11

e planning, leading, organi#ing, and controlling. .

ANS: E

DIF: E

O !: "

NO$: 9ecall

"4. :hether a 'anager wor&s for a large co'pan) such as =eneral 0otors or Ford, or a s'all co'pan) that e'plo)s onl) ten people, the four functions of 'anage'ent re'ain the sa'e. $hese functions are a planning, organi#ing, supervising, and controlling. . . planning, leading, organi#ing, and controlling. . c planning, organi#ing, infor'ing, and controlling. . d planning, infor'ing, supervising, and controlling. . e planning, co''unicating, 'otivating, and controlling. .

ANS:

DIF: E

O !: "

NO$: 9ecall

"1. $he four 'a+or functions of 'anage'ent include planning, leading, organi#ing, and a directing. . . infor'ing. . c ad'inistering. . d controlling. . e supervising. .

ANS: D

DIF: E

O !: "

NO$: 9ecall

"". :hich of the following is not one of the four 'a+or functions of 'anage'entE a planning . . controlling . c delegating . d leading . e organi#ing .

ANS: 7

DIF: E

O !: "

NO$: 9ecall

1"

"%. As a food and .everage controller for an e5clusive hotel, 9on 2itisci regularl) 'eets with various chefs and food preparers. ) 'eeting face>to>face with these individuals, 9on hopes to ensure that the foods and .everages he orders fro' various suppliers will 'eet the e5pectations of the chefs. After the 'eetings, 9on 'ust 'a&e 'an) decisions regarding suppliers fro' who' to order. At this stage, 9on is 'ost concerned with which of the 'anage'ent functionsE a planning . . leading . c ad'inistering . d 'otivating . e supervising .

ANS: A

DIF: 0

O !: "

NO$: Application

"(. $he 'anagerial function that involves setting goals and defining the actions necessar) to achieve those goals is called a delegating. . . controlling. . c organi#ing. . d planning. . e 'onitoring. .

ANS: D

DIF: E

O !: "

NO$: 9ecall

"*. 2atricia $ailor, the 7EO of 7oastal Software, +ust returned fro' a two>da) 'anage'ent se'inar. $he se'inar stressed that fact that it is ver) i'portant for 'anagers to set goals and define the actions necessar) to achieve those goals. 2atricia thought a.out this infor'ation in the conte5t of 'anage'ent and correctl) concluded that goal>setting is part of the DDDDDDDDDD function of 'anage'ent. a directing . . planning . c controlling . d leading . e organi#ing .

ANS:

DIF: E

O !: "

NO$: Application

1%

"-. Hista cleaners is reali#ing its goal of opening a second laundr) plant which will support si5 new retail units. $he individual units and plant will open ne5t 'onth. 0r. 2artridge now has to hire additional 'anagers and several new e'plo)ees. @e also has to deter'ine where each e'plo)ee will wor& and what tas&s each will do. 0r. 2artridge is perfor'ing the DDDDDDDDDD function of 'anage'ent. a planning . . organi#ing . c leading . d control . e perfor'ance .

ANS: "/.

DIF: 0

O !: "

NO$: Application

efore she could approach a venture capitalist, so'eone who finances entrepreneurial .usinesses, 7hristina needed to deter'ine the goals for her new .usiness, and e5plain how she intended to 'eet those goals. $his is part of the DDDDDDDDDD function. a organi#ing . . controlling . c leading . d planning . e ad'inistrative .

ANS: D

DIF: 0

O !: "

NO$: Application

"1. Assigning authorit) and responsi.ilit) for decisions to a specific wor&group is part of a planning. . . organi#ing. . c leading. . d control. . e directing. .

ANS:

DIF: E

O !: "

NO$: 9ecall

"3. Structuring an organi#ation to achieve organi#ational goals while still .eing responsive to the e5ternal environ'ent is included in a planning.

1(

. . . c . d . e .

organi#ing. leading. control. perfor'ance.

ANS:

DIF: E

O !: "

NO$: 9ecall

%4. $he student govern'ent president at )our college 'ust often deter'ine what pro+ectsIprogra's the association would li&e to acco'plish during hisIher ad'inistration. $he president 'ust then decide who will do these tas&s and how the) will .e 'anaged and coordinated. $he president in this situation is practicing which of the following functions of 'anage'entE a organi#ing . . infor'ing . c ad'inistering . d .udgeting . e supervising .

ANS: A

DIF: E

O !: "

NO$: Application

%1. $he 'anagerial function that involves deter'ining the tas&s to .e done, who will do the', and how those tas&s will .e 'anaged and controlled is called a delegating. . . controlling. . c organi#ing. . d planning. . e 'onitoring. .

ANS: 7

DIF: E

O !: "

NO$: 9ecall

%". As !ed;s Auto Suppl) grew fro' one store to ten stores he hired a few assistant 'anagersJ .ut, in realit) he re'ained the 'anager in charge of all the e'plo)ees and units. After he .ought another co'pan);s stores, so that his co'pan) grew to fift) retail units, he reali#ed that he would have to create new lines of authorit) and responsi.ilit), as he couldn;t 'anage ever)thing and ever)one .) hi'self. $his is an e5a'ple of a organi#ing.

1*

. . . c . d . e .

controlling. leading. planning. ad'inistration.

ANS: A

DIF: D

O !: "

NO$: Application

%%. :hen designing the new depart'ent of $echnolog) $ransfer at the 'edical school, Nicole aute 'ade sure that it was structured in light of its strategic and operational goals and that the office and its staff would .e responsive to changes in the 'edical environ'ent. Nicole8s actions can .est .e descri.ed as DDDDDDDDDD the new depart'ent. a 'otivating . . controlling . c providing intellectual capital for . d leading . e organi#ing .

ANS: E

DIF: E

O !: "

NO$: Application

%(. $he 'anagerial function that involves 'otivating and directing 'e'.ers of an organi#ation so that the) contri.ute to the achieve'ent of the goals of the organi#ation is called a directing. . . controlling. . c leading. . d planning. . e supervising. .

ANS: 7

DIF: E

O !: "

NO$: 9ecall

%*. Fre'ont 6a.s is a .iotechnolog) co'pan) in a ver) fast>paced industr). As a result, the co'pan) needs visionar) 'anagers who are capa.le of e'powering e'plo)ees in a 'anner that transfor's visions into realit). Fre'ont 6a.s need 'anagers who are ver) strong in the DDDDDDDDDD function of 'anage'ent. a leadership .

1-

. . c . d . e .

controlling organi#ing planning 'onitoring

ANS: A

DIF: E

O !: "

NO$: Application

%-. In atte'pting to 'otivate his e'plo)ees, 0r. 2artridge told the' of his vision for the co'pan). @e also e5plained how he was e'powering the' to help 'a&e his vision a realit). 0r. 2artridge was perfor'ing the DDDDDDDDDD function of 'anage'ent. a planning . . ad'inistrative . c organi#ing . d leading . e control .

ANS: D

DIF: E

O !: "

NO$: Application

%/. DDDDDDDDDD is an i'portant function in the 'anagerial process .ecause it provides a 'ethod for ensuring that the organi#ation is 'oving toward the achieve'ent of its goals. a Supervising . . 7ontrolling . c Directing . d 2lanning . e 6eading .

ANS:

DIF: E

O !: "

NO$: 9ecall

%1. Suppose )ou went to wor& for an organi#ation, and )our 'anager told )ou that her principal role in the fir' was to 'onitor perfor'ance and identif) deviations .etween planned and actual results. If this was the case, )our 'anager would .e focusing on the function of 'anage'ent called a delegating. . . controlling. . c organi#ing.

1/

. d 'onitoring. . e planning. .

ANS:

DIF: E

O !: "

NO$: Application

%3. In order to finance his start>up co'pan), entrepreneur Don :aters created a .usiness plan that e5plained his goals, what needed to .e done to achieve those goals, e5actl) what results he e5pected, and how he planned to 'easure those results. Now that he has the funds and is operating his .usiness he constantl) refers to the .usiness plan to 'onitor his progress and correct deviations he 'ight find. $his i'portant 'anage'ent function is referred to as a efficienc). . . organi#ing. . c planning. . d controlling. . e leading. .

ANS: D

DIF: E

O !: "

NO$: Application

(4. As head of accounting, Susan regularl) 'onitors depart'ental spending to insure that the co'pan) is following its .udget. :hen she finds deviations, she consults with the appropriate depart'ent heads to correct the spending patterns .) their depart'ents. Susan is perfor'ing the DDDDDDDDDD function. a planning . . organi#ing . c leading . d controlling . e none of the other answers .

ANS: D

DIF: E

O !: "

NO$: Application

(1. According to 0int#.erg, 'anagerial .ehavior falls into three categories of roles: a interpersonal, staffing, and decisional . . interpersonal, infor'ational, and decisional . c staffing, infor'ational, and decisional . d controlling, infor'ational, and decisional

11

. e interpersonal, controlling, and decisional .

ANS:

DIF: E

O !: %

NO$: 9ecall

(". $he three interpersonal roles pla)ed .) a 'anager are a figurehead, disse'inator, and distur.ance handler. . . leader, 'onitor, and negotiator. . c figurehead, leader, and liaison. . d figurehead, spo&esperson, and disse'inator. . e spo&esperson, disse'inator, and liaison. .

ANS: 7 (%.

DIF: E

O !: %

NO$: 9ecall

ecause 'anagers are largel) responsi.le for the success or failure of their organi#ational units, the) 'ust also pla) the role of leaders within their wor& groups. Dr. And) Sharp, as chair of the usiness Division, 'ust wor& with and through the facult) in his division to ensure the goals of the division and college are 'et. According to 0int#.erg, when Dr. Sharp perfor's these duties he is fulfilling his a infor'ational role. . . decisional role. . c ad'inistrative role. . d contractual role. . e interpersonal role. .

ANS: E

DIF: 0

O !: %

NO$: Application

((. :hen organi#ations .rea& ground for new facilities, the 7EO of the organi#ation is often present to participate in the ri..on>cutting cere'on). On these occasions, the 7EO is perfor'ing aIan DDDDDDDDDD role for his co'pan). a contractual . . routine . c decisional . d infor'ational . e interpersonal .

13

ANS: E

DIF: 0

O !: %

NO$: Application

(*. :hen people hear the na'e, ill =ates, in the news, the) usuall) thin& of 0icrosoft 7orporation. In this instance, ill =ates fulfills the DDDDDDDDDD role for 0icrosoft. a 'onitor . . liaison . c figurehead . d disse'inator . e entrepreneur .

ANS: 7

DIF: 0

O !: %

NO$: Application

(-. As 'e'.ers of 7ongress, 9epresentatives wor& with .oth their colleagues in the 7ongress and their constituents .ac& in their ho'e states. $he) 'ust .e politicall) sensitive to i'portant issues so that the) can develop relationships .etween .oth parties. In this capacit), 9epresentatives are perfor'ing which of the following rolesE a 'onitor . . liaison . c figurehead . d leader . e disse'inator .

ANS:

DIF: E

O !: %

NO$: Application

(/. $he three infor'ational roles pla)ed .) a 'anager are a figurehead, disse'inator, and distur.ance handler. . . leader, 'onitor, and negotiator. . c figurehead, leader, and liaison. . d 'onitor, disse'inator, and spo&esperson. . e negotiator, 'onitor, and distur.ance handler. .

ANS: D

DIF: E

O !: %

NO$: 9ecall

"4

(1. As a 'anager of her own s'all .usiness, $)ler Seilhan continuall) scans .oth the internal and e5ternal environ'ents of her .usiness for useful infor'ation. $his would .e fulfilling which 'anagerial roleE a disse'inator . . leader . c 'onitor . d entrepreneur . e resource allocator .

ANS: 7

DIF: E

O !: %

NO$: Application

(3. $he 'anager of a ship)ard 'a&es sure that the ship.uilders are each given the infor'ation necessar) to perfor' their duties efficientl) and effectivel). $his is an e5a'ple of which 'anagerial roleE a spo&esperson . . distur.ance handler . c disse'inator . d 'onitor . e negotiator .

ANS: 7

DIF: E

O !: %

NO$: Application

*4. In her 'anagerial role of DDDDDDDDDD for the 0a)or8s office, 0arie>6uise often 'ust co''unicate infor'ation to constituents and 'e'.ers of the press. a controller . . distur.ance handler . c 'onitor . d negotiator . e spo&esperson .

ANS: E

DIF: E

O !: %

NO$: Application

*1. :hen Out.ac&;s 7EO announced that, due to the hurricanes that season, sales and profits were not as e5pected in Octo.er "44*, he was perfor'ing in his DDDDDDDDDD role. a 'onitor .

"1

. . c . d . e .

liaison figurehead spo&esperson resource allocator

ANS: D

DIF: 0

O !: %

NO$: Application

*". !eri regularl) as&s her wor&ers to report pro.le's with their e?uip'ent, which she trac&s to deter'ine the effectiveness of the e?uip'ent. !eri is perfor'ing a DDDDDDDDDD role. a 'onitor . . liaison . c spo&esperson . d resource allocator . e distur.ance handler .

ANS: A

DIF: D

O !: %

NO$: Application

*%. $he four decisional roles pla)ed .) a 'anager are a entrepreneur, distur.ance handler, negotiator, and disse'inator. . . distur.ance handler, resource allocator, liaison, and leader. . c entrepreneur, distur.ance handler, resource allocator, and negotiator. . d liaison, spo&esperson, entrepreneur, and negotiator. . e entrepreneur, liaison, leader, and 'onitor. .

ANS: 7

DIF: E

O !: %

NO$: 9ecall

*(. As 'anager of a s'all .usiness, 0atthew Do'as 'ust often deter'ine which pro+ects will receive funding for the co'ing )ear. :hen acting in this role, 0r. Do'as is perfor'ing his a hierarchical role. . . acting role. . c decisional role. . d interpersonal role. .

""

e infor'ational role. .

ANS: 7

DIF: 0

O !: %

NO$: Application

**. After 'anagers scan the internal and e5ternal environ'ents of their organi#ation for changes that 'a) present opportunities, the) often initiate pro+ects that capitali#e on those opportunities that are identified. $his is an e5a'ple of which 'anagerial roleE a entrepreneur . . distur.ance handler . c negotiator . d resource allocator . e 'onitor .

ANS: A *-.

DIF: E

O !: %

NO$: Application

ill 'anagers the custo'er service des& at Sears. At least once or twice ever) da) he 'ust help one of his wor&ers deal with an anno)ing, unhapp) custo'er. In dealing with the unhapp) custo'er, ill is perfor'ing his a liaison role. . . spo&esperson role. . c negotiator role. . d 'onitor role. . e distur.ance handler role. .

ANS: D

DIF: D

O !: %

NO$: Application

*/. Suppose that )ou are the 'ar&eting 'anager for a division of Intel. According to our te5t.oo&, )ou would .e considered a DDDDDDDDDD 'anager at Intel. a general . . staff . c trac& . d cross>sectional . e functional .

"%

ANS: E

DIF: E

O !: (

NO$: 9ecall

*1. $he 'anufacturing 'anager, the 'ar&eting 'anager, the personnel 'anager, and the sales 'anager for :e)erhaeuser 7orporation are referred to as DDDDDDDDDD 'anagers. a cross>sectional . . trac& . c general . d staff . e functional .

ANS: E

DIF: E

O !: (

NO$: Application

*3. A s'all 'anufacturing co'pan) in the 0idwest is organi#ed into finance, 'ar&eting, and production depart'ents. According to the te5t.oo&, the 'anager of each of these depart'ents is referred to as a a general 'anager. . . divisional 'anager. . c .ureaucratic 'anager. . d functional 'anager. . e ad'inistrative 'anager. .

ANS: D

DIF: E

O !: (

NO$: 9ecall

-4. :hich of the following is not a characteristic of a functional 'anagerE a having training si'ilar to the people who' the) 'anage . . 'anaging people who perfor' highl) diverse tas&s . c having technical s&ills that are strong . d t)picall) .eing pro'oted fro' within the ran&s of the wor& group . e having .ac&grounds si'ilar to the people who' the) 'anage .

ANS:

DIF: 0

O !: (

NO$: 9ecall

-1. DDDDDDDDDD 'anagers are responsi.le for a wor& group that is seg'ented according to function, while DDDDDDDDDD 'anagers oversee several different depart'ents that are responsi.le for different tas&s. a tas&>general

"(

. . . c . d . e .

depart'ental>divisional functional>depart'ental general>tas& functional>general

ANS: E

DIF: E

O !: (

NO$: 9ecall

-". A grocer) store 'anager who is responsi.le for a produce depart'ent, a 'eat depart'ent, a .a&er), and a deli would .e considered to .e a DDDDDDDDDD 'anager. a general . . divisional . c .ureaucratic . d functional . e ad'inistrative .

ANS: A

DIF: E

O !: (

NO$: Application

-%. :hich of the following is not a characteristic of a general 'anagerE a having a .ac&ground si'ilar to the people who' he or she 'anages . . 'anaging several different depart'ents . c having technical s&ills that 'a) not .e as strong as the s&ills of his or her e'plo)ees . d coordinating and integrating the wor& of diverse groups of people . e .eing responsi.le for ensuring that 'an) parts of a fir' function together effectivel) .

ANS: A

DIF: 0

O !: (

NO$: 9ecall

-(. A 'anager who is responsi.le for several different wor& groups, each wor&ing on a different tas&, is referred to as a a divisional 'anager. . . general 'anager. . c .ureaucratic 'anager. . d functional 'anager.

"*

. e ad'inistrative 'anager. .

ANS:

DIF: E

O !: (

NO$: 9ecall

-*. Suppose )ou are opening a sporting goods store and will initiall) have a hunting depart'ent, a fishing depart'ent, a tea' sports depart'ent, and an individual sports depart'ent. It )ou supervised all the different depart'ents in )our store, )ou would .e considered a DDDDDDDDDD 'anager. a ad'inistrative . . functional . c .ureaucratic . d general . e divisional .

ANS: D

DIF: E

O !: (

NO$: Application

--. 0i&e 9ood had 'anaged an accounting division in his previous +o., .ut when he 'oved into his current +o., he was responsi.le for 'anaging the 'ar&eting, finance, production, and accounting divisions. $his change in +o. responsi.ilities reflected a change fro' a DDDDDDDDDD 'anager to a DDDDDDDDDD 'anager. a functional>general . . divisional>ad'inistrative . c functional>.ureaucratic . d general>functional . e ad'inistrative>divisional .

ANS: A

DIF: 0

O !: (

NO$: Application

-/. In general, there are three distinct levels of 'anagers. $hese are a +unior, 'iddle, and top. . . first>line, 'iddle, and top. . c first>line, 'iddle, and hori#ontal. . d low, 'iddle, and super. . e first>line, inter'ediate, and fourth. .

"-

ANS:

DIF: E

O !: *

NO$: 9ecall

-1. :hich of the following shapes would .est reflect the nu'.er of 'anagers at each level in 'ost organi#ationsE a circle . . s?uare . c rectangle . d p)ra'idItriangle . e oval .

ANS: D

DIF: E

O !: *

NO$: 9ecall

-3. :hich s&ill t)pe is the 'ost i'portant for first>line 'anagersE a hu'an . . technical . c conceptual . d develop'ental . e 'echanical .

ANS:

DIF: E

O !: *

NO$: 9ecall

/4. :hen sales representatives fro' !a'eson Software, a co'pan) which produces software used .) custo'er service representatives, pitch their product, the) prefer to 'a&e their presentations to DDDDDDDDDD as these 'anagers have the DDDDDDDDDD s&ills necessar) to understand their product. a first>line 'anagers, conceptual . . 'iddle 'anagers, conceptual . c top 'anagers, conceptual . d first>line 'anagers, technical . e 'iddle 'anagers, hu'an .

ANS: D

DIF: D

O !: *

NO$: Application

"/

/1. Individuals in fir's who carr) titles such as production supervisor, line 'anager, section chief, or account 'anager are DDDDDDDDDD 'anagers. a top . . first>line . c cross>functional . d divisional . e 'iddle .

ANS:

DIF: E

O !: *

NO$: 9ecall

/". $he pri'ar) o.+ective of DDDDDDDDDD 'anagers is to ensure that the products or services of their organi#ations are delivered to the custo'er on a da)>to>da) .asis. a first>line . . central . c top . d 'iddle . e divisional .

ANS: A

DIF: E

O !: *

NO$: 9ecall

/%. As an assistant 'anager at 0cDonald;s, 0ar& 'anages several part>ti'e teenage wor&ers. 0ar& uses his DDDDDDDDDD s&ills to plan their wee&l) schedules. @is DDDDDDDDDD s&ills are used when interacting with these wor&ers and custo'ersJ and, his DDDDDDDDDD s&ills are used to 'anage the &itchen and service area during his shift. a conceptual, hu'an, technical . . technical, hu'an, technical . c ad'inistrative, hu'an, technical . d conceptual, interactive, decision . e ad'inistrative, interactive, conceptual .

ANS: A

DIF: D

O !: *

NO$: Application

/(. :hich s&ill t)pe is the 'ost i'portant for 'iddle 'anagersE a hu'an .

"1

. . c . d . e .

technical conceptual develop'ental accounting

ANS: A

DIF: E

O !: *

NO$: 9ecall

/*. 0iddle 'anagers tend to .e 'ost involved in three .asic activities: a planning and allocating resources, coordinating interdependent wor& groups, and . 'anaging group perfor'ance. . 'anaging independent perfor'ance, coordinating within a wor& group, and 'anaging . the group;s perfor'ance. c anal)#ing co'ple5 situations, setting strategic direction, and anal)#ing the e5ternal . environ'ent. d providing a vision, coordinating interdependent wor& groups, and 'otivating the sa'e . wor& groups. e instructing su.ordinates, 'anaging independent perfor'ance, evaluating independent . perfor'ance.

ANS: A

DIF: E

O !: *

NO$: 9ecall

/-. Individuals in fir's who carr) titles such as depart'ent head, product 'anager, or 'ar&eting 'anager are DDDDDDDDDD 'anagers. a first>line . . top . c cross>functional . d 'iddle . e divisional .

ANS: D

DIF: E

O !: *

NO$: 9ecall

//. In his +o., 2aul Ashland spends a considera.le a'ount of ti'e planning and allocating resources, coordinating interdependent groups, and 'anaging group perfor'ance. ased on this description, we can conclude that 2aul is 'ost li&el) a DDDDDDDDDD 'anager in his organi#ation. a first>line . . depart'ental . c 'iddle . d cross>functional

"3

. e top .

ANS: 7

DIF: 0

O !: *

NO$: Application

/1. 2at Nolan is a 'iddle 'anager at A$K$. :hich t)pe of s&ill is li&el) to .e 'ost i'portant for 2at in her role as a 'iddle 'anagerE a hu'an . . 'echanical . c develop'ental . d conceptual . e technical .

ANS: A

DIF: E

O !: *

NO$: 9ecall

/3. DDDDDDDDDD 'anagers are 'ost involved in three .asic activities>planning and allocating resources, coordinating interdependent groups, and 'anaging group perfor'ance. a First>line . . $op>level . c 0iddle . d 7ross>functional . e Divisional .

ANS: 7

DIF: E

O !: *

NO$: 9ecall

14. :hich s&ill t)pe is the 'ost i'portant for top 'anagersE a hu'an . . develop'ental . c conceptual . d technical . e 'echanical .

ANS: 7

DIF: E

O !: *

NO$: 9ecall

%4

11. At 2itne) owes, a ver) i'portant 'anagerial function is 'onitoring the .usiness environ'ent. :hich level of 'anage'ent in a .usiness organi#ation is t)picall) the 'ost heavil) involved in this activit)E a ad'inistrative . . technical . c 'iddle . d top>level . e first>line .

ANS: D

DIF: E

O !: *

NO$: 9ecall

1". 9esearch indicates that DDDDDDDDDD 'anagers are the 'ost heavil) involved in 'onitoring the .usiness environ'ent. a 'iddle . . cross>functional . c first>line . d divisional . e top>level .

ANS: E

DIF: E

O !: *

NO$: 9ecall

1%. DDDDDDDDDD s&ills ena.le 'anagers to process a tre'endous a'ount of infor'ation a.out .oth the internal and the e5ternal environ'ent of the organi#ation and to deter'ine the i'plications of that infor'ation. a @u'an . . $echnical . c 7onceptual . d $heoretical . e 9ational .

ANS: 7

DIF: E

O !: *

NO$: 9ecall

1(. In his role as 7EO, Steve al'er possesses the DDDDDDDDDD that ena.le hi' to loo& at 0icrosoft as a whole and understand how separate wor& groups and depart'ents relate to and affect one another.

%1

a . . . c . d . e .

cognitive s&ills technical s&ills hu'an s&ills conceptual s&ills intuitive s&ills

ANS: D

DIF: E

O !: *

NO$: 9ecall

1*. $op 'anagers 'ust have the a.ilit) to loo& at the organi#ation as a whole and understand how separate wor& groups and depart'ents relate to and affect each other. $his a.ilit) re?uires strength in the area of a technical s&ills. . . hu'an s&ills. . c 'otor s&ills. . d conceptual s&ills. . e functional s&ills. .

ANS: D

DIF: E

O !: *

NO$: 9ecall

1-. :hich of the following represents an opti'al 'atch .etween level of 'anage'ent and 'anagerial s&ill levelE a top 'anage'ent>technical s&ills . . first>line 'anage'ent>conceptual s&ills . c 'iddle 'anage'ent>technical s&ills . d first>line 'anage'ent>hu'an s&ills . e 'iddle 'anage'ent>hu'an s&ills .

ANS: E

DIF: E

O !: *

NO$: 9ecall

1/. As an individual 'oves up in an organi#ation, the i'portance of DDDDDDDDDD s&ills t)picall) decrease and the i'portance of DDDDDDDDDD s&ills increase. a ad'inistrative>hu'an . . econo'ic>ad'inistrative .

%"

c conceptual>technical . d hu'an>technical . e technical>conceptual .

ANS: E

DIF: E

O !: *

NO$: 9ecall

11. $he Internet and infor'ation technolog) have changed how organi#ations conduct .usiness .ecause the technolog) has the a.ilit) to provide: instant feed.ac&J lin&ages .etween organi#ations, their suppliers and custo'ersJ and, a easier wa)s to .e profita.le .ecause e>.usinesses don;t need to follow standard .usiness . practices. . higher profita.ilit) .ecause e>.usinesses don;t co'pete with traditional A.ric& and . 'ortarB .usinesses. c less co'petition in the glo.al 'ar&etplace. . d a glo.al 'ar&etplace for products and services. . e none of the a.ove. .

ANS: D

DIF: 0

O !: *

NO$: 7ritical

13. $he heterogeneit) of the population and wor&force is referred to as a diversit). . . divergence. . c concentration. . d variance. . e convergence. .

ANS: A

DIF: E

O !: -

NO$: 9ecallL

34. :hich of the following is not true regarding diversit)E a Diversit) refers to the heterogeneit) of the population and wor&force. . . $here is increased diversit) of the population .ase of the United States as well as other . countries, and this has led to increased diversit) in the wor&place. c 0an) organi#ations are i'ple'enting aggressive diversit) training progra's .ecause . the) .elieve that a diverse wor&force provides a significant co'petitive advantage. d One outco'e of the heightened awareness of diversit) is Creverse discri'inationC . involving wo'en and 'inorities. e 0an) diversit) training progra's focus on valuing, and perhaps even cele.rating . diversit) and the .readth of thought and e5perience that results fro' diverse wor&groups.

%%

ANS: D

DIF: E

O !: -

NO$: 9ecall

31. DDDDDDDDDD refers to the total of an organi#ation;s &nowledge: what its people &now, e5perience, relationships, processes, discoveries, innovations, 'ar&et presence, and co''unit) influence. a Intellectual capital . . Structural capital . c 7usto'er capital . d @u'an capital . e Organi#ational capital .

ANS: A

DIF: E

O !: -

NO$: 9ecall

3". :hich of the following ter's refers to the accu'ulated &nowledge and &now>how of the co'pan) represented .) the co'pan)8s patents, trade'ar&s, and cop)rights, proprietar) data.ases, and s)ste'sE a &nowledge capital . . structural capital . c custo'er capital . d hu'an capital . e organi#ational capital .

ANS:

DIF: E

O !: -

NO$: 9ecall

3%. As the owner of a fa'il) .usiness that has lasted three generations, Dean 6eone reali#es that strong relationships with .oth the patrons and suppliers of his restaurant are i'portant to its survival and success. $hese relationships are &nown as a &nowledge capital. . . structural capital. . c custo'er capital. . d hu'an capital. . e organi#ational capital. .

ANS: 7

DIF: E

O !: -

NO$: Application

%(

3(. :hen an organi#ation la)s>off wor&ers, especiall) if those wor&ers have longevit) at the organi#ation, the la)off creates a loss of a structural capital. . . custo'er capital. . c hu'an capital. . d ad'inistrative capital. . e organi#ational capital. .

ANS: 7

DIF: 0

O !: -

NO$: 7ritical

3*. An organi#ation;s total &nowledge > what its people &now, e5periences, relationships, processes, discoveries, innovations, 'ar&et presence, and co''unit) influence is &nown as a intellectual capital. . . structural capital. . c custo'er capital. . d ad'inistrative capital. . e hu'an capital. .

ANS: A MATCHING

DIF: E

O !: -

NO$: 9ecall

Match each term with the correct statement below. a effectiveness . . planning . c efficienc) . d controlling . e organi#ing . f leading .

1. doing things right ". identif)ing deviations .etween planned and actual results

%*

%. setting goals and defining the actions necessar) to achieve those goals (. doing the right things *. wor&ing with e'plo)ees to ensure that organi#ational goals are 'et -. deter'ining which tas&s need to .e done, who will do the' and how those tas&s will .e coordinated 1. ANS: 7 ". ANS: D %. ANS: (. ANS: A *. ANS: F -. ANS: E DIF: E DIF: E DIF: E DIF: E DIF: E DIF: E

Match each term with the correct statement below. a spo&espersons . . entrepreneurs . c figureheads . d resource allocators . e 'onitors . f distur.ance handlers . g leaders .

/. perfor' certain duties that are pri'aril) cere'onial in nature 1. wor& with and through their e'plo)ees to ensure organi#ational goals are 'et 3. continuall) scan the internal and e5ternal environ'ents of their organi#ations for useful infor'ation 14. initiate pro+ects that capitali#e on opportunities that have .een identified 11. deter'ine which pro+ects will receive organi#ational resources 1". cope with conflict and pro.le's 1%. co''unicate infor'ation to individuals outside their units and organi#ations

%-

/. ANS: 7 1. ANS: = 3. ANS: E 14. ANS: 11. ANS: D 1". ANS: F 1%. ANS: A

DIF: E DIF: E DIF: E DIF: E DIF: E DIF: E DIF: E

Match each term with the correct statement below. a first>line 'anagers . . 'iddle 'anagers . c top 'anagers .

1(. provide the strategic direction for the organi#ation 1*. supervise the individuals who are directl) responsi.le for producing the organi#ation8s product or delivering its service 1-. supervise first>line 'anagers or staff depart'ents 1(. ANS: 7 1*. ANS: A 1-. ANS: DIF: E DIF: E DIF: E

Match each term with the correct statement below. a technical s&ills . . hu'an s&ills . c conceptual s&ills .

1/. the a.ilit) to anal)#e co'ple5 situations and respond effectivel) to the challenges faced .) the organi#ation 11. the a.ilit) to utili#e tools, techni?ues, and procedures that are specific to a particular field 13. the a.ilit) to wor& effectivel) with others

%/

1/. ANS: 7 11. ANS: A 13. ANS: ESSAY

DIF: E DIF: E DIF: E

1. Na'e and discuss the four 'a+or functions of 'anage'ent. @ow do these functions relate to the goals of an organi#ationE ANS: $he four 'a+or functions of 'anage'ent are planning, leading, organi#ing, and controlling. 2lanning provides a Croad'apC for an organi#ation to follow .) setting goals and defining the actions necessar) to achieve those goals. Organi#ing involves deter'ining the tas&s to .e done, who will do the', and how those tas&s will .e 'anaged and coordinated. 6eading involves the essential tas& of 'otivating and directing the 'e'.ers of the organi#ation towards the achieve'ent of the organi#ation8s goals. Finall), controlling involves the tas& of 'onitoring the perfor'ance of the organi#ation and ta&ing corrective action when necessar). $he four functions of 'anage'ent are closel) lin&ed to the achieve'ent of the goals of the organi#ation. As descri.ed a.ove, the planning function sets the goals and defines the actions necessar) to achieves those goals. Organi#ing involves the dail) coordination, supervision, and direction that is necessar) to carr) out the plan and achieve the organi#ation8s goals. 6eading involves inspiring the 'e'.ers of the organi#ation toward the attain'ent of its goals. Finall), controlling involves 'a&ing sure that the organi#ation is Con trac&C in regard to the attain'ent of its goals. DIF: 0 O !: "

". According to @enr) 0int#.erg, what are the three pri'ar) roles that 'anagers perfor'E 2rovide e5a'ples of each of these roles in a 'odern .usiness organi#ation. ANS: According to 0int#.erg, 'anagers serve three pri'ar) t)pes of roles: interpersonal, infor'ational, and decision 'a&ing. In their interpersonal roles, 'anagers are responsi.le for 'anaging relationships with organi#ational 'e'.ers and other sta&eholders. 0int#.erg identified three distinct interpersonal roles figurehead, leader, and liaison. As a figurehead, a 'anager is responsi.le for attending functions that are pri'aril) cere'onial in nature. $hese include an awards dinner, a luncheon with an i'portant custo'er, or a social event. As a leader, a 'anager is responsi.le for 'otivating his or her e'plo)ees and other sta&eholders towards the attain'ent of organi#ational goals. Finall), as a liaison, a 'anager is responsi.le for wor&ing with various groups of e'plo)ees and for acting as a go>.etween in the relationships .etween the fir' and its outside sta&eholders. $he second set of 'anagerial roles identified .) 0int#.erg are infor'ational roles. In infor'ational roles, 'anagers are responsi.le for ensuring that all organi#ational sta&eholders have sufficient infor'ation to perfor' in an effective and efficient 'anner. $he three infor'ational roles are 'onitor, disse'inator, and spo&esperson. As a 'onitor, a 'anager 'ust &eep his or her finger of the pulse on .oth the internal and e5ternal environ'ent of the fir', and re'ain &eenl) aware of environ'ental change. As a disse'inator, a 'anager 'ust share and distri.ute infor'ation to organi#ational sta&eholders. $his is a particularl) challenging role, .ecause in regard to the disse'ination of infor'ation, 'ore is not alwa)s .etter. A 'anager can .urden his or her e'plo)ees .) loading the' down with too 'uch data and infor'ation. Finall), as a spo&esperson, a 'anager 'ust .e willing to spea& on .ehalf of his or her organi#ation. 0anagers are often called upon to 'a&e new product announce'ents or pu.licl) respond to a concern of a sta&eholder group.

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$he third set of 'anagerial roles identified .) 0int#.erg is the decisional role set. $his set includes: entrepreneur, distur.ance handler, resource allocator, and negotiator. As an entrepreneur, a 'anager 'ust .e willing to initiate pro+ects and act as an innovator for his or her organi#ation. As a distur.ance handler, a 'anager is often called upon to settle disputes .etween e'plo)ees or to handle a custo'er co'plaint. All of us at one ti'e or another have had a pro.le' with a co'pan) and have as&ed to Ctal& to the 'anagerC in an effort to resolve our dispute. As a resource allocator, a 'anager has the i'portant role of deter'ining which pro+ects will receive funding. Finall), as a negotiator, a 'anager 'ust negotiate with e'plo)ees, suppliers, custo'ers, local govern'ents, special interest groups, and a variet) of other sta&eholders to 'a&e sure that the organi#ation8s goals can .e 'et. DIF: 0 O !: %

%. Discuss the 'a+or differences .etween functional and general 'anagers. :hat are the different s&ills sets needed for functional and general 'anagersE ANS: Functional 'anagers are responsi.le for a wor&group that is seg'ented according to function. For e5a'ple, the 'anager of a 'ar&eting depart'ent is a functional 'anager. $echnical s&ills are particularl) i'portant for functional 'anagers. For instance, the 'anager of an accounting depart'ent should have fairl) strong accounting s&ills hi'self or herself to properl) train, 'entor, and supervisor the depart'ent8s e'plo)ees. =eneral 'anagers 'anage several different depart'ents that are responsi.le for different tas&s. For e5a'ple, the 'anager of a depart'ent store, who supervises a clothing depart'ent, an auto'otive depart'ent, and a sporting goods depart'ent is a general 'anager. 7o''unication s&ills are particularl) i'portant for general 'anagers. =eneral 'anagers 'ust coordinate the wor& of a diverse group of people and depart'ents. DIF: 0 O !: (

(. Descri.e the three levels of 'anagers found in 'ost large organi#ations. @ow do the s&ills re?uired of 'anagers differ at the different levels of the 'anage'ent hierarch)E ANS: $he three levels of 'anagers found in 'ost large organi#ations include top 'anage'ent, 'iddle 'anage'ent, and first>line 'anage'ent. :hile 'anagers at each level 'ust perfor' the tas&s of planning, leading, organi#ing, and controlling, certain +o.>specific s&ills are 'ore i'portant at one level than the other. $echnical s&ills are particularl) i'portant for first>line 'anagers. $hese 'anagers are closest to the product or service that their fir' delivers, and are often responsi.le for production or service deliver). As a result, first>line 'anagers need strong technical s&ills to train, 'entor, supervise, and control activities at the Cpoint of productionC or Cservice deliver).C 0iddle 'anagers assu'e a 'ore supervisor) role. $hese 'anagers are usuall) pro'oted to the ran& of 'iddle 'anager .ecause the) have good ad'inistrative s&ills and can coordinate wor& groups. @u'an s&ills are particularl) i'portant at this level. 0iddle 'anagers 'ust .e a.le to wor& well with the 'e'.ers of their own depart'ent, as well as with other depart'ents. 0oreover, 'iddle 'anagers are often involved in tea'> .uilding, hu'an resource develop'ent, resource allocation, and conflict resolution. Each of these activities are facilitated .) strong hu'an s&ills. $op 'anagers are heavil) involved in planning and goal>setting. $hese activities re?uire strong conceptual s&ills. Strong conceptual s&ills ena.le 'anagers to process large a'ount of infor'ation and thin& through various situations si'ultaneousl). DIF: 0 O !: *

*. Discuss the i'portant environ'ental factors that are affecting 'odern .usiness organi#ations.

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ANS: $here are several i'portant factors. @ere are five which are pro.a.l) 'ost i'portant. $he) are the Internet and infor'ation technolog), glo.ali#ation, diversit), intellectual capital, and ethics. oth e>.usiness and A.ric& and 'ortarB use the internet and infor'ation technolog) as well as .asic 'anagerial and .usiness principles. 7o''unication and feed.ac& are 'uch fasterJ custo'ers can get 'ore infor'ation a.out products and services via the internetJ and it 'a&es the 'ar&et 'ore glo.al. $he glo.ali#ation of the 'ar&etplace continues at an increasingl) rapid pace. $his has .roadened the nu'.er of issues that decision>'a&ers 'ust consider, such as whether to pursue foreign 'ar&ets, how to deal with foreign co'petition, and whether to partner with fir's fro' other countries. As a result, the 'a+orit) of A'erican 'anagers 'ust Cthin& glo.all)C whether or not their fir' is directl) involved in foreign sales. Diversit) presents new challenges for organi#ations and 'anagers as diverse groups tr) to reach consensus on co''on goals and 'ethods for achieving those goals. As 'ore and 'ore products and services .eco'e &nowledge .ased, fir's 'ust learn how to 'anage this critical strategic resource. 0anagers 'ust attract the right people and 'anage the' in a wa) that turns their .rainpower into profita.le products and services. :ith high level e5ecutives often cited in the news for unethical .ehavior, ethics has .eco'e an issue that organi#ations 'ust deal with. $he Sar.anes>O5le) act is a good e5a'ple of how ethical .ehavior is .eing 'onitored. DIF: 0 O !: -

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