Professional Documents
Culture Documents
Managers and Managing
Managers and Managing
Organizations
collections of people who work together and coordinate their actions to achieve a wide variety of goals or desired
future outcomes.
Management
the planning, organizing, leading, and controlling of human and other resources to achieve organizational goals
efficiently and effectively.
organizational performance
a measure of how efficiently and effectively a manager uses resources to satisfy customers and organizational goals.
efficiency
a measure of how productively resources are used to achieve a goal.
effectiveness
a measure of the appropriateness of the goals an organization is pursuing and of the degrees to which the
organization achieves those goals.
planning
identifying and selecting appropriate goals. one of the four principal tasks of management.
strategy
a cluster of decisions about what goals to pursue, and how to use resources to achieve goals.
organizing
structuring working relationships so organizational members work together to achieve organizational goals, one of the
four principle tasks of management.
organizational structure
a formal system of task and reporting relationships that coordinates and motivates organizational members so that
they work together to achieve organizational goals.
leading
articulating a clear vision and energizing and enabling organizational members so that they understand the part they
play in achieving goals. one of the four principle tasks of management.
controlling
evaluating how well an organization is achieving its goals and taking action to maintain or improve performance. one
of the four tasks of management.
department
a group of people who work together and possess similar skills or use the same knowledge, tools or techniques to
perform their jobs.
first-line manager
a manager who is responsible for the daily supervision of nonmanagerial employees.
middle manager
a manager who supervises the first line managers and is responsible for finding the besdt way to use resources to
achieve organizational goals.
top manager
a manager who establishes organizational goals, decides how departments should interact, and monitors the
performance of middle managers.
top-management team
a group composed of the CEO, the COO, the president, and the heads of the most important departments.
conceptual skills
the ability to analyze and diagnose the situation and to distinguish between cause and effect.
human skills
the ability to understand, alter, lead, and control the behavior of other individuals and groups.
technical skills
the job specific knowledge and techniques required to perform an organizational role.
core competency
the specific set of departmental skills, knowledge, and experience that allows one organization to outperform another.
restructuring
downsizing an organization by eliminating the jobs or large numbers of top, middle, and first managers and
nonmanagerial employees.
outsourcing
contracting with another company, usually abroad, to have it perform an activity the organization previously performed
itself.
empowerment
the expansion of employees' knowledge, tasks, and decision making responsibilities.
self-managed team
a group of employees who assume responsibility for organizing, controlling, and supervising their own activities and
monitoring the quality of the goods and services they produce.
global organization
organizations that operate and compete in more than one country.
competitive advantage
the ability of one organization to outperform another because it produces desired goods or services more efficiently
and effectively than they do.
innovation
the process of creating new or improved goods and services or developing better ways to produce or provide them.
turnaround management
the creation of a new vision for a struggling company based on a new approach to planning and organizing to make
better use of a company's resources to allow it to survive and prosper.
Mcq
When managers are called upon to make accommodations with other units or other organizations, they are
functioning in the ________ role.
Answer: negotiator
________ are important at all levels of the management, and a lack of these skills will usually limit managerial
advancement, even when other skills exist.
Answer: interpersonal skills
According to the universal approach to ethical decision making, managers must first determine whether a
course of action can apply to all people in all situations, then ask themselves whether ________.
Answer: you would also want this applied to you. "do unto others as you have them do unto everyone"
________ is the degree to which people see an issue as an ethical one.
Answer: moral intensity
From an efficiency perspective, when the manager of a business ________, the self-interests of the owner are
best achieved by serving the interests of society.
Answer: is also the owner
Actions that benefit shareholders but harm the other stakeholders would be viewed as ________ from the
efficiency perspective but ________ from the social responsibility perspective.
Answer: managerially responsible; socially irresponsible
Corporations react to the various pressures and constituencies connected to the topic of social
responsibility in different ways. Defenders ________.
Answer: fight efforts that they see as resulting in greater restriction and regulation of their ability to maximize profits;
operate @ edge of the law and actively seek legal loopholesin conducting business; change only when legally
compelled
Which of the following is an example of a reactor firm?
Answer: Reactor firms: make changes when they feel that pressure from constituencies is sufficient such that
nonresponsiveness could have a negative economic impact; ex: only change to recycled paper for boxes when
pressure from customers becomes strong enough that nonresponsiveness would lead customers to boycott products
Which of the following best explains the inside-out approach to strategic corporate social responsibility?
Answer: managers can look inside the company at issues that are more rather than less important as a function of the
company's strategy and business activities; ex: manager @ wal-mart looking inward
When managers look at social issues in general terms of the extent to which they are problematic they are
following the ________ approach to strategic corporate social responsibility.
Answer: "outside-out"
A(n) ________ is an employee who discloses illegal or unethical conduct on the part of others in the
organization.
Answer: whistle-blower
The Foreign Corrupt Practices Act prohibit payments to ________.
Answer: foreign government officials to win gov't contracts/ receive preferential treatment
________ are those that lead to new features and capabilities in existing products or to completely new
products.
Answer: product technological changes
Federal spending pushes the federal deficit up, causing an increase in interest rates. What is the LEAST
likely result of this occurrence?
Answer: money becomes more expensive for firms to borrow and therefore, they borrow less; expand business
activities @ slower pace/ fewer contracts; contributes to unemployment; reduces consumer spending
________ involve a country's infrastructure, such as roads, telecommunications, air links, arable land, deep
water harbors, mineral resources, forests, and climate.
Answer: physical forces
Which of the following would lead to higher profits for an industry?--think econ
Answer: few competitors, quality-based competition, high entry barriers, few new entrants, few substitutes, many
costomers, fragmented customers, many suppliers
Which of the following is a primary value chain activity?
Answer: Primary activities: directly involved in the creation of a product or service and distributing it to the customer
________ strategies focus on the operations of each function and their contribution to help the firm achieve a
competitive advantage.
Answer: unit-level
SockUp is a company that manufactures socks of different sizes, types, and colors for men, women, and
children. The company aims at being the lowest-cost provider and charges slightly lower than the market
price. This is an example of ________.
Answer: cost leadership strategy
Which of the following business plans has the broadest scope?
Answer: strategic
Which of the following organizational levels is also known as the strategic business unit?
Answer: business level
Ned heads the finance department of a business. At which organizational level is Ned functioning?
Answer: Functional Level
A Gantt chart can help managers devise an action plan in all of the following ways EXCEPT ________.
Answer: Accountability?
A manager at a local bookstore is about to allocate extra floor space to an espresso counter when a new
coffee shop opens next door. He stops implementation of his plan and instead looks into opening a juice bar.
This an example of which of the following?
Answer: making real-time adjustments
A catering company manager is proposing the purchase of a new van to enable the company to handle more
deliveries. She is working on ________.
Answer: capital expenditure budget
Based on the available forecasts, a business' sales are expected to drop 20 percent in the current year as
compared to the previous year. Which of the following will be a cascading effect of this forecast?
Answer: Cascading Effect: mgrs keep track of changes to develop appropriate objectives and action plans. For
Example: 33% reduction in homes built by builder leads to lower revenue, less workers, etc...
The sales forecasts for the summer season for LocoPoco, a beverage company, indicated increased demand
for its colas. However, the actual sales were 30 percent lower than expected. Which of the following could
explain the apparent discrepancy above?
Answer: Emergence of substitutes, economic downturn, new competitors in market
What sort of interdependence exists when two or more groups within a company depend upon one another
for inputs?
Answer: reciprocal interdepence
________ organizations tend to be slower at making decisions and responding to changes in the business
environment. As a result, these organizations tend to be best suited to stable external environments.
Answer: formal/centralized
Ken Langley is a production supervisor in an automobile manufacturing firm. After evaluating Ken's
managerial capabilities, some members of the senior management feel that average productivity would
improve if more workers are assigned to him. However, some managers are skeptical about Ken's ability to
handle more workers. Which of the following statements, if true, would weaken the argument favoring
increased span of control?
Answer: Centralized companies use a narrow span of control so that the fewer the people a manager has to
supervise, the more closely the manager can oversee and control them. Usually, the more routine the tasks are, the
wider span of control (more employees to a supervisor) is okay because the employees have a certain routine or
predictable tasks. Also, the stronger the capabilities, the wider the span of control could be.
Pfizer, a pharmaceutical company, operates in over 40 countries around the world, and many of the largercountry units enjoy considerable freedom and autonomy. Thus, it can be said that Pfizer exemplifies a(n)
________ mode of decision making.
Answer: decentralized
A ________ consists of two organizational structures superimposed on each other. As a consequence, one
person essentially reports to two bosses.
Answer: matrix structure
SLPL Limited adheres to a strategy that allows managers to focus on core competencies or the activities that
are most likely to yield competitive advantage. In doing so, SLPL outsources most of the activities in its
value chain to other companies, retaining just a few elements. From the above example, it can be concluded
that SLPL has a ________ structure.
Answer: high networked
Which of the following is a core category of environmental complexity?
Answer: categories include: products, customers, technology, competitors, suppliers, geogpraphy
Auto parts manufacturer JEG Inc. has a number of vacancies at lower management levels and wants to fill
the positions from within the company itself rather than recruit externally. The company plans to e-mail the
job specifications to all employees and post the jobs on the company Web site. Which of the following is a
of motivation is this manager most likely trying to apply in working with the associate?
Answer: maslow's need hierarchy
The three basic categories of needs identified by Alderfer in his ERG theory are ________.
Answer: Existance Relatedness Growth
While they agree that satisfaction is a factor in motivation, scholars note that there is little evidence that
increasing employee satisfaction actually increases motivation. This has led them to criticize the ________ as
being overly simplistic.
Answer: two-factor theory
A software engineer believes that if she can complete her current project on time she will get her much
awaited promotion to the ranks of a team leader. However, she doubts her capability of completing the
project on time. Within the context of expectancy theory, what level of motivation would the engineer have
and why?
Answer: Effort to Performance
A call center manager hopes to improve the performance of her staff by decreasing the average time spent
on a call. First, she sets up a performance board where the average length of a call for the previous week is
posted and compared to the average call length for the preceding four weeks. Then, she encourages the staff
to reduce the average. According to goal-setting theory, how could she improve this scheme?
Answer: Instead of comparing to previous weeks as a goal, use a percentage of previous weeks as the goal.
A production supervisor receives a bonus for each day a project is completed ahead of schedule. This is an
example of ________.
Answer: Incentive Plan
Groups composed of individuals who are very dissimilar to each other are known as ________.
Answer: Friendships/Informal
________ emerges when a member has to fulfill two or more contrasting sets of expectations.
Answer: Role Conflict
The product development team at JEG were working together for a year and were very comfortable with an
informal style of working. However, the new manager who stepped in preferred to use a more formal style
during meetings and team interactions, as this was the way he had always worked. Which of the following is
most similar to this situation?
Answer: this situation is about norms and norming; the team had already normed behavior and the manager was
importing new norms
High levels of group cohesion ________.
Answer: positive effects: increased quality and quantity of group interactions, strengthened adherence to group
norms, increased effectiveness in achieving group goals, augmented individual satisfaction with group member ship.
negative effects: counterproductive norms may be emphasized, useful or creative ideas may be ignored if they deviate
from established norms or values, increased probability of developing groupthink, potential decrease in intergroup
cooperation
________ conflict arises when group members possess divergent ideas or approaches to attaining goals.
Answer: Task
Which of the following is most likely to be the content of an upward communication in an organization?
Answer: Messages sent from lower organization levels to higher levels
A(n) ________ is a communication route that the organization doesn't prespecify but that develops through
the interpersonal activities of employees.
Answer: Informal communication Channel
"A manager is considering three staff members as possible candidates for a new position. One morning, she
asks each of them, in private, whether they might be interested in taking up the post. She also asks them not
to discuss the offer with anyone. At a function after work, she is approached by several staff members. They
ask A manager is considering three staff members as possible candidates for a new position. One morning,
she asks each of them, in private, whether they might be interested in taking up the post. She also asks them
not to discuss the offer with anyone. At a function after work, she is approached by several staff members.
They ask her about the new position they have heard about ""on the grapevine."" What important feature of
informal communication channels does this scenario illustrate?"
Answer: Information Flow can be very fast
________ refers to the process of screening out some parts of an intended message because they contradict
our beliefs or desires.
Answer: Selective Perception
Which of the following characteristics is found in a high-context culture?
Answer: Read into body language more than words
The ________ focuses on the decision maker as a satisficer.
Answer: Rational Model
Which of the following statements is true about individual and group decision making?
Answer: technology affects both
Which of the following occurs when agreement among members becomes so dominant that it overrides a realistic
appraisal of alternative courses of action?
Answer: Group Think
Groups suffering from groupthink tend to minimize the seriousness of the doubts members raise and put tremendous
pressure on them to agree to the group's consensus. This symptom of groupthink is known as ________.
Answer: Self Censorship
Which of the following statements is true about the Delphi technique?
Answer: Uses Questionaire
Which of the following is true of TQM?
Answer: Focuses on quality
Sandra, the operations manager of the Zara clothing chain, is informed that the summer line requires certain
materials that are not available locally. She recalls having used the same raw materials two summers ago from a
niche supplier. Which of the following should she use to solve this issue?
Answer: materaials requirement planning
1. The process of monitoring performance, comparing it with goals and correcting any significant deviations is known
as:
A. Planning
B. Organizing
C. Leading
D. Controlling
2. Mr. A is a Manager on XYZ company; he has a reputation for being an open and
honest person and understands how to motivate employees and customers, he said to
have good____________ skills.
A. Sales
B. Political
C. Interpersonal
D. Technical
3. Someone who works with and through other people by coordinating their work
activities to accomplish organizational goals is called:
A. A Very intelligent: Individual
B. A Supervisor of Production Work
C. A Manager
D. An operation Supervisor
4. SWOT analysis divides organizational strength into two categories; Common strength
and______________.
A. Strategic imitation
B. Competitive Parity
C. Distinctive Competencies
D. Threats
SWOT analysis divides organizational strengths into two categories: common strengths
and distinctive competencies.(Ricky W. Griffin ).
5. The Continues line if authority that extends from the upper level of management to
the lowest levels of the organization is called:
A. Authority line of responsibility
B. Unity of Commerce
C. Responsibility factor
D. Chain of command
6. Which is the most common cause of business failure?
A. Insufficient Capital
B. Unstable market
C. Insufficient experience
D. Poor Entrepreneurship
7. Which of the following is the accountability for the achievement of objectives, the use
of resources, and the adherence to organizational policy?
A. Power
B. Responsibility
C. Authority
D. Planning
8. Organizations can play role in addressing global environment issues through all of the
following ways EXCEPT:
A. Greening of Management
B. Depletion of natural Resources
C. Fulfilling their Social Obligation
D. Avoiding industrial accidents
9. __________________ are large scale action plans of an organization for interacting
with environment in order to achieve long term goals.
A. Objectives
B. Strategic Goals
C. Strategies
D. Actions
10. Living Organisms take substances from their environment such as food and air and
return other substances environment. This is an example of
A. Close System
B. Hybrid System
C. Open System
D. None of Above
living organisms are considered open systems because they take in substances from
their environment such as food and air and return other substances to their
environment. Humans, for example, inhale oxygen out of the environment and exhale
carbon dioxide into the environment. Similarly, some organizations consume raw
materials in the production of products and emit finished goods and pollution as a result.
In contrast, a watch is an example of a closed system in that it is a relatively selfcontained, self-maintaining unit that has little interacts or exchange with its
environment.. http://www.vuzs.info/
11. When the strength provides superior and unique customer value and is difficult to
imitate then the distinctive competence creates a sustainable____________.
A. Competitive Advantage
B. Scope
C. Resource Deployment
D. Effective Strategy
http://www.vuzs.info
When the strength provides superior and unique customer value and is difficult to
imitate then the distinctive competence creates a sustainable _______.
Competitive advantage
Scope
Resource deployment
Effective strategy
Dell Company sells the variety of products like computers, laptops, accessories
over the internet. Dell is engaged in
Intranet
Extranet
E-commerce
E- Business
The people who work under the first line managers are often called by all of the
following names EXCEPT:
Non managers
Supervisors
Skilled workers
Semi skilled workers
A plan developed to carry out a course of action that is not likely to be repeated in
the future is called:
Single-use plan
Specific plan
Reaction plan
Directional plan
The leader of an organization performs __________, as per Mintzberg.
An Interpersonal role
An Informational role
A Decisional role
All of the given options
Which of the following skill is most essential to get most out of the people?
Technical skill
Human skill
Conceptual skill
Mechanical skill
The degree to which jobs are standardized and guided by rules and procedures is
called:
Work specialization
Centralization
Decentralization
Formalization
Which factor has been the most rapidly changing component in an organizations
general environment in the past quarter-century?
Global
Economic
Social
Technological
www.vuzs.info
Leading
Controlling
Budgeting
Linear programming
Scope
Distinctive Competency
Resource deployment
Effective strategy
Question # 19 of 20 ( Start time: 09:09:33 PM)
All of the following are the characteristics of an organization EXCEPT:
People
Product
Purpose
Structure
Question # 20 of 20 ( Start time: 09:10:22 PM)
Most of the countries in the world are moving towards globalization all of the following
reasons EXCEPT:
For free market economy
For liberalization in trade
Increase efficiency
Refutation of economic power
Which of the following management thinker created a role classification system based
on how managers spend their time at work to describe a manager's role?
Select correct option:
Peter Brabeck-Letmathe
Abraham Maslow
Andrea Jung
Henry Mintzberg
The process of collaborative goal setting by a manager and subordinate; the extent to
which goals are accomplished is a major factor in evaluating and rewarding the
subordinates performance. It is called:
Select correct option:
Management by objective
Management by resources
Management by authority
Management by system
Which of the following is the process of developing businesses to pursue trends and
changes that no one else has seen before?
Select correct option:
Entrepreneurship
Division of labor
Evolution
E-commerce
What is the best term to describe the process of attempting to influence other people to
attain the organization's objectives?
Planning
Organizing
Leading
Controlling
An organization that assigns specialists from different functional departments to work on
one or more than one projects being led by project managers is called ------------Team Organization
Virtual Organization
Matrix organization
Learning Organization
Activities such as taking visitors to dinner and attending ribbon cutting ceremonies come
under which of the following management role?
Leader
Liaison
Figurehead
Negotiator
The degree to which decision making is confined at a single point in an organization is
described as __________.
Unity of command
Chain of command
Span of management
Centralization
Global competition, accelerated product development by competitors, and increased
demands by customers for better service have encouraged organizations to become
more ___________.
Organic
Mechanistic
Technologically pure
Task oriented
The idea that employees should also share the profit of organization was given by:
Select correct option:
Frederick Taylor
Robert Owen
Charles Babbage
W. Edwards Deming
Plant managers come under which of following management levels?
First-line managers
Non-managerial employees
Middle managers
Top managers
When Shumaila is comparing actual sales figures with goals established earlier to see if
her department met the target, she is performing which of the following functions?
Planning
Organizing
Leading
Controlling
Which one of the following ethical approaches exemplifies the belief that every person
has fundamental human rights that should be respected as well as protected?
Select correct option:
Justice approach
Rights approach
Individualism approach
Utilitarianism approach
The management function that specifies goals to be achieved and deciding in advance
the appropriate actions to achieve those goals is:
Leading
Controlling
Organizing
Planning
_______________is a situation that offers a strong potential for significant
organizational gain if appropriate actions are taken
Crises problem
Opportunity problem
None crises problem
None of above
Pakistan Federal government has passed disabilities act of 2005 to protect rights of
disable persons and to give them flexibility in job. This comes under which of the
following environmental sub context
Economic
Socio cultural
Political/legal
Technological
Which of the following statement best describes Social Obligation?
Select correct option:
Firms capacity to adapt changing social condition
Applying social criteria to investment decisions
Firms obligation pursue long term goals that are good for society
Firms obligation to meet its economic & legal responsibilities
Question # 1 of 20 ( Start time: 09:37:01 PM ) Total Marks: 1
Which of the following view is concerned with respecting and protecting individual
liberties and privileges such as the rights to privacy, freedom of conscience, free
speech, life and safety, and due process?
Select correct option:
Utilitarian view
Rights view
Theory of justice view
Integrative social contracts theory view
Question # 2 of 20 ( Start time: 09:38:11 PM ) Total Marks: 1
Communication should be:
Select correct option:
From Top to Bottom level
From Bottom to top
2 way
Question # 3 of 20 ( Start time: 09:39:05 PM ) Total Marks: 1
Which type of environment is best suited for mechanistic organizations?
Select correct option:
Dynamic
Manufacturing
Service
Stable
Question # 4 of 20 ( Start time: 09:40:13 PM ) Total Marks: 1
Global competition, accelerated product development by competitors, and increased
demands by customers for better service have encouraged organizations to become
more ___________.
Select correct option:
Organic
Mechanistic
Technologically pure
Task oriented
Question # 5 of 20 ( Start time: 09:41:37 PM ) Total Marks: 1
The process through which raw materials changed into consumer products is termed
as:
Select correct option:
Development process
Transformation process
Marketing process
Procurement process
Question # 6 of 20 ( Start time: 09:42:36 PM ) Total Marks: 1
The best way to characterize management is to say that it is:
Select correct option:
Part of the economy
An activity or process
An overcrowded career field
One of the chief difficulties for most firms
Geographic
Process
Outcome
Question # 13 of 20 ( Start time: 09:51:24 PM ) Total Marks: 1
In the MBO system:
Select correct option:
Objectives are determined by management
Goals are only reviewed at the time of completion
Goals are used as controls
Question # 14 of 20 ( Start time: 09:52:53 PM ) Total Marks: 1
An organic organizational structure is characterized by----------Select correct option:
Minimal formalization
Rigid departmentalization
Narrow spans of control
High formalization
Question # 15 of 20 ( Start time: 09:54:22 PM ) Total Marks: 1
In XYZ Company HR director has negotiated with striking employees who were
demanding for increase in salaries due to inflation. He has performed the role of
Select correct option:
Leader
Negotiator
Liaison
Question # 16 of 20 ( Start time: 09:55:53 PM ) Total Marks: 1
All of following are elements of planning function EXCEPT
Establishing strategies
Developing Plans
Monitoring Performance
Coordinate activities
Leading
Controlling
Mr. A is a Manager on XYZ company; he has a reputation for being an open and
honest person and understands how to motivate employees and customers, he
said to have good____________ skills.
Sales
Political
Interpersonal
Technical
Someone who works with and through other people by coordinating their work
activities to accomplish organizational goals is called:
A Very intelligent: Individual
A Supervisor of Production Work
A Manager
An operation Supervisor
XYZ Company has policy of employees Job security, career progress and ensure that
replacement are available to fill vacancies. This company is practicing which of the
following principle.
Initiative
Remuneration
Esprit decops
Stability if tender of personnel
SWOT analysis divides organizational strength into two categories; Common strength
and______________.
Strategic imitation
Competitive Parity
Distinctive Competencies
The Continues line if authority that extends from the upper level of management
to the lowest levels of the organization is called:
Authority line of responsibility
Unity of Commerce
Responsibility factor
Chain of command
Which ethical approach guided by what will result in the greatest good for the greatest
number of People?
Moral Rights Approach
Individual approach
Utilitarian Approach
Justice Approach
Plans that Provide guidelines form activities to be performed repeatedly like policy,
procedure are called.
Single Use Plans
Standard Plans
Contingency Plan
Snor term Plams
Which is the most common cause of business failure?
Insufficient Capital
Unstable market
Insufficient experience
Poor Entrepreneurship
Reading of a business journal, publication on regular basis to gather information for
upcoming business tends, this role is called
Disseminator
Liaison
Spokesperson
Monitor
Which of the following is the accountability for the achievement of objectives, the use of
resources, and the adherence to organizational policy?
Power
Responsibility
Authority
Planning
Organizations can play role in addressing global environment issues through all of the
following ways EXCEPT:
Greening of Management
Depletion of natural Resources
Fulfilling their Social Obligation
Avoiding industrial accidents
System Theory and Contingency Theory are related to which of the following
________________
Classical theories
Betavoadde theories
Conterporary
__________________ are large scale action plans of an organization for interacting
with environment in order to achieve long term goals.
Objectives
Strategic Goals
Strategic
Actions
Hawthorne studies were a series of early experiments that focused on:
Select correct option:
Behavior in the workplace (NOT SURE)
Ethics in the workplace
Group norms
Interpersonal dynamics
Selecting an alternative in the decision-making process is accomplished by:
Select correct option:
Choosing the alternative with the highest score
Choosing the One You Like Best
Selecting the alternative that has the lowest price
Selecting the alternative that is the most reliable
A plan developed to carry out a course of action that is not likely to be repeated in the
future is called:
Select correct option:
Single-use plan
Specific plan
Reaction plan
Direction plan
Concern for employee motivation is most closely associated with which of the following
management approach?
Select correct option:
Bureaucracy
Organizational behavior
Scientific management
Systems
Interest rates, inflation rates, and stock market indexes are all examples of which of the
factor of an organizations general environment?
Select correct option:
Economic
Political
Social
Technological
Which factor has been the most rapidly changing component in an organizations
general environment in the past quarter-century?
Select correct option:
Global
Economic
Social
Technological
The process of monitoring performance, comparing it with goals and correcting any
significant deviations is known as:
Select correct option:
Planning
Organizing
Leading
Controlling
The greater the risk involves in making a decision, the greater the:
Select correct option:
Outcomes
Information available
Rewards
Uncertainty
Each subordinate should report to one and only one superior is called:
Select correct option:
Authority
Unity of command
Unity of direction
Order
Which of the following is part of the 14 principles of management identified by
Henri Fayol?
Select correct option:
Scalar chain
Innovation
Efficiency
Motivation
A learning organization has developed its________.
Select correct option:
Educational department to keep employees trained
Capacity to adapt and change
Barriers to entry of its markets
A sustainable competitive advantage that is easy to maintain
Safety
Social
The plans which deal with fairly small set of activities are called:
Select correct option:
Strategic plan
Tactical plan
Operational plan
Personal plan
Which of the following is known as the process of getting activities completed efficiently
and effectively with and through other people?
Select correct option:
Leading
Management
Supervision
Controlling
Which of the following management thinker created a role classification system based
on how managers spend their time at work to describe a manager's role?
Select correct option:
Peter Brabeck-Letmathe
Abraham Maslow
Andrea Jung
Henry Mintzberg
Which expectancy theory linkage explains the degree to which a student desires a good
job?
Select correct option:
Expectancy
Effort to performance
Input to outcome
Valence
Which ethical approach is guided by what will result in the greatest good for the greatest
number of people?
Select correct option:
Moral-Rights approach
Individual approach
Utilitarian approach
Justice approach
Low level management has a complete authority to make decisions in case of:
Select correct option:
Centralization
Decentralization
Scalar Chain
Order
Which one of the following individuals is most closely associated with scientific
management?
Select correct option:
Frederick Taylor
Mary Parker Follett
Harold Koontz
Max Weber
Each subordinate should report to one and only one superior is called:
Select correct option:
Authority
Unity of command
Unity of direction
Order
There are many healthcare products manufacturers. XYZ Company manufactures only
personal hygiene products. It markets such products deodorant, body powder, body
creams, and exfoliates. Because it only stocks body care and personal hygiene
products, it is using ___ strategy.
Select correct option:
Prospecting
Emergent
Focus
Cost leadership
The organization that has developed the capacity to continuously learn, adapt, and
change is called:
Select correct option:
Virtual organization
Learning organization
Traditional organization
Bureaucratic organization
Your firms attorney has which of the following power when giving legal advice?
Select correct option:
Legitimate
Status
Expert
Coercive
Organizations that are highly flexible and adaptive are described as which of the
following?
The most outspoken advocate of the classical view of social responsibility is economist
and Nobel prize winner:
Select correct option:
Carnegie Milton
Charles Darwin
Milton Freeman
Milton Friedman
In traditional goal setting, the goals are set at the top level of management and after that
they:
Select correct option:
Become the responsibility of first-line management
Are broken down into sub goals for each level of the organization
All the efforts to achieve the goals are directed by top management
What type of an organization actively creates, acquires, and transfers knowledge within
itself and is able to modify its behavior to reflect new knowledge?
Which one of the following items best reflects the extent to which a society places a high
value on reducing risk and instability?
Select correct option:
Uncertainty avoidance
Power distance
Masculinity/femininity
Long-term/short-term orientation
When a manger made a decision and he is uncertain about the outcomes. His decision
is likely to be:
Select correct option:
Of Poor Quality
Unacceptable
Successful
Risky
Which famous management thinker was related with the development of "Theory X"?
Select correct option:
Douglas McGregor
Abraham Maslow
Frederick Herzberg
Chester Barnard
The management function that specifies goals to be achieved and deciding in advance
the appropriate actions to achieve those goals is:
Select correct option:
Leading
Controlling
Organizing
Planning
Political conditions
Social conditions
Who presented the Concept of Quality?
Select correct option:
Henri Fayol
Prof.Henry Mintzberg
Frank & Lillian Gilbreth
Prof.Edward Deming
In order to communicate, motivate and delegate a manager must have:
Select correct option:
Political skills
Conceptual skills
Technical skills
Interpersonal skills
Who is credited for the theory of motivation based on the hierarchy of needs?
Select correct option:
Abraham Maslow
Douglas McGregor
Henri Fayol
Mary Parker Follett
Which of the following is NOT an example of a constituency that makes up the specific
environment?
Select correct option:
Customers
Socio-cultural
Suppliers
Competitors
The SWOT approach assesses an organization's:
Select correct option:
Speed, Wants, Order, Timing
Studies, Workflows, Opportunities, Trials
Strengths, Weaknesses, Opportunities, Threats
Signs, Worries, Objectives, Techniques
An office supply firm that has three departments based upon retail, wholesale, and
governmental customers is using which of the following types of departmentalization?
Select correct option:
Functional
Product
Customer
Geographic
A manager who strives to ensure the activities of the organization's employees are
supported and blend well with those of individuals outside the firm could be said to hold
which of the following interpersonal role within the company?
Select correct option:
Liaison
Disseminator
Figure head
Entrepreneur
(USMAN KHALID)
What would be the best description of plans that focus on the broad future of the
organization and incorporate both external environmental demands and internal
resources into managers' actions?
Select correct option:
Operational plans
Tactical plans
Strategic plans
Holistic plans
Which of the following scientist is most closely associated with the Hawthorne studies?
Select correct option:
Adams
Mayo
Lawler
Barnard
When objectives are not written down or rarely verbalized, and the planning is general
and lacks continuity, which of the following types of planning is used?
Select correct option:
Environmental planning
Economic planning
Informal planning
Formal planning
Which of the following is the power that rests on the leaders ability to punish or control?
Select correct option:
Reward power
Coercive power
Expert power
Referent power
Which of the following theory is currently the most widely accepted when describing
employee motivation?
Select correct option:
Reinforcement
Three-need
Expectancy
Equity
Activities such as taking visitors to dinner and attending ribbon cutting ceremonies come
under which of the following management role?
Select correct option:
Leader
Liaison
Figurehead
Negotiator
LG and Sony electronics agreed to cooperate on developing new technologies.
Representatives from each firm meet regularly to coordinate this new venture. Which of
the following roles these mangers are playing?
Select correct option:
Liaison
Leader
Disseminator
Spokesperson
What type of an organization actively creates, acquires, and transfers knowledge within
itself and is able to modify its behavior to reflect new knowledge?
Select correct option:
Enlightened organization
Conceptualized organization
Learning organization
Modern organization
Which of the following is a process that involves managers from all parts of the
organization in the formulation of strategic goals?
Select correct option:
Strategic management
Strategic positioning
Strategic planning
Strategic organizing
Which of the following is NOT a key element of the Total Quality Management
approach?
Focus on the customer
Employee involvement
Continuous improvement
Focus on the supplier
When call center managers spend much of their time monitoring customer calls and
giving employees feedback about how to improve their dialogue with customers in the
future, these managers are using which of the following skills?
Technical
Conceptual
Situational
Ethical
The process of selecting decision criteria is accomplished by:
Massaging the data that will support a given decision
Flipping a coin to produce a 50-50 chance of being right
Determining what is relevant in making the decision
Examining the difference in the opportunities available
Alternatives that an organization chooses from its operations across several industries
and several markets is called:
Business-level strategy
Corporate-level strategy
Functional-level strategy
Market-level strategy
Leading
Controlling
Organizing
Planning
The plans which deal with fairly small set of activities are called:
Strategic plan
Tactical plan
Operational plan
Personal plan
Which of the following can be defined as the art and science of formulating,
implementing and evaluating cross-functional decisions that enable an organization to
achieve its objectives?
Strategy formulation
Strategy evaluation
Strategy implementation
Strategic management
Which of the following is NOT one of the situational factors thought to influence the
relationship between leader behavior and subordinate motivation to perform in the pathgoal theory?
Preferences of the leader
Subordinate locus of control
Characteristics of the work group
Task structure
All of the following are the examples of the actions that can be taken in strategy
implementation stage EXCEPT:
Select correct option:
Changing organization's pricing strategy
Developing new employee benefits
Transferring managers among divisions
Taking corrective action when needed
The method by which strategies are operational zed or executed within the organization
is called:
Select correct option:
Strategy implementation
Strategy evaluation
Strategy formulation
Strategy imitation
The idea that employees should also share the profit of organization was given by:
Select correct option:
Frederick Taylor
Robert Owen
Charles Babbage
W. Edwards Deming
In some countries, such as Venezuela, titles, rank, and status carry a lot of weight.
These countries have a large:
Select correct option:
Power distance
Uncertainty avoidance
Short- versus long-term orientation
Individualism versus collectivism
Which of the following is associated with the classical view of social responsibility?
Select correct option:
Economist Robert Reich
Concern for social welfare
Stockholder financial return
Voluntary activities
Which of the following management thinker created a role classification system based
on how managers spend their time at work to describe a manager's role?
Select correct option:
Peter Brabeck-Letmathe
Abraham Maslow
Andrea Jung
Henry Mintzberg
Which of the management tasks is the most important for a supervisory manager?
Select correct option:
Planning
Organizing
Controlling
Staffing
Which of the following theory is currently the most widely accepted when describing
employee motivation?
Select correct option:
Reinforcement
Three-needs
Expectancy
Equity
A leader, such as Bill Gates of Microsoft, who can inspire followers above their own selfinterests and can have a profound effect on their performance, are known as which of
the following?
Select correct option:
Transactional leaders
Directive leaders
Informational leaders
Transformational leaders
A situation in which an organization is not implementing valuable strategies that are
being implemented by competing organization is called:
Select correct option:
Competitive disadvantage
Distinctive competencies
Competitive edge
Competitive parity
Which of the following term is defined as a business firms obligation, beyond that
required by law and economics, to pursue long-term goals that are good for society?
Select correct option:
Social obligation
Social responsibility
Social screening
Values-based management
Investors
All of the given options
Which of the following is the accountability for the achievement of objectives, the use of
resources, and the adherence to organizational policy?
Select correct option:
Power
Responsibility
Authority
Planning
Which management theory focuses on managing the total organization?
Select correct option:
Scientific management
Administrative management
Behavioral management
Quantitative management
The following is the process of developing businesses to pursue trends and changes
that no one else has seen before?
Select correct option:
Entrepreneurship
Division of labor
Evolution
E-commerce
A learning organization has developed its________.
Select correct option:
Educational department to keep employees trained
Capacity to adapt and change
Barriers to entry of its markets
A sustainable competitive advantage that is easy to maintain
The greater the risk involves in making a decision, the greater the:
Select correct option:
Outcomes
Information available
Rewards (NOT SURE)
Uncertainty
Which of the following early advocates of organizational behavior was the first to
argue that organizations were open systems?
Robert Owens
Hugo Munsterberg
Mary Parker Follett
Chester Barnard
The people at the bottom of the organization generally deal with repetitive and
familiar problems such as workers who are late or machinery that breaks down.
As a result, most of the decisions made by first line supervisors are:
Programmed decisions
Ill-structured decisions
Novel decisions
Non-programmed decisions
The method by which strategies are operational zed or executed within the
organization is called:
Strategy implementation
Strategy evaluation
Strategy formulation
Strategy imitation
The belief that businesses should be responsible because such actions are right
for their own sake is known as which argument for social responsibility?
Public expectation
Ethical obligation
Public image
Discouragement of government regulation
1 . _________ are involved with managing the work of employees involved directly in production.
Top managers
Chief executive officer
Middle managers
Front-line managers
First-line managers
2 . "Doing things right" describes"
top managers
middle level managers
effectiveness
leadership
efficiency
3 . : ______ managers typically have titles such as CEO, COO, VP:
agency head
subordinates
top managers
middle managers
first-line managers
4 . ______________ studied five chief executives at work and identified ten managerial roles.
Michael Porter
Max Weber
Henri Fayol
Robert Katz
Henry Mintzberg
5 . _______________ first wrote about the management functions.
Michael Porter
Max Weber
Robert Katz
Henri Fayol
Henry Mintzberg
6 . According to the text, traditional organizations need to be transformed into new organizations (more
dynamic, flexible and consumer-oriented) in order to survive.
True
False
7 . Acquiring power is a management skill associated with which management function(s):
organizing and leading
planning and organizing
designing motivating jobs
leading and controlling
resource allocation, leadership, and planning
8 . All organizations share the three following characteristics:
distinct purpose, structure, and profit maximization
distinct purpose, profit maximization, and goal attainment
distinct purpose, deliberate structure, and people
profit maximization, structure, and people
leadership, people, and profit maximization
9 . All three of Mintzberg's interpersonal roles are part of the leading function.
True
False
10 . All three of Mintzberg's interpersonal roles are part of the leading function.
True
False
11 . Bill Jackson is the coach of his college soccer team. He is probably:
a top manager
a first-line manager
a middle manager
a unit chief
a managing director
12 . Budgeting is a management skill associated with which management function(s):
planning and leading
planning and controlling
leading and controlling
planning and organizing
controlling and organizing
13 . Efficiency and effectiveness are interrelated.
True
False
14 . In new organizations, workdays have no time boundaries.
True
False
15 . In the coming years, Canada faces a shortage of managers.
True
False
16 . Interpersonal roles include leader, liaison, and figurehead.
True
False
17 . Interpersonal roles include leader, liaison, and figurehead.
True
False
18 . It is easier to be effective if one ignores efficiency.
True
False
19 . Management is defined as a process of __________.
coordinating work activities so that they are completed efficiently and effectively through other people
The work of managers.
Achieving efficiencies at the expense of effectiveness.
coordinating the work of others so that they are effective producers
managing staff and resources
20 . New organizations tend to be less flexible and more dynamic.
True
False
controlling
increasing efficiency
increasing effectiveness
leading
31 . The function of leading also includes motivating and resolving conflicts.
True
False
32 . The function of leading also includes motivating and resolving conflicts.
True
False
33 . Traditional organizations tend to be more dynamic and more command-oriented.
True
False
34 . Traditional organizations tend to be more dynamic and more command-oriented.
True
False
35 . When a CEO holds board meetings, they are acting in the role of:
spokesperson
entrepreneur
disseminator
monitor
figurehead
36 . Which of the following factors is not a variable in the contingency perspective to management?
people skills
task technology
environmental uncertainty
individual differences
size of organization
37 . Which of the following is not typical of conceptual skills relevant to today's managers?
the ability to think and conceptualize about abstract situations
the ability to see the organization as a whole
the ability to see how the organization fits into its broader environment
the ability to see the relationships among the organization's sub-units
the ability to plan and lead effectively
38 . Which of the following is part of Mintzbergs Decisional management role?
Leader
Liaison
Figurehead
Negotiator
Monitor
39 . Which of the following statements about organizations is not true?
Distinctive competencies
Common strength
Competitive edge
Competitive parity
Ref: http://books.google.com.pk/books?id=ROvGf0pvK8C&pg=PA204&lpg=PA204&dq=Organizations+that+exploit+their+distincti
When a manger made a decision and he is uncertain about the outcomes. His
decision is likely to be:
Of Poor Quality
Unacceptable
Successful
Risky
Non-programmed decisions are typically made under a condition of which of the
following?
Certainty
Low levels of risk
Uncertainty
Reliability
Which of the following is part of the 14 principles of management identified by
Henri Fayol?
Scalar chain
Innovation
Efficiency
Motivation
The threat of new entrants is the extent to which new competitors can easily enter
a market. Thus the threat of new entrants for a local restaurant than a automobile
company is
High
Low
Moderate
Equal
restaurant and automible company both demand a specific set of expertise and considerable
workforce. In addition to this, both demand a good amount of capital to commence the
business.
Which of the following BEST describes directional plans?
Flexible plans that set out general guidelines
Stringent plans that establish specific directions
Formal plans that provide the directions of how to assemble the product.
General plans that allow the workers to change the schedule of production
SWOT analysis divides organizational strengths into two categories; common
strength and__.
Strategic imitation
Competitive edge
Competitive parity
Distinctive competencies
When objectives are not written down or rarely verbalized, and the planning is
general and lacks continuity, which of the following types of planning is used?
Select correct option:
Environmental planning
Economic planning
Informal planning
Formal planning
Which one of the following is an example of organization?
Select correct option:
Hospitals
Colleges
Factories
All of the given options
The principle of Division of Labor was given by:
Select correct option:
Frederick Taylor
Joseph Juran
Adam Smith
W. Edwards Deming
Which of the following types of plans is highly interdependent and must take into account
the resources and capabilities of the entire organization and its external environments?
Select correct option:
Operational plans
Strategic plans
Tactical plans
Budgetary plans
In some countries, such as Venezuela, titles, rank, and status carry a lot of weight. These
countries have a large:
Select correct option:
Power distance
Uncertainty avoidance
Short- versus long-term orientation
Individualism versus collectivism
Plant managers come under which of following management levels?
Select correct option:
First-line managers
Non-managerial employees
Middle managers
Top managers
At the very first stage of establishment, organizations are generally indulged in:
Select correct option:
Planning
Organizing
Leading
Controlling
Feed Back of ____ is necessary to improve the quality of the product.
Select correct option:
Customers
Employees
Investors
All of the given options
Which one of the following is weakness of MBO?
Select correct option:
Requires training of employees
Coordination of goals and plans
Clarify priorities and expectation
Foster employee motivation
The process of monitoring performance, comparing it with goals and correcting any
significant deviations is known as:
Select correct option:
Planning
Organizing
Leading
Controlling
Associations of different nations like European Union & NAFTA have been established to:
Share the armies of each other
Stabilize the political systems
Promote open trade among nations
All of the given options
A leading supporter of the classical view argues that anytime managers decide on their own
to spend their organizations resources for the social good, are:
Contributing social benefits in the name of goodwill
Just doing what the government says they have to do
Helping make society a better place for everyone to live
Adding to the costs of doing business
Managers are also responsible for improving stakeholder involvement in decisions making
and actions taking.
The organization that has developed the capacity to continuously learn, adapt, and change
is called:
Virtual organization
Learning organization
Traditional organization
Bureaucratic organization
A Learning Organization is the term given to a company that facilitates the learning of its
members and continuously transforms itself .It is an organization that has developed the
continuous capacity to adapt and change. Like every individuals learn, organizations also
learn things to adapt and change.
Tax revenues and government grants for a city are called its:
Human resources
Financial resources
Physical resources
Informational resources
is called:
Knowledge management
Technical management
Software management
Systems management
The most tempting question for leader, How do I motivate people in spite of constraints?,
addresses:
Select correct option:
Planning function
Organizing function
Leading function
Controlling function
Planning involves defining the organizations goals, establishing an overall strategy for
achieving these goals, and developing a comprehensive set of plans to integrate and
coordinate organizational work. Planning is in fact the advance decision making by
managers. Keeping in mind that decision making and decision taking, may it be for present
or for future is always required and is very much a managerial job.
Which one of the following approaches to management has also been labeled as operations
research or management science?
The qualitative approach
The quantitative approach
The experimental approach
The theoretical approach
The quantitative approach, also called operations research or management science, is the
use of quantitative techniques to improve decision making, and it evolved out of the
development of mathematical and statistical solutions to military problems during World War
II.
Similar activities that are grouped together under one manager in an organization is called:
Authority
Unity of command
Unity of direction
Order
Ref http://books.google.com.pk/books?
id=CmFjF5tNmuEC&pg=PA25&lpg=PA25&dq=Similar+activities+that+are+grouped+together+under+one+manager+i
n+an+organization+is
A culture where employees show a great deal of respect for authority and where titles and
ranks are important would be an example of which dimension of national culture?
Individualism versus collectivism
Power distance
Uncertainty avoidance
Short- versus long-term orientation
Geert Hofstede found that national cultures differed on four dimensions: individualism vs.
collectivism, which describes who its believed is responsible for caring for peoplethe
individual or the group; (b) power distance, or the extent to which a society accepts the fact
that power is distributed unequally; (c) uncertainty avoidance, or the degree to which
people are tolerant of behavior and opinions that differ from their own; and (d) quantity of
life (assertiveness and the acquisition of money and material goods) vs. quality of life
(importance of relationships and concern for the welfare of others).
A guest at a hotel complains that the room hasnt been thoroughly vacuumed. This is an
event that occurs occasionally and can be handled with a standardized, routine response.
This would be a:
A programmed decision
Ill-structured decisions
Novel decisions
Non-programmed decisions
Non-programmed decisions are those for which predetermined decision rules are
impractical because the situations are novel and/or ill-structured.
Directional plans are flexible plans that set out general guidelines. Single-use plans are
one-time plans specifically designed to meet the needs of a unique situation. Standing plans
are ongoing plans that provide guidance for activities performed repeatedly and include
policies, rules, and procedures.
What was the focus of Charles Babbages (an English mathematician) attention?
Select correct option:
Efficiencies of production
Division of labor
Unity of direction
Centralization
Which of the following view is concerned with respecting and protecting individual liberties
and privileges such as the rights to privacy, freedom of conscience, free speech, life and
safety, and due process?
Select correct option:
Utilitarian view
Rights view
Theory of justice view
Integrative social contracts theory view
The rights view of ethics says that ethical decisions are concerned with respecting and protecting
individual liberties and privileges such as the rights of privacy, freedom of conscience, free speech, life
and safety, and due process.
Which of the following theory proposes that ethical decisions be based on existing ethical
norms in industries and communities in order to determine what constitutes right and
wrong?
Select correct option:
Theory of justice of ethics
Integrative social contracts
Right view of ethics
Utilitarian view of ethics
Entropy
Quantitative perspective
Which of the following is a one-time plan specifically designed to meet the needs of a unique
situation.
Select correct option:
Multipurpose plan
Strategic plan
Operational plan
Single-use plan
Which of the following is a cultural dimension in which people expect others in their group to
look after them and protect them when they are in trouble?
Select correct option:
Power distance
Collectivism
Short- versus long-term orientation
Uncertainty avoidance
People with which of the following decision making style have a high tolerance for ambiguity
and tend to focus on the people or social aspects of a work situation
Analytical
Behavioral
Directive
Conceptual
b. The analytic style is one characterized by a high tolerance for ambiguity and a rational
way of
thinking.
Amna has been given goals related to the rollout and sales of her department. Her success
at implementing the strategy will be assessed by comparing actual performance against the
goals. This comparison is known a
Planning
Organizing
Implementing
Controlling
Which of the following types of plans is highly interdependent and must take into account
the resources and capabilities of the entire organization and its external environments
Operational plans
Strategic plans
Tactical plans
Budgetary plans
A leading supporter of the classical view argues that anytime managers decide on their own
to spend their organizations resources for the social good, are:
Contributing social benefits in the name of goodwill
Just doing what the government says they have to do
Helping make society a better place for everyone to live
Adding to the costs of doing business
A form of group decision making in which a group is used to achieve a consensus of expert
opinion is called:
Interacting group
Delphi technique
Nominal group
Brainstorming
nafta
Which of the given function plays an essential role in assuring the exact performance
towards goal attainment
Planning
Organizing
Leading
Controlling
The major contribution of the Industrial Revolution was the substitution of______ for human
power.
Machine power
Electricity
Water power
Critical thinking
Which of the following is known as the process of getting activities completed efficiently and
effectively with and through other people
Leading
Management
Supervision
Controlling
When objectives are not written down or rarely verbalized, and the planning is general and
lacks continuity, which of the following types of planning is used
Environmental planning
Economic planning
Informal planning
Formal planning
Which one of the following items best reflects the extent to which a society places a high
value on reducing risk and instability
Uncertainty avoidance
Power distance
Masculinity/femininity
Long-term/short-term orientation
The management process includes all of the following management functions EXCEPT:
Planning
Innovating
Leading
Organizing
Associations of different nations like European Union & NAFTA have been established to:
Associations of different nations like European Union & NAFTA have been established to:
Share the armies of each other
Stabilize the political systems
Promote open trade among nations
All of the given options
c. minimax
d. minimin
(a; moderate; p. 146)
91. Which of the following best describes maximizing the minimum possible payoff?
a. maximax
b. maximin
c. minimax
d. minimin
(b; moderate; p. 146)
92. An individual making a maximin type of choice has what type of psychological orientation concerning
uncertain decision making?
a. optimist
b. realist
c. pessimist
d. satisficer
(c; moderate; p. 146)
93. Which of the following would best describe the psychological orientation of an individual making a
maximax type of choice?
a. optimist
b. realist
c. pessimist
d. satisficer
(a; moderate; p. 146)
94. Optimistic managers could be expected to utilize their maximax orientation when they _______________.
a. maximize the maximum payoff
b. maximize the minimum payoff
c. minimize the maximum regret
d. minimize the minimum regret
(a; easy; p. 146)
95. According to the textbook, a manager who desires to minimize his or her maximim regret will opt for a
______________ choice.
a. maximax
b. maximin
c. minimax
d. minimin
(c; moderate; p. 146)
96. All of the following are mentioned in the textbook as decision-making styles except _________________>
a. directive
b. egotistical
c. analytic
d. conceptual
(b; moderate; p. 147)
102. Colleen needs a vehicle, but she has to decide if the vehicle is worth repairing. She is facing a(n)
_____________, a discrepancy between an existing and a desired state of affairs.
a. alternative
b. weighted problem set
c. problem
d. certainty avoidance situation
(c; moderate; p. 134)
103. In talking with an automotive repair person, Colleen needs to prioritize the repairs. Her first concern is
safety of the vehicle. This step in the decision-making process is called __________________.
a. weighting the decision criteria
b. analysis of alternatives
c. identification of decision criteria
d. selection of an alternative
(c; moderate; p. 136)
104. Colleen decides to have all of the problems fixed on the car. She assumes that the repair person has
found all the problems and that there will be no problem correcting the imperfections within a specified
budget. This is an example of a __________ decision.
a. parochial
b. irrational
c. ethical
d. rational
(d; challenging; p. 139)
105. Colleens brother has a different view of the repairs. He assumes that the repair person is using the best
information available, but there may be other unexpected repairs that might surface and that a higher budget
might be more reasonable. He is using ______________.
a. rational decision making
b. risk avoidance
c. bounded rationality
d. Stage 4 decision making
(c; challenging; p. 140)
106. Colleens brother feels the car is worth repairing because he has owned several cars made by the same
manufacturer as this car, and he has driven this car for several years. He is using _________ to decide the car
has value despite of its need of repair.
a. intuitive decision making
b. selective coordination of thought processes
c. sunk costs
d. return on investment
(a; challenging; p. 141)
prepared to work in an advertising agency, the first job that you are offered is a supervisor in a manufacturing
company working the afternoon shift from 3:00 P.M. until 11:00 P.M.
107. Although the job in the manufacturing firm was good enough, you acted in a __________ manner by
accepting a job.
a. self-righteous
b. boundedly rational
c. satisfactory
d. liberal
(b; moderate; p. 140)
108. If you had made a larger search using the Internet and other employment search processes, you might
have been able to find more employment opportunities. This would have been a more _________ decisionmaking process.
a. nonprogrammable
b. uncertain
c. risky
d. perfectly rational
(d; moderate; p. 139)
109. Under bounded rationality, you would be expected to search for a job by ________________.
a. looking at all the opportunities that can be analyzed in the time available
b. looking at all the opportunities available
c. looking outside the box in your search
d. analyzing all the opportunities until you find the perfect job
110. If you use a shortened process of searching for a job, it is likely you ___________ rather than maximized
in your decision process.
a. minimized
b. rationalized
c. satisficed
d. agreed
(c; challenging; p. 140)
111. During your job search, you depend on __________ decision making by making your decision on
accumulated judgment and experience.
a. experiential
b. legal
c. intuitive
d. formidable
115. Sometimes Sharon instructs her local managers to follow ______________ when confronted with
problem situations These establish parameters for the manager making the decision rather than specifically
stating what should or should not be done.
a. rules
b. procedures
c. policies
d. orders
(c; moderate; p. 142)
Decision-Making Conditions (Scenario)
Sandy Jo is the manager for TrucksRUs, a medium-sized hauling service located in the Southeast. She is responsible
for scheduling trucks, initiating new routes, and staffing both existing and new routes. She is currently struggling with
existing information about the profitability of existing and future truck routes.
116. Joe, Sandy Jos best driver, tells her that he believes he can estimate that there is a 75 percent
probability that they can get the business of Pork Brothers, Inc. if they initiate a truck route through rural
North Carolina. Joe is operating under a condition of ______________.
a. certainty
b. risk
c. uncertainty
d. maximax
117. Sandy Jo can make accurate decisions if she is willing to pay $5,000 for research about the profitability
of various truck routes. If she pays for the research, she believes that she is operating under a condition of
____________.
a. certainty
b. risk
c. uncertainty
d. maximax
(a; difficult; p. 144)
118. Sandy Jo knows that she is operating in an uncertain environment. She is basically an optimist, and we
would, therefore, expect her to follow a ______________ strategy.
a. certainty
b. risk
c. uncertainty
d. maximax
(d; moderate; p. 146)
119. Sandy Jo knows that she is operating in an uncertain environment. She is basically a pessimist, and we
would, therefore, expect her to follow a ______________ strategy.
a. certainty
b. risk
c. minimax
d. maximin
(d; moderate; p. 146)
120. Sandy Jo wishes to minimize her regret and will probably opt for a ______________ strategy.
a. certainty
b. risk
c. minimax
d. maximax
(c; moderate; p. 146)
Managing Your Career (Scenario)
Michelle has a new job and is learning to perform the tasks assigned to her. Different situations demand different
decision-making processes.
121. Michelle finds a situation that instructs her in specific, interrelated, sequential steps to respond to a
problem. This is referred to as a _____________.
a. rule
b. policy
c. broad guideline
d. procedure
(d; challenging.; p. 142)
122. Michelle finds a company directive that specifically restricts her from taking certain actions. This is a
_____________.
a. rule
b. policy
c. broad guideline
d. procedure
(a; moderate; p. 142)
123. As she learns the general guidelines of the job, Michelle is given more decision-making authority. The
guidelines establish parameters for decision making and are referred as a _____________.
a. rule
b. policy
c. broad guideline
d. procedure
(b; challenging; p. 142)
124. Michelle eventually finds a problem that has no cut-and-dry solution. The problem is unique and will
never occur again. This problem is referred to as _____________.
a. flexible
b. programmed
c. adaptable
d. nonprogrammed
(d; moderate; p. 143)
Essay Questions
THE DECISION-MAKING PROCESS
125. In a short essay, list and discuss the eight steps in the decision-making process.
Answer
a. Step 1: Identifying a problemthe decision-making process begins with the existence of a problem or a
discrepancy between an existing and a desired state of affairs. However, a discrepancy without pressure to take
action becomes a problem that can be postponed.
b. Step 2: Identify decision criteriaonce the manager has identified a problem that needs attention, the decision
criteria important to resolving the problem must be identified. That is, managers must determine whats relevant in
making a decision.
c. Step 3: Allocating weights to the criteriaat this step, the decision maker must weigh the items in order to give
them the correct priority in the decision. A simple approach is to give the most important criterion a weight of 10 and
then assign weights to the rest against that standard.
d. Step 4: Developing alternativesthe fourth step requires the decision maker to list the viable alternatives that could
resolve the problem. No attempt is made in this step to evaluate the alternative, only to list them.
e. Step 5: Analyzing alternativesonce the alternatives have been identified, the decision maker must critically
analyze each one. From this comparison, the strengths and weaknesses of each alternative become evident.
f. Step 6: Selecting an alternativethe sixth step is the important act of choosing the best alternative from among
those considered. All the pertinent criteria in the decision have now been determined and weighted, and the
alternatives have been identified and analyzed.
g. Step 7: Implementing the alternativeimplementation involves conveying the decision to those affected by it and
getting their commitment to it. If the people who must carry out a decision participate in the process, theyre more
likely to enthusiastically support the outcome than if they are just told what to do.
h. Step 8: Evaluating decision effectivenessthe last step in the decision-making process involves appraising the
outcome of the decision to see if the problem has been resolved. Did the alternative chosen and implemented
accomplish the desired result? If not, the manager may consider returning to a previous step or may even consider
starting the whole decision process over.
(difficult; p. 134)
THE MANAGER AS DECISION MAKER
126. In a short essay, discuss the assumptions of rationality and the validity of those assumptions.
Answer
A decision maker who was perfectly rational would be fully objective and logical. He or she would carefully define a
problem and would have a clear and specific goal. Moreover, making decisions using rationality would consistently
lead toward selecting the alternative that maximizes the likelihood of achieving that goal. The assumptions of
rationality apply to any decision. Rational managerial decision making assumes that decisions are made in the best
economic interests of the organization That is, the decision maker is assumed to be maximizing the organizations
interests, not his or her own interests. Managerial decision making can follow rational assumptions if the following
conditions are met: The manager is faced with a simple problem in which the goals are clear and the alternatives
limited, the time pressures are minimal, the cost of seeking out and evaluating alternatives is low, the organizational
culture supports innovation and risk taking, and outcomes are relatively concrete and measurable However, most
decisions that managers face in the real world dont meet all those tests.
(moderate; p. 139)
127. In a short essay, discuss bounded rationality and satisficing.
Answer
Despite the limits to perfect rationality, managers are expected to follow a rational process when making decisions.
However, certain aspects of the decision-making process are not realistic as managers make decisions. Instead,
managers tend to operate under assumptions of bounded rationality; that is, they behave rationally within the
parameters of a simplified decision-making process that is limited by an individuals ability to process information.
Managers satisfice, rather than maximize, because they cant possibly analyze all information on all alternatives. That
is, they accept solutions that are good enough. They are being rational within the limits of their informationprocessing ability.
(easy; p. 140)
128. In a short essay, discuss the difference between well-structured and poorly-structured problems.
Include specific examples of each type of problem to support your answer. Next, discuss the type of
decisions that would be used to address each of these problems.
Answer
a. Well-structured problemsthe goal of the decision maker is clear, the problem is familiar, and information about the
problem is easily defined and complete. Examples of these types of problems might include a customer wanting to
return a purchase to a retail store, a supplier being late with an important delivery, a news team responding to an
unexpected and fast-breaking event, or a colleges handling of a student wanting to drop a class. Such situations are
called well-structured problems because they are straightforward, familiar, and easily defined problems. In handling
these problem situations, the manager uses a programmed decision. Decisions are programmed to the extent that
they are repetitive and routine and to the extent that a definite approach has been worked out for handling them.
Since the problem is well structured, the manager doesnt have to go to the trouble and expense of going through an
involved decision progress. Programmed decision making is relatively simple and tends to rely heavily on previous
solutions.
b. Poorly-structured problemsthese problems are new or unusual, and information for them is ambiguous or
incomplete. For example, the selection of an architect to design a new corporate manufacturing facility in Bangkok is
an example of a poorly-structured problem. When problems are poorly structured, managers must rely on
nonprogrammed decision making in order to develop unique solutions. Nonprogrammed decisions are unique and
nonrecurring. When a manager confronts a poorly-structured problem or one that is unique, there is no cut-and-dry
solution. It requires a custom-made response through nonprogrammed decision making.
(difficult; p. 142)
129. In a short essay, discuss the differences between a procedure, a rule, and a policy. Include specific
examples of each to support your answer.
Answer
a. A procedure is a series of interrelated sequential steps that a manager can use for responding to a structured
problem. The only real difficulty is in identifying the problem. Once the problem is clear, so is the procedure. For
instance, a purchasing manager receives a request from the sales department for 15 PalmPilots for use by the
companys customer service representatives. The purchasing manager knows that there is a definite procedure for
handling this decision. The decision-making process in this case is merely executing a simple series of sequential
steps.
b. A rule is an explicit statement that tells a manager what he or she can or cannot do. Managers frequently use rules
when they confront a well-structured problem because they are simple to follow and ensure consistency. For example,
rules about lateness and absenteeism permit supervisors to make disciplinary decisions rapidly and with a relatively
high degree of fairness.
c. A policy provides guidelines to channel a managers thinking in a specific direction. In contrast to a rule, a policy
establishes parameters for the decision maker rather than specifically stating what should or should not be done.
Policies typically contain an ambiguous term that leaves interpretation up to the decision maker. For instance, each of
the following is a policy statement: The customer always comes first and should always be satisfied, We promote
from within, whenever possible, and Employee wages shall be competitive within community standards.
(moderate; p. 142)
True/False Questions
THE DECISION-MAKING PROCESS
1.
2.
3.
The final step in the decision-making process is implementing the chosen alternative.
(False; moderate; p. 138)
4.
It is possible that at the end of the decision-making process you may be required to start
the decision process over again.
(True; easy; p. 138)
5.
6.
The step in the decision-making process that involves choosing a best alternative is
termed implementation.
(False; moderate; p. 138)
THE MANAGER AS DECISION MAKER
7.
8.
9.
10.
11.
12.
13.
14.
do.
A policy is an explicit statement that tells a manager what he or she ought or ought not to
(False; moderate; p. 142)
15.
16.
17.
18.
19.
20.
21. Risk is a situation in which a decision maker has neither certainty nor reasonable
probability estimates.
(False; difficult; p. 144)
22.
23. People who have a low tolerance for ambiguity and are rational in their way of thinking are
said to have a directive style.
(True; moderate; p. 147)
24. Decision makers with an analytic style have a much lower tolerance for ambiguity than do
directive types.
(False; moderate; p. 147)
25. Individuals with a conceptual style tend to be very broad in their outlook and will look at
many alternatives.
(True; moderate; p. 147)
26.
27. Risk is the condition in which the decision maker is able to estimate the likelihood of
certain outcomes.
(True; easy; p. 144)
Multiple-Choice Questions
For each of the following choose the answer that most completely answers the question.
THE DECISION-MAKING PROCESS
30.
a.
b.
c.
d.
31. A series of eight steps that begins with identifying a problem and decision criteria and
allocating weights to those criteria; moves to developing, analyzing, and selecting an alternative
that can resolve the problem; implements the alternative; and concludes with evaluating the
decisions effectiveness is the ___________.
a.
decision-making process
b.
managerial process
c.
maximin style
d.
bounded rationality approach
(a; easy; p. 134)
32. A(n) ____________ is the existence of a discrepancy between existing and a desired state
of affairs.
a.
b.
c.
d.
33.
a.
b.
c.
d.
opportunity
solution
weakness
problem
(d; easy; p. 134)
34.
a.
b.
c.
d.
35.
a.
b.
c.
d.
38.
a.
b.
c.
d.
39.
a.
b.
c.
d.
If all criteria in the decision making are equal, weighting the criteria ______________.
improves decision making when large numbers of criteria are involved
is not needed
produces excellent decisions
improves the criteria
(b; easy; p. 136)
Which of the following must be present in order to initiate the decision-making process?
plenty of time
pressure to act
a lack of authority
a lack of resources
(b; moderate; p. 134)
40.
a.
b.
c.
d.
41. Which of the following is the step in the decision-making process that follows identifying a
problem and decision criteria?
a.
allocating weights to the criteria
b.
analyzing the alternatives
c.
selecting the best alternative
d.
implementing the alternative
(a; moderate; p. 136)
42. In allocating weights to the decision criteria, which of the following is helpful to remember?
a.
All weights must be the same.
b.
The total of the weights should sum to 1.0.
c.
Every factor criterion considered, regardless of its importance, must receive some
weighting.
d.
Assign the most important criterion a score, and then assign weights against that
standard.
(d; difficult; p. 136)
43. In Step 6 of the decision-making process, each alternative is evaluated by appraising it
against the _____________.
a.
subjective goals of the decision maker
b.
criteria
c.
assessed values
d.
implementation strategy
(b; moderate; p. 138)
44. Selecting an alternative in the decision-making process is accomplished by
__________________.
a.
choosing the alternative with the highest score
b
choosing the one you like best
c.
selecting the alternative that has the lowest price
d.
selecting the alternative that is the most reliable
(a; easy; p. 138)
45.
to it.
a.
b.
c.
d.
______________ includes conveying a decision to those affected and getting their commitment
selecting an alternative
evaluation of decision effectiveness
implementation of the alternatives
analyzing alternatives
(c; moderate; p. 138)
46. Which of the following is important in effectively implementing the chosen alternative in the
decision-making process?
a.
b.
b.
d.
47.
a.
b.
c.
d.
48. Which of the following is important to remember in evaluating the effectiveness of the
decision-making process?
a.
ignore criticism concerning the decision-making process
b.
you may have to start the whole decision process over
c.
Restart the decision-making process if the decision is less than 50 percent effective.
d.
Ninety percent of problems with decision making occur in the implementation step.
(b; difficult; p. 138)
THE MANAGER AS DECISION MAKER
49. Managers are assumed to be ______________; they make consistent, value-maximizing
choices within specified constraints.
a.
rational
b.
leaders
c.
organized
d.
satisficers
(a; easy; p. 139)
50.
a.
b.
c.
d.
51. Rational managerial decision making assumes that decisions are made in the best
______________ interests of the organization.
a.
economic
b.
pay-off
c.
statistical
d.
budgetary
(a; moderate; p. 139)
52.
a.
b.
c.
d.
53.
a.
b.
c.
d.
54.
a.
b.
c.
d.
55. In bounded rationality, managers construct ______________ models that extract the
essential features from problems.
a.
multiple
b.
binding
c.
interactive
d.
simplified
(d; difficult; p. 140)
56. According to the textbook, because managers cant possibly analyze all information on all
alternatives, managers ______________, rather than ______________.
a.
maximize; satisfice
b.
maximize; minimize
c.
satisfice; minimize
d.
satisfice; maximize
(d; moderate; p. 140)
57. When managers circumvent the rational decision-making model and find ways to satisfice, they are following
the concept of _________________.
a.
jurisprudence
b.
bounded rationality
c.
least-squared exemptions
d.
self-motivated decisions
(b; moderate; p. 140)
58. The type of decision making in which the solution is considered good enough is known
as which of the following?
a.
intuition
b.
rationalization
c.
maximizing
d.
satisficing
(d; moderate; p. 140)
59. When a decision maker chooses an alternative under perfect rationality, she chooses a
______________ decision, whereas under bounded rationality she chooses a ______________
decision.
a.
minimizing; satisficing
b.
satisficing; maximizing
c.
maximizing; satisficing
d.
maximizing; minimizing
(c; difficult; p. 140)
60. An increased commitment to a previous decision despite evidence that it may have been
wrong, is referred to as _______________.
a.
economies of commitment
b.
escalation of commitment
c.
dimensional commitment
d.
expansion of commitment
(b; moderate; p. 141)
61.
a.
b.
c.
d.
62.
a.
b.
c.
d.
63.
a.
b.
c.
d.
b.
c.
d.
structured problems
unique problems
nonprogrammed problems
(b; moderate; p. 142)
66.
a.
b.
c.
d.
67. The most efficient way to handle structured problems is through ______________
decision making.
a.
linear
b.
unique
c.
focused
d.
programmed
(d; moderate; p. 142)
68. ______________ decision making is relatively simple and tends to rely heavily on
previous solutions.
a.
Nonprogrammed
b.
Linear
c.
Satisficing
d.
Programmed
(d; moderate; p. 142)
69.
a.
b.
c.
d.
70.
a.
b.
c.
d.
71. A ______________ is an explicit statement that tells a manager what he or she can or
cannot do.
a.
procedure
b.
policy
c.
rule
d.
solution
(c; moderate; p. 142)
72.
a.
b.
c.
d.
73.
a.
b.
c.
d.
A policy ____________.
typically contains an ambiguous term
is used frequently when a manager faces a well-structured problem
allows little discretion on the part of the manager
offers strict rules as to how a problem should be solved
(a; moderate; p. 142)
Which of the following factors contrasts the difference between a policy and a rule?
a policy establishes parameters
a rule establishes parameters
a policy is more explicit
a rule is more ambiguous
(a; difficult; p. 142)
74. According to the textbook, a ______________ typically contains an ambiguous term that
leaves interpretation up to the decision maker.
a.
system
b.
rule
c.
solution
d.
policy
(d; moderate; p. 142)
75. A business schools statement that it strives for productive relationships with local
organizations is an example of a ________________.
a.
rule
b.
policy
c
procedure
d.
commitment
(b; moderate; p. 142)
76.
a.
b.
c.
d.
77.
a.
b.
c.
d.
78. When problems are ______________, managers must rely on ______________ in order
to develop unique solutions.
a.
well structured; nonprogrammed decision making
b.
well structured; pure intuition
c.
poorly structured; nonprogrammed decision making
d.
poorly structured; programmed decision making
(c; moderate; p. 143)
79.
a.
b
c.
d.
80.
a.
b.
c.
d.
98.
Linda has spent the day in a session where the future of her company was discussed. The people
involved were trying to determine what the role of their company was as the 21st century approaches. Goals
were then developed based upon their vision of the company's mission. Linda spent her day on the _____
process.
a. planning
b. organizing
c. leading
d. controlling
(a; Easy; p. 8)
99.
The process of monitoring performance, comparing it with goals, and correcting any significant deviations is
known as
a. planning.
b. organizing.
c. leading.
d. controlling.
(d; Moderate; p. 9)
100. Ann is the CEO of a large manufacturing plant. She has spent her day trying to ensure that the light bulbs
coming off the assembly line light 99.4% of the time. She has spent her day performing the management process of
a. planning.
b. organizing.
c. leading.
d. controlling.
(d; Moderate; p. 9)
101. Mintzberg grouped the ten managerial roles into three primary headings. Which of the following is not one of
these headings?
a. interpersonal relationships
b. transfer of information
c. planning
d. decision making
(c; Moderate; p. 9)
102. The importance of managerial roles varies depending on the _____.
a. managers salary
b. managers acceptance by the employees
c. managers level in the organization
d. length of time the manager has worked in the organization
(c; Challenging; p. 11)
103.
Which of the following acts as an unambiguous measure of the effectiveness of a business organization?
a. efficiency
b. employee satisfaction
c. increased revenues
d. profits
(d; Moderate; p. 12)
104. Managers in not-for-profit organizations, as opposed to profit-seeking organizations, do not face a(n) _____
test for performance.
a. profit-maximizing
b. evaluation
c. employee accountability
d. management by objectives
(a; Challenging; p. 12)
105.
According to Mintzberg, which management category includes the roles of figurehead, leader, and liaison?
a. interpersonal
b. informational
c. decisional
d. planning
(a; Easy; p. 11; Ex. 15)
106.
d. liaison
(c; Easy; p. 11; Ex. 15)
109. Jose is involved with discussions among employees, management, and the union to which his employees
belong. They are discussing wage issues. Management is interested in keeping the wages at minimum wage. The
employees/union want $.50 plus minimum wage. Jose is performing which managerial role?
a. monitor
b. entrepreneur
c. negotiator
d. organizer
(c; Easy; p. 11; Ex. 15)
110
According to the author, small businesses will account for _____ of new job growth in the next decade.
a. 25%
b. 33%
c. 50%
d. 75%
(c; Challenging; p. 12)
114.
Small businesses account for _____ of all non-farm businesses in the United States.
a. 27%
b. 38%
c. 79%
d. 98%
(d; Moderate; p. 12)
115.
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.
(c; Easy; p. 13)
116.
In addition to the percent of time spent in each of the four major management activities, as a manager moves
up the ranks, the _____ of the managerial activities also changes.
a. context
b. synergy
c. content
d. responsibilities
(c; Challenging; p. 11)
117.
Which of the following roles is most important for managers in small firms?
a. disseminator
b. leader
c. spokesperson
d. figurehead
(c; Moderate; p. 13; Ex. 17)
118. Managers in both small and large organizations perform essentially the same activities; only _____ and the
_____ is/are different.
a. how they go about them; company budgets
b. the proportion of time they spend on each; number of employees
c. how they go about them; proportion of time they spend on each
d. length of time they spend on each; professionalism used
(c; Challenging; p. 13)
119.
The universality of management concept typically applies to all except which of the following countries?
a. United States
b. Chile
c. Canada
d. Australia
(b; Moderate; p. 14)
120.
122.
Which skill centers on a manager's mental ability to coordinate all of the organization's interests and
activities?
a. conceptual
b. interpersonal
c. technical
d. political
(a; Moderate; p. 15)
123. The skill that centers on a manager's ability to work with, understand, and motivate other people is known as
_____ skill.
a. conceptual
b. interpersonal
c. technical
d. political
(b; Moderate; p. 15)
124. The skill that centers on a manager's ability to build a power base and establish the "right" connections is
known as _____ skill.
a. conceptual
b. interpersonal
c. technical
d. political
(d; Moderate; p. 15)
125. Becky has joined an organization that promotes the discussion of current management topics. The majority of
the managers in North Carolina belong to the organization. Which managerial skill is Becky addressing?
a. conceptual
b. interpersonal
c. technical
d. political
(d; Moderate; p. 15)
126. Angelo is well known for his skills in using the advanced programming software of the engineering field. In
fact, it was his specialized knowledge that led to his promotion as manager. Which managerial skill is Angelo
demonstrating?
a. conceptual
b. interpersonal
c. technical
d. political
(c; Easy; p. 15)
127. Nancys strength as a manager lies in her ability to work with people. She is able to work with, motivate, and
lead others easily. Nancy is demonstrating which managerial skill?
a. conceptual
b. interpersonal
c. technical
d. political
(b; Moderate; p. 15)
128.
Research has identified six sets of behaviors that explain more than 50% of a manager's effectiveness. Which
of the following is not one of these six sets of behavior?
The management charter initiative (MCI) is based on an analysis of management activities and focuses on
a. what effective managers know, rather than what they should be able to do.
b what skills efficient managers should have.
c. what education is needed by effective managers.
d. what effective managers should be able to do, rather than what they know.
(d; Challenging; p. 16)
132.
The annual income of senior managers at large toy manufacturing firms ranges between
a. $100,000$200,000.
b. $200,000$600,000.
c. $225,000$750,000.
d. $300,000$900,000.
(d; Challenging; p. 17)
133. The average cash compensation in 2001 for 727 of the top executives at the 363 largest publicly
held US corporations was over
a. $100,000.
b. $1,000,000.
c. $2,000,000.
d. $2,800,000.
(c; Challenging; p. 17)
134.
On average, American CEO salaries are more than _____ times as much as the average employee.
a. 100
b. 250
c. 425
d. 500
(d; Challenging; p. 18)
135.
Specific topics of concern to political scientists include structuring of conflict, allocating power, and _____.
a. values
b. responsibilities
c. manipulating power for individual self interest
d. ethics
(c; Moderate; p. 21)
136. _____ courses help managers gain a better understanding of motivation, leadership, trust, employee
selection, performance appraisals, and training techniques.
a. Psychology
b. Sociology
c. Political science
d. Anthropology
(a; Moderate; p. 21)
137. An organization interested in changing demographics that alter customer and employment markets could
benefit from topics taught in a(n) _____ course.
a. psychology
b. sociology
c. economics
d. anthropology
(b; Moderate; p. 21)
Scenario-Based Questions
Application of Mintzberg's Management Roles
Suzanne was amazed. She had just spent the day with the CEO of a major manufacturing firm through a
"Visit with a Manager Program" developed by the college she attends. She was exhausted and wondered how the
CEO managed the hectic pace. Suzanne was amazed by the number of "hats" that the CEO was wearing throughout
the day. The day had started with a general managers meeting where, the latest news concerning the competition
had been announced by the CEO. Then Suzanne and the CEO had spent an hour completing a report to be given the
following day to the board of directors. Lunch, where Suzanne had hoped to have time to ask questions, was an
informal meeting with a group of suppliers who were concerned about their increasing costs. As soon as they had
returned to the office, the CEO received a message of a fire in one of the major warehouses. They were immediately
off to the location to assess the damage. Then that evening, there was a formal dinner sponsored by the local
Chamber of Commerce, which the CEO had invited Suzanne to attend. Suzanne had declined, because she was
exhausted.
138. The General Managers meeting was most likely a result of the following management function:
a. Organizing
b. Planning
c. Decision-Making
d. Controlling
(b; Moderate; p. 13)
139. Jack Jones was a middle manager who managed the facility where the fire occurred. He took responsibility for
making sure that the fire was extinguished and communicating to the local community and others outside of the
company. When he completed these activities, what roles was Jack performing?
a. Disseminator and leader
b. Leader and spokesperson
c. Spokesperson and disturbance handler
d. Disturbance handler and disseminator
(c, Challenging; p. 11, Ex. 1-5)
140. When Gina Wright, Head of Plant Safety brought employees together to discuss the fire safety procedures at
the plant after the fire, she was performing the following role:
a. Leader
b. Disturbance handler
c. Disseminator
d. Spokesperson
(c; Moderate; p. 11, Ex. 1-5)
141. At the General Managers Meeting, the budget for new fire alarms sensors were approved along with a
program for training all employees in first aid, what role(s) were the General Managers performing at the meeting?
a. Disturbance handler and leader
b. Resource allocator and negotiator
c. Disturbance handler and resource allocator
d. Leader and resource allocator
(d; Moderate; p. 11, Ex. 1-5)
142. When the General Managers meet annually to approve the business unit strategies and new acquisitions,
they are performing the ________________role.
a. disturbance handler
b. planner
c. leader
d. entrepreneur
(d; Moderate; p. 11, Ex. 1-512)
143.
When the CEO was speaking at the manager's meeting, which of the following roles was being performed?
a. figurehead
b. entrepreneur
c. resource allocator
d. disseminator
(d; Moderate; p. 11; Ex. 15)
144.
The CEO's role at lunch was an example of which of the following roles?
a. monitor
b. negotiator
c. resource allocator
d. disseminator
(b; Moderate; p. 11; Ex. 15)
145.
When the CEO attended the supper held by the Chamber of Commerce, which role was the CEO displaying?
a. monitor
b. negotiator
c. figurehead
d. spokesperson
(c; Easy; p. 11; Ex. 15)
The least important role of the manager of a large organization is which of the following?
a. monitor
b. disseminator
c. spokesperson
d. negotiator
(b; Moderate; p. 13; Ex. 17)
149.
The most important role played by John will be which of the following?
a. resource allocator
b. entrepreneur
c. spokesperson
d. negotiator
(a; Moderate; p. 13; Ex. 17)
boxes. Lunch had been with a group of local CEOs where everything from the new hiring laws to the latest economic
reports had been discussed. After lunch, Shawna had sat in on a meeting where the five-year strategic plan for the
company was being evaluated. All in all, it had been a day full of information Shawna could use for her class
assignment.
150.
of
The meeting with the division manager concerning his inability to motivate his employees is a demonstration
a. political skills.
b. interpersonal skills.
c. technical skills.
d. conceptual skills.
(b; Moderate; p. 15)
151.
Inspecting the new procedure for filling cereal boxes is an example of which of the following competencies?
a. political skills
b. interpersonal skills
c. technical skills
d. conceptual skills
(c; Challenging; p. 15)
152.
The five-year meeting for setting a strategic plan was an example of _____.
a. political skills
b. interpersonal skills
c. technical skills
d. conceptual skills
(d; Moderate; p. 15)
153.
The five-year meeting for setting a strategic plan requires management to have specific skills in all of the
following areas except which of the following?
a. handling information
b. organizing and coordinating
c. controlling the organizations environment and its resources
d. technical skills
(d; Challenging; p. 15)
Describe the Mintzbergs Figurehead and Spokesperson roles. Are they related?
Figurehead is a symbolic role in which the manager is the legal or social representative of the company. The
spokesperson transmits information to outsiders about events are actions taken by the company or serves as an
expert in communicating with the press or media. These roles are related in that the same person often performs the
Figurehead and Spokesperson roles, when the company is addressing issues important that are raised by the
community or the media.
(Challenging; p. 11, Ex 1-5)
155.
Operatives work directly on a job or task and have no responsibility for overseeing the work of others. Managers
direct the activities of others.
(Easy; p. 5)
156.
First-line managers are usually called supervisors, are responsible for day-to-day activities, and work with the
operatives. Middle managers are usually called department or agency heads or project leaders, manage other
managers, and are responsible for translating the goals set by top management into specific details that lower
managers can perform. Top managers, typically called presidents, CEOs, or managing directors, are responsible for
making decisions about the direction of the organization and establishing policies that affect all organizational
members.
(Moderate; p. 6)
157.
Efficiencydoing the thing correctly; accomplishing the goal with the least amount of resources.
Effectivenessdoing the right task; goal attainment.
(Easy; p. 7)
158.
The most important difference the way that organizational effectiveness is measured. In not-for profit organizations,
they cannot use the Bottom-Line or profits as an unambiguous measure of performance. There is no such universal
measure in non-profit organizations.
(Moderate; p. 12)
160.
Several factors impact management compensation. Companies base their decisions on the managers skills and
experience and what other companies are paying in the marketplace. However, level in the organization, education,
type of business, comparable pay standards in the community and the managers effectiveness also determine how
much managers are paid.
(Moderate; p. 17)
Describe three levels of management and explain the major responsibilities at each level.
The managers at the three levels of management are top managers, middle managers and first-line managers or
supervisors;
Supervisors are responsible for directing the day-to day activities of operative employees.
Middle Managers are typically responsible for managing supervisors and operative employees and for translating the
goals set by top management into specific details and objectives that lower-level managers can perform.
Top Managers are responsible for making decisions about the direction of the organization and establishing policies
that affect all organizational members.
(Easy; pp. 5-6)
162.
Interpersonalroles consist of being the figurehead for the organization, assuming the leadership role, and acting as
a liaison for the organization.
Informationalroles consist of being a monitor of current information which is then dispersed to employees needing
that information; also involves being the spokesperson for the organization.
Decisionalroles consist of being an entrepreneur for the organization, handling disturbances, allocating resources,
and negotiating.
(Easy; p. 11; Ex. 15)
163.
Discuss the relative importance of the managerial roles in small and large businesses.
Small businessesspokesperson is important; entrepreneur, figurehead, and leader are of moderate importance;
and disseminator is low.
Large firmsresource allocator is important; liaison, monitor, disturbance handler, and negotiator are of moderate
importance; and entrepreneur is low.
(Moderate; p. 13; Ex. 17)
164.
Briefly describe the four skills that successful managers must possess.
Conceptual skillsthe ability to coordinate all of the organization's interests and activities.
Interpersonal skillsthe ability to work with, understand, and motivate people.
Technical skillsthe ability to use the tools, procedures, and techniques of a specialized field.
Political skillsthe ability to enhance one's own power, build a power base, and establish the right connections.
(Moderate; p. 15)
165.
Explain the first three basic competencies found in the Management Charter Initiative Competencies.
The first competency is to initiate and implement change and improvement in services, products, and systems. This is
done by identifying opportunities for improvement in services, products, and systems, as well as negotiating and
agreeing on the introduction of change. The second is to monitor, maintain, and improve service and product delivery.
This can be attained by establishing and maintaining the supply of resources into the organization/department and by
establishing and agreeing on customer requirements. Number three competency is to monitor and control the use of
resources. An example is to control costs and enhance value. Also, managers must monitor and control activities
against budgets.
(Challenging; p. 17; Ex. 18)
True/False
1.
There are many models that describe the behavior and roles of successful managers but no one model can
be applied to all types of managers and situations.
(True; Moderate; p. 5)
2.
To be effective, an organization must have clearly defined sets of goals and objectives.
(False; Difficult; p. 4)
3.
First-line supervisors are responsible for directing the day-to-day activities of operative employees.
(True; Easy; p. 6)
4.
Middle managers set goals and objectives and make decisions about the direction of the organization that
affect everyone in the organization.
(False; Moderate; p. 6)
5.
Operatives are managers who supervise the work of other people in the organization.
(False; Moderate; p. 5)
6.
Effective management is using staff, time and resources wisely to minimize unnecessary cost to the
organization.
(False; Moderate; p. 7)
7.
Managers can be classified in terms of either their level in the organization at which they work and or their
area of specialization.
(False; Moderate; p. 5)
8.
Defining goals and setting objectives is part of the organizing function of management.
(False; Moderate; p. 6)
9.
The four processes of management consist of controlling, leading, planning and outsourcing
(False; Easy; p. 8)
10.
Monitoring budgets, costs, performance and improvement are part of the management process known as
controlling
(True; Moderate; p. 9)
11.
(False; Moderate; p. 7)
12.
Mintzberg found that mangers carefully processed information before deciding what actions to take.
13.
Mintzberg concluded that managers perform 10 interrelated activities that relate to decision making, using
information and interpersonal relationships.
(True; Easy; p. 10)
14.
Since you cannot measure the bottom-line in non-profit organizations, managers do not need to focus on
the financial aspects of their operations.
(False; Difficult, p. 12)
15.
Middle managers spend more time on leading than on any of the other management function.
(True; Moderate; p. 12, Ex.1-6)
16.
Intellectual skills are most critical for successful management.
(False; Easy; p. 15)
17
An understanding of interpersonal relationships that can be gained from studying the humanities and social
sciences play an important role in influencing management skills and practices.
(True; Moderate; p. 20)
18.
There is a universally accepted model of a successful manager.
(False; Easy; p. 4)
19.
A systematic arrangement of people brought together to accomplish some specific purpose is an organization.
(True; Easy; p. 4)
20.
All organizations develop a systematic structure that defines and limits the behavior of their members.
(True; Moderate; p. 4)
21.
The primary distinction between operatives and managers is that operatives have employees who report
directly to them.
(False; Moderate; p. 5)
22.
Operatives direct the activities of other people in the organization.
(False; Moderate; p. 5)
23.
Middle managers may have titles such as department head, project leader, unit chief, or district manager.
(True; Moderate; p. 6)
24.
Effectiveness means doing the task right and refers to the relationship between inputs and outputs.
(False; Challenging; p. 7)
25.
It's easier to be effective if one ignores efficiency.
(True; Moderate; p. 7)
26.
An organization can be efficient and yet not effective.
(True; Moderate; p. 7)
27.
The four processes of management are completely independent and should be treated as separate activities.
(False; Easy; p. 8)
28.
The organizing component encompasses defining an organization's goals, establishing overall strategy, and
developing plans to integrate and coordinate activities.
(False; Moderate; p. 9)
29.
The leading component of management includes directing and coordinating people.
(True; Easy; p. 9)
30.
Comparing actual performance with previously set goals is part of controlling.
(True; Easy; p. 9)
31.
Mintzberg found that managers were reflective thinkers who carefully and systematically processed
information before making decisions.
(False; Challenging; p. 10)
32.
A manager's job differs in profit and not-for-profit organizations.
(False; Easy; p. 12)
33.
Profit acts as an unambiguous measure of the effectiveness of a business organization.
(True; Moderate; p. 12)
34.
The Associate Dean is responsible for preparing the schedule of classes for next semester. She schedules
each faculty member's classes at appropriate times as part of her role as "negotiator."
(False; Moderate; p. 11; Ex. 15)
35.
Top managers spend a larger percentage of their time organizing compared to first-level and middle
managers.
(True; Moderate; p. 12; Ex. 16)
36.
Small businesses employ over 75% of the private workforce.
(False; Challenging; p. 12)
37.
While there may be differences in degree and emphasis of functions, the same management functions apply
to owners of small businesses as to the CEO of major corporations.
(True; Challenging; p. 13)
38.
Studies that have compared managerial practices between countries have generally supported the
universality of management concepts.
(False; Moderate; p. 14)
39.
To see how things fit together and facilitate making good decision, managers use conceptual skills to analyze
and diagnose complex situations.
(False; Moderate; p. 15)
40.
Operatives tend to be more highly paid than managers; therefore, many organizations willingly offer extremely
lucrative compensation packages to get and keep good operatives.
(False; Easy; p. 16)
41.
One reason for studying management is that we all have a vested interest in improving our own chances of
finding a quality and secure job.
(False; Moderate; p. 18)
42.
The big picture of management is often lost when management concepts are studied under different
professors.
49.
Which of the following is NOT one of the values of studying management described in chapter 1?
a. Recognizes the important role that management and managers play in society
b. Provides essential knowledge to be effective in managerial positions
c. Gives you insight into your personality and behavior
d. Gives insight into the way that organizations work
(c; Moderate; p. 18)
50.
51.
Many business school professors make use of the case method of teaching in which students are asked to
solve various types of business problems. Which managerial skills are most likely to be developed using this teaching
method?
a. Diagnostic and intellectual
b. Conceptual and interpersonal.
c. Diagnostic and analytical
d. Technical and Interpersonal
(c; Moderate; p. 15)
52.
55.
Which of the following skills are most important for top managers (CEOs)?
a. Interpersonal
b. Technical
c. Functional
d. Conceptual
(d; Moderate; p. 15)
56.
A manager who has a reputation for being open and honest and understands how to motivate employees and
customers is said to have good ________ skills.
a. sales
b. political
c. Interpersonal
d. technical
(c; Challenging; p. 15)
57.
Joe Gleason is the supervisor of the machine shop, where he has the most experience of any employee using
the tool and die making equipment; he shows his people how to complete tasks using the most practical and efficient
methods. Joe demonstrates a high level of ___________ skills.
a. technical
b. supervisory
c. decision-making
d. Both a and b.
(d; Moderate; p. 15)
58.
Josh is a middle manager in the engineering department at a power plant. Which of the following competency
is LEAST important in his position?
a. Monitor, maintain and improve service
b. Recruit and select qualified people
c. Exchange information to solve problems and make decisions
d. Supervise the day-to-day work and tasks of each of his subordinates
(d; Easy; p. 6)
59. Which of the following statements about middle managers is not true?
a. Middle managers coordinate the work of supervisors.
b. Middle managers implement the objectives and plans of top management.
c. The number of middle managers in the most organizations is increasing.
d. Operatives can report directly to middle managers.
(c; Moderate; p. 6)
60.
Annies Pies produces cakes and pies that come in 207 different flavors that are shipped across the USA.
Each week, 3 or 4 new flavors are added. Annies produces high quality cakes and pies using the best ingredients, it
wastes little, and few employees work overtime because the business operates
a. effectively.
b. reliably.
c. efficiently.
d. flexibly.
(c; Easy; p. 7)
61.
Doing a job in a way that achieves results without wasting any resources is referred to as being ______.
a. effective.
b. efficient
c. conservative
d. Both a and b.
(d; Moderate; p. 7)
62.
_____ are responsible for carrying out the decisions and objectives that are developed by middle level
managers.
a. Operatives
b. First-line supervisors
c. Both a and b.
d. Functional managers
(c; Easy; p. 5)
63.
__________ is not an example of a title of a middle manager.
a. First-line
b. District manager
c. Dean
d. Division manager
(a; Easy; p. 6)
64.
John Challenger is the plant manager for Edison Fuse Company in Greenville, North Carolina. Based on his
job title he is most likely a ____________.
a. top manager
b. middle manager
c. supervisor
d. first-line supervisor
(b; Moderate; p. 6)
65.
The greatest number and concentration of managers in most organizations can be found
at the _____ level.
a. top manager
b. middle manager
c. district manager
d. first-line supervisor
(d; Moderate; p. 6)
66.
Jennifer assigns George a project to be completed by the end of the month and then holds periodic meetings
with him to review his progress. Which of the management functions is Jennifer performing?
a. planning
b. leading
c. controlling
d. organizing
(c; Moderate; p. 9)
67.
Gabe Adams is a production supervisor for Waste Management Corp.; in his job, he makes the right decisions
and is able to implement them. We refer to Gabe as a(n)_________ manager.
a. effective
b. efficient
c. resource maximizing
d. competent
(a; Moderate; p. 7)
68.
When the CEO of a large retail store chain decided to sell off or close some of the locations that were not
profitable, he was performing the management function referred to as _________.
a. leading
b. planning
c. controlling
d. organizing
(b; Easy; p. 8)
69.
When the VP for Marketing from Wal Mart establishes a good relationship with the Executive Director of the
Senior Citizens Center, he helps create a positive image among the senior citizens who are protesting high prices at
the local store. He is performing the ______________role.
a. leader
b. figurehead
c. negotiator
d. spokesperson
(b; Challenging; p. 11; Ex. 1-5)
70.
73.
Martin is the Branch manager at Montana Mutual Saving Bank. If he is your average middle manager, which
of the four management activities is he likely to spend the greatest amount of time?
a. Planning
b. Controlling
c. Leading
d. Negotiating
(c; Easy; p. 9)
74.
Jerry Bickford is the CFO at Montana Mutual Saving Bank. According to research studies, which management
activities are likely to take up the greatest amount of time?
a. Planning
b. Organizing
c. Controlling
d. Leading
(b; Moderate; p. 9)
75.
A universally accepted model of what a successful manager looks like would be described as _____.
a. one who practices the four universal processes or functions
b. one who executes all of the roles in a professional manner
c. one who possesses all management skills at high levels
d. there is no universally accepted model of a successful manager
(d; Easy; p. 4)
76.
b. people
c. structure
d. product
(d; Moderate; p. 4)
77.
79.
At Augusta College, the Department Head who oversees activities of the faculty is a(n)
a. first-line manager.
b. middle manager.
c. top manager.
d. operative.
(a; Moderate; p. 5)
83.
The managers who work most closely with the operatives are known as
a. top management.
b. middle management.
c. first-line managers.
d. operative managers.
(c; Easy; p. 5)
84.
The level of management that translates the goals of the organization into specific plans that lower-level
managers can perform is known as
a. top management.
b. middle management.
c. first-line managers.
d. operative managers.
(b; Moderate; p. 6)
85.
_____ are responsible for making decisions about the direction of the organization and establishing policies
that affect all organizational members.
a. Operatives
b. Top managers
c. Middle managers
d. First-line supervisors
(b; Easy; p. 6)
86.
Performing the task right and considering the relationship between inputs and outputs is
a. effectiveness.
b. goal attainment.
c. efficiency.
d. a management characteristic.
(c; Moderate; p. 7)
87.
90.
The goal of Dempsey's Dumpsters is to provide trash services to the city of Apex, whose motto is "The peak
of good living." The customers are satisfied with the level of service, but costs at Dempsey's Dumpsters are double
that of their competition. Dempsey's is
a. efficient and effective.
b. efficient but not effective.
c. effective but not efficient.
d. neither efficient nor effective.
(c; Challenging; p. 7)
91.
Tim's Tire Shop is concerned only with using the least amount of labor possible as it repairs/replaces the tires
of its customers. Its primary goal is
a. effectiveness.
b. goal attainment.
c. efficiency.
d. management characteristics.
(c; Moderate; p. 7)
92.
All of the following are included in the four components of the management process except
a. planning.
b. organizing.
c. leading.
d. delegating.
(d; Easy; p. 8)
93.
In the early part of the 20th century, a French industrialist by the name of _____ wrote that managers perform
five functions, referred to as the management process.
a. Henri Fayol
b. Henry Mintzberg
c. Max Weber
d. Douglas McGregor
(a; Moderate; p.8)
94.
Defining goals, establishing an overall strategy, and developing a comprehensive hierarchy of plans is known
as which of the following processes of management?
a. planning
b. leading
c. organizing
d. controlling
(a; Moderate; p. 8)
95.
Determining the tasks to be accomplished, how the tasks are to be grouped, and who is responsible for the
various tasks is known as which of the following processes of management?
a. planning
b. organizing
c. leading
d. controlling
(b; Moderate; p. 9)
96.
When managers motivate employees, direct the activities of others, select the most effective communication
channel, and resolve conflicts, they are performing which of the following processes of management?
a. controlling
b. organizing
c. leading
d. planning
(c; Moderate; p. 9)
97.
John is the CEO of a major hospital. He has spent his day planning the schedules of employees for the next
month. He had to ensure that there was a registered nurse on every shift. He spent his day
a. planning.
b. organizing.
c. leading.
d. controlling.
(b; Easy; p. 9)
6.
b.
c.
d.
e.
Trait theories
b.
Behavioural theories
c.
Contingency theories
d.
Transactional theories
e.
Situational theories
7.
8.
Which of the following traits isnot among those thatdifferentiate leaders fromnonleaders?
a.
job-relevant knowledge
b.
self-confidence
c.
enthusiasm
d.
intelligence
e.
9.
a.
autocratic
b.
delegative
c.
democratic
d.
laissez-faire
e.
free-reign
A leader who tends to centralizeauthority, dictate work methods,and make unilateral decisions
isa(n) _____ leader.
a.
democratic
b.
laissez-faire
c.
autocratic
d.
democratic-consultative
e.
free-reign
10.
A leader who involves employeesin decision making, delegatesauthority, and gathers inputfrom employees, but
makes thefinal decision herself is using the style of leadership.
11.
a.
democratic-participative
b.
laissez-faire
c.
autocratic
d.
democratic-consultative
e.
democratic-delegative
A leader who involves employeesin decision making, delegatesauthority, and allows theemployees to have
direct inputinto the final decision, with theleader serving as only one inputfrom the group is using
the
12.
style of leadership.
a.
democratic-participative
b.
laissez-faire
c.
autocratic
d.
democratic-consultative
e.
democratic-delegative
A leader who allows hisemployees complete freedom tomake decisions and to completework in whatever way
they thinkis best is using which leadershipstyle?
13.
a.
democratic-participative
b.
laissez-faire
c.
autocratic
d.
democratic-consultative
e.
democratic-delegative
According to Tannenbaum andSchmidt, in the long run, whichleadership style should managersmove toward?
14.
a.
autocratic
b.
laissez-faire
c.
democratic-participative
d.
democratic-consultative
e.
boss-centred
Jake always consults with hisemployees and uses theirsuggestions before making adecision. He is
demonstratingwhich type of leadership style,according to House?
15.
16.
a.
directive
b.
achievement-oriented
c.
participative
d.
supportive
e.
cooperative
autocratic
b.
laissez-faire
c.
democratic
d.
directive
e.
transactional
employee-centred
17.
b.
task-centred
c.
organization-centred
d.
customer-centred
e.
management-centred
integrity.
b.
loyalty.
c.
competence.
d.
consistency.
e.
openness.
19.
a.
Integrity
b.
Followership
c.
Trust
d.
Loyalty
e.
Openness
20.
a.
integrity
b.
competence
c.
openness
d.
loyalty
e.
consistency
As the new manager explainedthe recent sales trend, othersbegan to wonder if he reallyknew what he was
talking about.Their doubt relates to the
21.
22.
23.
a.
integrity
b.
competence
c.
openness
d.
loyalty
e.
consistency
dimension of trust.
True
b.
False
Managers are people who areable to influence others and whopossess managerial authority.
a.
True
b.
False
Charisma and enthusiasm aretraits that have been found toconsistently differentiateleaders from nonleaders.
a.
True
b.
24.
25.
26.
27.
False
True
b.
False
True
b.
False
True
b.
False
Tannenbaum and Schmidtsuggested that in the long run,managers should move toward anemployee-centred
leadershipstyle.
28.
a.
True
b.
False
Susan tells employees exactlywhat is expected of them,schedules work to be done, andgives specific guidance
on howthe tasks should be completed.She is a supportive leader.
29.
a.
True
b.
False
True
b.
30.
False
31.
a.
True
b.
False
True
b.
False
True
b.
False
Answers:
5.
6.
7.
8.
9.
10.
11. a
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
True
22.
False
23.
False
24.
True
25.
False
26.
False
27.
True
28.
False
29.
True
30.
False
31.
32.
True
True
Which of the following is NOT an important leadership role for team leaders?
Select correct option:
Liaison with external constituencies
Liaison with internal constituencies
Troubleshooter
Conflict manager
www.vuzs.info
http://www.vuzs.info
Which of the following is NOT an important leadership role for team leaders?
Select correct option:
Liaison with external constituencies
Liaison with internal constituencies
Troubleshooter
Conflict manager
A plan developed to carry out a course of action that is not likely to be repeated in the future is called:
Select correct option:
Single-use plan
Specific plan
Reaction plan
Direction plan
Concern for employee motivation is most closely associated with which of the following management approach?
Select correct option:
Bureaucracy
Organizational behavior (NOT SURE)
Scientific management
Systems
www.vuzs.info
http://www.vuzs.info
(PARISHY AZIZ)
Interest rates, inflation rates, and stock market indexes are all examples of which of the factor of an organizations
general environment?
Select correct option:
Economic
Political
Social
Technological
Which factor has been the most rapidly changing component in an organizations general environment in the past
quarter-century?
Select correct option:
Global
Economic
Social
Technological
The process of monitoring performance, comparing it with goals and correcting any significant deviations is known as:
Select correct option:
Planning
Organizing
Leading
Controlling
When Usman decides to deploy employees to another department that is lagging behind in production, he is acting in
which of the following roles?
The greater the risk involves in making a decision, the greater the:
Select correct option:
Outcomes
Information available
Rewards
Uncertainty
Each subordinate should report to one and only one superior is called:
Select correct option:
Authority
Unity of command
Unity of direction
Order
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Which of the following is part of the 14 principles of management identified by Henri Fayol?
Select correct option:
Scalar chain
Innovation
Efficiency
Motivation
In Maslow's need hierarchy, a healthy work environment is an example of what type of need?
Select correct option:
Physiological
Esteem
Safety
Social
The plans which deal with fairly small set of activities are called:
Select correct option:
Strategic plan
Tactical plan
Operational plan
Personal plan
Which of the following is known as the process of getting activities completed efficiently and effectively with and
through other people?
Select correct option:
Leading
Management
Supervision
Controlling
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The assignment of new or additional responsibilities to a subordinate is called:
Select correct option:
Coordination
Specialization
Delegation
Span of control
(IRFAN SHAHZAD)
Which of the following management thinker created a role classification system based on how managers spend their
time at work to describe a manager's role?
Select correct option:
Peter Brabeck-Letmathe
Abraham Maslow
Andrea Jung
Henry Mintzberg
Which expectancy theory linkage explains the degree to which a student desires a good job?
Select correct option:
Expectancy
Effort to performance
Input to outcome
Valence
Which ethical approach is guided by what will result in the greatest good for the greatest number of people?
Select correct option:
Moral-Rights approach
Individual approach
Utilitarian approach
Justice approach
Low level management has a complete authority to make decisions in case of:
Select correct option:
Centralization
Decentralization
Scalar Chain
Order
Which one of the following individuals is most closely associated with scientific management?
Select correct option:
Frederick Taylor
Mary Parker Follett
Harold Koontz
Max Weber
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Each subordinate should report to one and only one superior is called:
Select correct option:
Authority
Unity of command
Unity of direction
Order
There are many healthcare products manufacturers. XYZ Company manufactures only personal hygiene products. It
markets such products deodorant, body powder, body creams, and exfoliates. Because it only stocks body care and
personal hygiene products, it is using ___ strategy.
Select correct option:
Prospecting
Emergent
Focus
Cost leadership
The organization that has developed the capacity to continuously learn, adapt, and change is called:
Select correct option:
Virtual organization
Learning organization
Traditional organization
Bureaucratic organization
Your firms attorney has which of the following power when giving legal advice?
Select correct option:
Legitimate
Status
Expert
Coercive
Which of the following is a function of how much decision-making authority is pushed down to lower levels in the
organization?
Select correct option:
Departmentalization
Centralization
Span of control
Power
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Organizations that are highly flexible and adaptive are described as which of the following?
Select correct option:
Organic
Mechanistic
Rational (NOT SURE)
Intuitive
A human resource manager attending a local Society for Human Resource Management meeting would be
functioning in which of the following role?
Select correct option:
Informational
Leader
Liaison
Disseminator
(ZAIN)
The most outspoken advocate of the classical view of social responsibility is economist and Nobel prize winner:
Select correct option:
Carnegie Milton
Charles Darwin
Milton Freeman
Milton Friedman
In traditional goal setting, the goals are set at the top level of management and after that they:
Select correct option:
Become the responsibility of first-line management
Are broken down into sub goals for each level of the organization
All the efforts to achieve the goals are directed by top management
Are delegated to the next lower level to be achieved
Which of the management tasks is the most important for a supervisory manager?
Select correct option:
Planning
Organizing
Controlling
Staffing
A budget is an example of which of the following plan?
Select correct option:
Strategic plan
Single use plan
Informal plan
Standing plan
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Which of the following is the final step in the decision-making process?
Select correct option:
Identifying the problem
Evaluating the decisions effectiveness
Identifying decision criteria
Selecting an alternative that can resolve the problem
The behavioral dimension of leadership involving the concern that the leader has for the feelings, needs, personal
interest, problems, and well being of followers is referred to as which of the following?
Select correct option:
Consideration
Initiating structure
Autocratic
Democratic
What type of an organization actively creates, acquires, and transfers knowledge within itself and is able to modify its
behavior to reflect new knowledge?
Select correct option:
Enlightened organization
Conceptualized organization
Learning organization
Modern organization
Which one of the following items best reflects the extent to which a society places a high value on reducing risk and
instability?
Select correct option:
Uncertainty avoidance
Power distance
Masculinity/femininity
Long-term/short-term orientation
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When a manger made a decision and he is uncertain about the outcomes. His decision is likely to be:
Select correct option:
Of Poor Quality
Unacceptable
Successful
Risky
The management function that specifies goals to be achieved and deciding in advance the appropriate actions to
achieve those goals is:
Select correct option:
Leading
Controlling
Organizing
Planning
Which of the following departmentalization is used more in recent years to better monitor the needs of customers and
to respond to changes in those needs?
Select correct option:
Who is credited for the theory of motivation based on the hierarchy of needs?
Select correct option:
Abraham Maslow
Douglas McGregor
Henri Fayol
Mary Parker Follett
Which of the following is NOT an example of a constituency that makes up the specific environment?
Select correct option:
Customers
Socio-cultural
Suppliers
Competitors
An office supply firm that has three departments based upon retail, wholesale, and governmental customers is using
which of the following types of departmentalization?
Select correct option:
Functional
Product
Customer
Geographic
To determine the ___________, a manager must determine what is relevant or important in resolving the problem.
Select correct option:
Geocentric behavior needed
Number of allowable alternatives
Weighting of decision criteria
Decision criteria
A manager who strives to ensure the activities of the organization's employees are supported and blend well with
those of individuals outside the firm could be said to hold which of the following interpersonal role within the
company?
Select correct option:
Liaison
Disseminator
Figure head
Entrepreneur
(USMAN KHALID)
What would be the best description of plans that focus on the broad future of the organization and incorporate both
external environmental demands and internal resources into managers' actions?
Select correct option:
Operational plans
Tactical plans
Strategic plans
Holistic plans
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Which of the following scientist is most closely associated with the Hawthornestudies?
Select correct option:
Adams
Mayo
Lawler
Barnard
When objectives are not written down or rarely verbalized, and the planning is general and lacks continuity, which of
the following types of planning is used?
Which of the following is the power that rests on the leaders ability to punish or control?
Select correct option:
Reward power
Coercive power
Expert power
Referent power
Which of the following theory is currently the most widely accepted when describing employee motivation?
Select correct option:
Reinforcement
Three-need
Expectancy
Equity
Activities such as taking visitors to dinner and attending ribbon cutting ceremonies come under which of the following
management role?
Select correct option:
Leader
Liaison
Figurehead
Negotiator
umeed.e. subh: 2
Irfan Shahzad: 2
Muhammad Zeeshan: 2
LG and Sony electronics agreed to cooperate on developing new technologies. Representatives from each firm meet
regularly to coordinate this new venture. Which of the following roles these mangers are playing?
Select correct option:
Liaison
Leader
Disseminator
Spokesperson
A skill or capability that enables an organization to conceive of and implement its strategies is its:
Select correct option:
Strength
Weakness
Opportunity
Threat
The task environment of organizations consists of constituencies that have a direct impact on managers decisions
and actions. The main constituencies are made up of customers, suppliers, competitors, and ________.
Select correct option:
Legislators
Pressure groups
Employees
Lawyers
Set of processes involved in creating or determining the strategies of the organization is called:
Select correct option:
Strategy formulation
Strategy implementation
Strategy evaluation
Strategy imitation
What type of an organization actively creates, acquires, and transfers knowledge within itself and is able to modify its
behavior to reflect new knowledge?
Select correct option:
Enlightened organization
Conceptualized organization
Learning organization
Modern organization
Which of the following is a general statement or understanding that guide or channelize thinking in decision making?
Select correct option:
Policy
Procedure
Rule
Project
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Which of the following is a process that involves managers from all parts of the organization in the formulation of
strategic goals?
Select correct option:
Strategic management
Strategic positioning
Strategic planning
Strategic organizing
Maslow's need hierarchy, a healthy work environment is an example of what type of need?
Select correct option:
Physiological
Esteem
Safety
Social
(MZEESHAN)
What would be the best description of plans that focus on the broad future of the organization and incorporate both
external environmental demands and internal resources into managers' actions?
Operational plans
Tactical plans
Strategic plans
Holistic plans
Which of the following is NOT a key element of the Total Quality Management approach?
Focus on the customer
Employee involvement
Continuous improvement
Focus on the supplier
When call center managers spend much of their time monitoring customer calls and giving employees feedback about
how to improve their dialogue with customers in the future, these managers are using which of the following skills?
Technical
Conceptual
Situational
Ethical
Alternatives that an organization chooses from its operations across several industries and several markets is called:
Business-level strategy
Corporate-level strategy
Functional-level strategy
Market-level strategy
A skill or capability that enables an organization to conceive of and implement its strategies is its:
Strength
Weakness
Opportunity
Threat
The management function that specifies goals to be achieved and deciding in advance the appropriate actions to
achieve those goals is:
Leading
Controlling
Organizing
Planning
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The plans which deal with fairly small set of activities are called:
Strategic plan
Tactical plan
Operational plan
Personal plan
Which of the following can be defined as the art and science of formulating, implementing and evaluating crossfunctional decisions that enable an organization to achieve its objectives?
Strategy formulation
Strategy evaluation
Strategy implementation
Strategic management
Which of the following is NOT one of the situational factors thought to influence the relationship between leader
behavior and subordinate motivation to perform in the path-goal theory?
(sHANi)
Social obligation is the obligation of a business to meet its:
Select correct option:
Social and technological responsibilities
Economic and social responsibilities
Technological and economic responsibilities
Economic and legal responsibilities
All of the following are the examples of the actions that can be taken in strategy implementation stage EXCEPT:
Select correct option:
Changing organization's pricing strategy
Developing new employee benefits
Transferring managers among divisions
Taking corrective action when needed
The method by which strategies are operational zed or executed within the organization is called:
Select correct option:
Strategy implementation
Strategy evaluation
Strategy formulation
Strategy imitation
The idea that employees should also share the profit of organization was given by:
Select correct option:
Frederick Taylor
Robert Owen
Charles Babbage
W. Edwards Deming
In some countries, such as Venezuela, titles, rank, and status carry a lot of weight. These countries have a large:
Which of the following is associated with the classical view of social responsibility?
Select correct option:
Economist Robert Reich
Concern for social welfare
Stockholder financial return
Voluntary activities
Which of the following management thinker created a role classification system based on how managers spend their
time at work to describe a manager's role?
Select correct option:
Peter Brabeck-Letmathe
Abraham Maslow
Andrea Jung
Henry Mintzberg
Which of the management tasks is the most important for a supervisory manager?
Select correct option:
Planning
Organizing
Controlling
Staffing
Which of the following theory is currently the most widely accepted when describing employee motivation?
Select correct option:
Reinforcement
Three-needs
Expectancy
Equity
A leader, such as Bill Gates of Microsoft, who can inspire followers above their own self-interests and can have a
profound effect on their performance, are known as which of the following?
Select correct option:
Transactional leaders
Directive leaders
Informational leaders
Transformational leaders
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A situation in which an organization is not implementing valuable strategies that are being implemented by competing
organization is called:
Select correct option:
Competitive disadvantage
Distinctive competencies
Competitive edge
Competitive parity
Which of the following term is defined as a business firms obligation, beyond that required by law and economics, to
pursue long-term goals that are good for society?
Select correct option:
Social obligation
Social responsibility
Social screening
Values-based management
Customers
Employees
Investors
All of the given options
Which of the following is the accountability for the achievement of objectives, the use of resources, and the adherence
to organizational policy?
Select correct option:
Power
Responsibility
Authority
Planning
(WASIM)
Which management theory focuses on managing the total organization?
Select correct option:
Scientific management
Administrative management
Behavioral management
Quantitative management
Communication should be:
Select correct option:
From Top to Bottom level
From Bottom to top
2 way
None of the given option
The following is the process of developing businesses to pursue trends and changes that no one else has seen
before?
Select correct option:
Entrepreneurship
Division of labor
Evolution
E-commerce
A learning organization has developed its________.
Select correct option:
Educational department to keep employees trained
Capacity to adapt and change