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Management The Essentials Australia 3rd Edition Robbins Test Bank
Management The Essentials Australia 3rd Edition Robbins Test Bank
Exam
Name___________________________________
MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.
1) Which of the following is NOT part of an organisation's operations system?
A) Strategy.
B) Materials.
C) Technology.
D) Information.
AACSB: Analytical thinking
Learning Outcome: 1.1 Tell who managers are and where they work
The Busy Day (Scenario): Don Sakaguchi, manager at Control Systems, Inc., sighs as he sips his coffee at 5 a.m. and reads
his agenda for the day. Don's first duty is to preside over a retirement party for a beloved employee and say a few words
on her behalf. Next, he will give a tour to a news reporter who is writing a story on the new factory expansion. Don then
has a meeting with the unit coordinator, Phil Johnson, to discuss Phil's recent performance drop (a task Don always hates).
Finally, in the late afternoon, Don will be reviewing the recent equipment malfunction and deciding whether to deploy
extra people to get the equipment running as soon as possible. What a day!
3) Which of the following levels of management is associated with positions such as executive vice president, chief
operating officer, chief executive officer and chairperson of the board?
A) Top managers.
B) First-line managers.
C) Middle managers.
D) Team leaders.
AACSB: Reflective thinking
Learning Outcome: 1.1 Tell who managers are and where they work
4) Which of the following types of managers is responsible for making organisation-wide decisions and establishing the
plans and goals that affect the entire organisation?
A) Project leader.
B) Team supervisors.
C) Department head.
D) Top manager.
AACSB: Reflective thinking
Learning Outcome: 1.1 Tell who managers are and where they work
5) An organisation is ________.
A) any collection of people who perform similar tasks
B) a group of individuals focused on profit-making for their shareholders
C) the physical location where people work
D) a deliberate arrangement of people to accomplish some specific purpose
AACSB: Reflective thinking
Learning Outcome: 1.1 Tell who managers are and where they work
6) All organisations have ________ which define(s) the organisation's purpose and reason for existing.
7) One of the common characteristics of all organisations is ________ that defines rules, regulations and values of the
organisation.
A) an explicit goal
B) a set of written bylaws
C) a stated purpose
D) a structure
AACSB: Reflective thinking
Learning Outcome: 1.1 Tell who managers are and where they work
9) All levels of management between non-managerial employees and the top management of the organisation are termed
________.
A) middle managers
B) supervisors
C) team leaders
D) first-line managers
AACSB: Reflective thinking
Learning Outcome: 1.1 Tell who managers are and where they work
11) A major contribution that Taylor made to the study of management was to ________.
A) identify the three best ways to get a job done
B) identify the one best way to get a job done
C) measure efficiency on a four-star scale
D) measure inefficiency on a four-star scale
AACSB: Analytical thinking
Learning Outcome: 1.1 Tell who managers are and where they work
12) Which of the following did Taylor NOT find 'appalling' in his study of workers in steel companies?
A) Workers would only attempt to perform a job if they were shown to have aptitude for it.
B) Workers employed different techniques for the same job.
C) Work standards were few, if any.
D) Worker output was only about one-third of what was possible.
AACSB: Analytical thinking
Learning Outcome: 1.1 Tell who managers are and where they work
14) Taylor began to develop his theory of ________ as a result of viewing workers in steel companies.
A) management skills
B) the functions of management
C) ethics-based management
D) scientific management
AACSB: Application of knowledge
Learning Outcome: 1.1 Tell who managers are and where they work
15) The transformation process of the organisational operations system is responsible for turning inputs into goods and
services.
A) True
B) False
AACSB: Application of knowledge
Learning Outcome: 1.1 Tell who managers are and where they work
16) Middle managers are those individuals responsible for directing the day-to-day activities of non-managerial
employees.
A) True
B) False
AACSB: Reflective thinking
Learning Outcome: 1.1 Tell who managers are and where they work
18) In order to be considered a manager, an individual must direct or oversee the work of others.
A) True
B) False
AACSB: Reflective thinking
Learning Outcome: 1.1 Tell who managers are and where they work
19) A manager does not work directly on tasks for the organisation.
A) True
B) False
AACSB: Reflective thinking
Learning Outcome: 1.1 Tell who managers are and where they work
ESSAY. Write your answer in the space provided or on a separate sheet of paper.
20) Provide a short description of managers and non-managerial employees.
AACSB: Reflective thinking
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was better than all of these. Sometimes nothing but another human tongue
will answer our needs, though it be a very poor one.
The first evening I spent alone in the forest, I left my dog “Put” to guard
the camp. He wanted to follow me. I drove him back. He went back like a
good dog and ate up most of my bacon which I had not hung high enough
on the tree. By this experience I learned to hang my bacon higher. Wisdom
must always be paid for.
I journeyed in the primeval forests of the Sierras. The primeval forest is
dismal and inconvenient to travel through with fallen and rotten tree trunks
interlacing each other in every direction. I have travelled half a day and
found myself farther than ever from the place I wanted to reach. I have
made at eve a comfortable camp under a great tree and when all
arrangements were completed scrabbled out of it precipitately and packed
my baggage elsewhere on looking up and seeing directly above me a huge
dead limb hanging by a mere splinter, ready to fall at any moment and
impale me. I think I know just how Damocles felt in that sword and hair
business. Wolves sometimes frightened me at night exceedingly with their
howlings. Bands of then unwarlike Indians also scared me. They were Utes
fishing in the Walker River. Five years previous they had been hostile. Once
I stumbled on one of their camps on the river bank. Before I could sneak off
unseen one of them came up to me, announcing himself as the chief. He
wanted to know who I was, where I came from, and where I was going. I
answered all the questions this potentate asked me, acceded to his request
for some “hoggadi” (tobacco), and when I found myself half a mile distant
from His Majesty with a whole skin and all of my worldly goods intact,
believed more firmly than ever in a kind and protecting Providence. I don’t
suppose I stood in any real danger, but a lone man in a lone country with an
average of one white settler to every five square miles of territory won’t
naturally feel as easy in such circumstances as at his own breakfast table.
I learned never to pass a spot having wood, water, and grass after four
o’clock in the afternoon, but make my camp for the night there. I learned on
staking my horse out, not to give him pasture too near my camp-fire, for
more than once in changing his base for a better mouthful of grass, has he
dragged the lariat over my temporary possessions, upsetting coffee-pot and
frying-pan and knocking the whole camp endways. I learned to camp away
from the main road or trail leading over the mountains to Nevada, for it was
beset by hungry, ragged men who had started afoot for the silver mines with
barely a cent in their pockets, trusting to luck to get through, and who
stumbling on my camp must be fed. You can’t sit and eat in your own out-
door kitchen and see your fellow-beings eye you in hunger. But they ate me
at times out of house and home, and the provision laid in for a week would
not last three days with such guests. An old Frenchman so found me one
day at dinner. He was starved. I kept my fresh meat in a bag. I handed him
the bag and told him to broil for himself over the coals. Then I hauled off in
the bush a little while to look at some rock. When I returned the bag was
empty; two pounds of beef were inside the Frenchman and he didn’t seem
at all abashed or uneasy. These experiences taught me that charity and
sympathy for others must be kept under some government or our own meal
bags, bread bags, and stomachs may go empty.
Grizzlies were common in those mountain solitudes, but I never saw one
nor the track of one, nor even thought of them near as much as I would
now, if poking about in the chaparral as I did then. I was camped near a
sheep herder one evening, when, seeing my fire about a quarter of a mile
from his cabin, he came to me and said, “Young man, this isn’t a good place
to stop in over night. You’re right in the track of the grizzlies. They’ve
killed twenty-six of my sheep inside of three weeks. You’d better sleep in
my barn.” I did so.
I learned never to broil a steak on a green pitch-pine branch till I got
accustomed to the flavor of the turpentine which the heat would distil and
the meat absorb.
I learned that when you have nothing for breakfast and must kill the only
robin in sight or go without him, that robin will be ten times shyer and
harder to coax within gunshot than when you don’t hunger for him.
I was not strong physically, and indeed far from being a well man. It was
only the strong desire of finding a fortune in a mineral vein, that gave me
strength at all. Once I was sick for three days, camped near a mountain top,
and though it was June, every day brought a snow squall. A prospector from
Silver City stumbled on my camp one day and declared he would not stay
in such a place for all the silver in Nevada. The wind blew from a different
quarter about every hour, and no matter where I built my fire, managed
matters so as always to drive the smoke in my face. It converted me for a
time into a belief of the total depravity of inanimate things.
I pre-empted in the name of the Company some of the grandest scenery
in the world—valleys seldom trodden by man, with clear mountain streams
flowing through them—lakes, still unnamed, reflecting the mountain walls
surrounding them a thousand or more feet in height, and beautiful miniature
mountain parks. In pre-empting them their commercial value entered little
into my calculations. Sentiment and the picturesque, did. Claimants
stronger than I, had firmer possession of these gems of the Sierras. The
chief was snow, under which they were buried to the depth of ten or fifteen
feet, seven months at least out of the twelve.
When once a month I came out of the mountains and put in an
appearance among my shareholders, my horse burdened with blankets,
provisions, tools, the frying-pan and tin coffee-pot atop of the heap, I was
generally greeted with the remark, “Well, struck anything yet?” When I told
my patrons of the land sites I had gained for them so advantageous for
summer pasturages, they did not seem to catch my enthusiasm. They
wanted gold, bright yellow gold or silver, very rich and extending deep in
the ground, more than they did these Occidental Vales of Cashmere, or
Californian Lakes of Como. They were sordid and sensible. I was romantic
and ragged. They were after what paid. I was after what pleased.
The monthly three-dollar assessment from each shareholder came harder
and harder. I dreaded to ask for it. Besides, two-thirds of my company were
scattered over so much country that the time and expense of collecting ate
up the amount received, a contingency I had not foreseen when I fixed my
tax rate.
At last the end came. The man who subscribed the use of his horse,
wanted him back. I gave him up. This dismounted the Company. Operations
could not be carried on afoot over a territory larger than the State of
Connecticut. I had indeed found several mineral veins, but they were in that
numerous catalogue of “needing capital to develop them.” The General
Prospector also needed capital to buy a whole suit of clothes.
I was obliged to suspend operations. When I stopped the Company
stopped. Indeed I did not find out till then, that I was virtually the whole
“Company.”
CHAPTER XXVI.
HIGH LIFE.