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4. Knowledge management is a set of practices aimed at discovering and harnessing the
competition's intellectual resources.
True False
5. Collaboration can occur between but not within organizations.
True False
6. Better serving the customer can start with involving the customer more in company decisions,
especially when it comes to discovering more about customer attitudes.
True False
7. The key to company success is how much the industry in which it operates will affect society
or how much it will grow.
True False
8. The fundamental success drivers for an organization are innovation, quality, speed, and
product delivery time.
True False
9. Innovation is the introduction of new goods and services.
True False
10. If an organization does not innovate, it will die.
True False
1-2
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11. Quality is the excellence of your product (including goods and services).
True False
12. Total quality includes preventing defects before they occur.
True False
13. Today, customers value both the quality of physical goods and the quality of services.
True False
14. One dimension of service quality is making it easy and enjoyable for customers to experience
a service or to buy and use products.
True False
15. Corporate speed often separates the winners from the losers in business.
True False
16. "Cost competitiveness" means pricing your products lower than all competitors' products.
True False
17. Managing for competitive advantage includes delivering innovation, quality, service, speed,
and cost competitiveness.
True False
18. Management is the process of working with people and resources to make profit at all costs.
True False
1-3
19. To be efficient is to achieve organizational goals. To be effective is to achieve goals with
minimum waste of resources.
True False
20. Efficiency is far more important than effectiveness in today's competitive environment.
True False
21. The four traditional functions of management include planning, organizing, leading and
service.
True False
22. Organizing is assembling and coordinating the resources needed to achieve goals.
True False
23. Leading is taking care of all of the organizational items that occur so that your department
moves forward.
True False
24. Controlling monitors performance and implements necessary changes.
True False
25. To become an effective manager you should choose one or two of the four management
functions and become expert in only those. An outstanding manager only needs to be
proficient in one or two of the functions as he or she can hire others to do the remaining
functions.
True False
1-4
26. Top managers are also called tactical managers since they must translate the general goals
into specific objectives and activities.
True False
27. Frontline managers often have titles such as supervisor or sales manager.
True False
28. The need for interpersonal and communication skills fades as a manager moves from the
lower levels of an organization into the upper management arena.
True False
29. As managers rise through an organization, they will probably rely less on their technical
skills.
True False
30. Interpersonal skills are most important early in your career, whereas technical skills are
important as you rise higher in the company.
True False
31. Being a manager is more like being the conductor of an orchestra than playing an instrument
in it.
True False
32. In today's work environment, one should only focus on becoming a specialist, since jobs are
becoming so specialized.
True False
1-5
33. Emotional intelligence involves the skills of understanding yourself, managing yourself and
dealing effectively with others.
True False
34. Social capital is the goodwill stemming from your social relationships.
True False
35. In managing your career, it is important to know that now, more than ever individuals will be
accountable for their actions and for results.
True False
Multiple Choice Questions
36. Which of the following is one of the key elements that make the current business landscape
different from the past?
A. Diversity
B. Collaboration across organizational boundaries
C. Quality
D. Cost competitiveness
E. Speed
1-6
37. Successful CEO's know that the change from a local to a global marketplace is
A. irrelevant to today's business environment.
B. irreversible.
C. unchanging.
D. slowing.
E. no different than it has been over the last three decades.
38. Globalization is an issue primarily for
A. large transnational firms.
B. medium-sized transnational firms.
C. small transnational firms.
D. domestic firms with overseas sales.
E. all firms.
39. Which of the following statements about the Internet is true?
A. The Internet always makes things easier.
B. The Internet drives down costs.
C. The Internet's only impact is on business as a whole.
D. All email messages are emergencies.
E. People connected to the Internet should respond to email messages immediately.
1-7
40. _________ is the set of practices aimed at discovering and harnessing an organization's
intellectual resources—fully utilizing the intellects of the organization's people.
A. Knowledge management
B. Collaboration
C. Innovation
D. Service management
E. Communication management
41. Which of the following statements about collaboration is true?
A. Collaboration occurs only within the boundaries of the organization.
B. It is unrealistic to think that the company can collaborate with its customers.
C. Disclosing your plans by collaborating with potential investors in your firm is not a good
idea.
D. Collaboration is an important process of knowledge management.
E. Collaboration outside of the organization is out of the question because of the risk of
disclosing trade secrets.
42. __________ is the introduction of new goods and services.
A. Collaboration
B. Invention
C. Innovation
D. Adaptation
E. Production life cycle
1-8
43. __________ is the excellence of your product.
A. Innovation
B. Quality
C. Quantity
D. Six-sigma
E. Customization
44. Which of the following is a way to measure quality?
A. Product performance
B. Customer service
C. Reliability
D. Aesthetics
E. All of the above can be used to measure quality.
45. __________--rapid execution, response, and delivery of results—often separates the winners
from the losers.
A. Service
B. Quality
C. Innovation
D. Speed
E. Competitiveness
1-9
46. Cost competitiveness means that you
A. sacrifice quality to keep costs low.
B. carefully monitor costs mainly during the start-up of business.
C. price your product or service at a level attractive to consumers.
D. manage your costs by being effective.
E. offer a high quality product at a higher price.
47. Managing your costs and keeping them down requires being
A. effective.
B. fast.
C. mindful of high service requirements.
D. efficient.
E. collaborative.
48. Which of the following statements about the sources of competitive advantage is true?
A. The best companies choose one source of competitive advantage and perfect it.
B. Managing the sources of competitive advantage is a zero-sum game where one source
improves at the expense of the other.
C. It is possible to improve quality and also enhance speed.
D. Outsourcing certain functions is likely to decrease innovation.
E. The faster the product is provided the more innovation suffers.
1-10
49. ______________ is the process of working with people and resources to accomplish
organizational goals.
A. Planning
B. Management
C. Controlling
D. Decision making
E. Collaboration
50. The key management functions include
A. planning, leading, controlling and organizing.
B. marketing, finance, accounting and production.
C. planning, operations, labor and contracting.
D. hiring, training, appraising and firing.
E. marketing, management, finance and accounting.
51. Planning involves which of the following?
A. Analyzing current situations
B. Determining rewards for goals achievement
C. Attracting people to the organization
D. Motivating employees
E. Implementing necessary changes
1-11
52. _______________ is specifying the goals to be achieved and deciding in advance the
appropriate actions needed to achieve those goals.
A. Staffing
B. Leading
C. Organizing
D. Planning
E. Controlling
53. The Quilt Shop, Inc. periodically reviews the goals of the company. During the process, the
Quilt Shop managers analyze their current strategies as compared to their competitors,
determine goals that they will pursue and decide upon specific actions for each area of the
company to take in pursuit of these goals. With these actions the Quilt Shop managers are
engaged in the management function of
A. organizing.
B. planning.
C. goal coordination.
D. controlling.
E. leading.
1-12
54. Scrappy Sales, Inc. a local recycling plant, recently embarked on an effort to increase
coordination and cooperation within the company. During the process, Scrappy managers
reviewed and specified job responsibilities, grouped jobs into work units and re-allocated
resources within the company. Scrappy managers were exercising the management function
of
A. planning.
B. organizing.
C. leading.
D. controlling.
E. budgeting.
55. ______________ involves assembling and coordinating organizational resources.
A. Controlling
B. Planning
C. Organizing
D. Leading
E. Quantifying
56. Building a dynamic organization is another way of describing which function of

management?
A. Planning
B. Organizing
C. Leading
D. Controlling
E. Staffing
1-13
57. As one of the key management functions, leading focuses on a manager's efforts to
A. mobilize people to contribute their ideas.
B. build organizations that are flexible and adaptive.
C. make sure goals are met.
D. identify opportunities for sustainable advantage.
E. build a dynamic organization.
58. A manager's ability to stimulate people to be high performers is referred to as
A. planning.
B. organizing.
C. leading.
D. controlling.
E. monitoring.
59. When Johnny Jack, manager of Jack-Mack Enterprises realized that his plan to increase sales
levels among associates was not producing the results he desired, he took quick action to
make necessary adjustments. Johnny was exercising the management function of
A. planning.
B. organizing.
C. leading.
D. controlling.
E. communicating.
1-14
60. _______ involves monitoring performance and making necessary changes.
A. Budgeting
B. Planning
C. Organizing
D. Leading
E. Controlling
61. Through careful monitoring of the financial budgets of a firm, managers can detect potential
problems in reaching their financial goals and take actions to reverse the problem. This is an
example of the management function of
A. planning.
B. controlling.
C. leading.
D. organizing.
E. budgeting.
62. Senior executives responsible for the overall management and effectiveness of the
organization are called
A. long-term managers.
B. middle managers.
C. strategic managers.
D. tactical managers.
E. short-run managers.
1-15
63. The three levels of managers within large organizations are
A. international, regional and local.
B. marketing, management and accounting.
C. technical, functional and departmental.
D. upper level, top management and functional.
E. top-level, middle-level and frontline.
64. Top-level managers focus on
A. long-term survival of an organization.
B. translating goals and objectives into specific activities.
C. managing frontline managers.
D. supervising non-management employees.
E. initiating new daily activities.
65. ________________ managers are typically concerned with the interaction between the
organization and its external environment.
A. Regional
B. Top-level
C. Middle-level
D. Frontline
E. Functional
1-16
66. CEO, President, COO and Vice President are all titles typical of which level of management?
A. Strategic
B. Tactical
C. Operational
D. Functional
E. Regional
67. Which type of manager has responsibility for translating the general goals and plans
developed for an organization into more specific activities?
A. Operational managers
B. Functional managers
C. Activities managers
D. Strategic managers
E. Tactical managers
68. Lower-level managers who supervise the operational activities of the organization are called
A. frontline managers.
B. middle managers.
C. top-level managers.
E. strategic managers.
1-17
69. Tactical managers are often referred to as
A. center managers.
B. middle-level managers.
C. lower-level managers.
D. operational managers.
E. upper-middle managers.
70. Managers responsible for supervising the operations of an organization are referred to as
A. strategic managers.
B. functional managers.
C. supervisory managers.
E. tactical managers.
71. Operational managers play a crucial role in an organization because they provide
A. the link between managerial and non-managerial personnel.
B. discipline for problem managers.
C. the key plans for an organization's success.
D. feedback on top management performance.
E. direction and strategy for the organization.
1-18
72. One of Cory Crowe's primary activities in his career as a supervisor at Crowe Bird Food, Inc.
is working with his middle-manager, A.J. "Crazy" Crowe to carry out opportunities for new
growth in the business (such as expanding into exotic bird foods) and developing the people
who are actually manufacturing the food. Cory is most likely a(n)
A. frontline manager.
B. tactical manager.
C. middle-level manager.
D. top-level manager.
E. administrative controller.
73. Titles such as foreman, sales manager, shift manager, or supervisor typically belong to
managers at what level?
A. Strategic
B. Middle
C. Top
D. Operational
E. Tactical
74. As a manager at Get-Rich-Quick Investments (GRQ), Claus Cloudy spends much of his time
coaching young managers and making sure that needed information reaches the GRQ
branches so they will be successful. Claus would best be described as a (an)
C. operational manager.
E. institutional controller.
1-19
75. In smaller entrepreneurial firms and even in more adaptive larger firms, managers
A. are no longer utilized.
B. rely more heavily on technical skills.
C. serve as "experts" on whom the entire firm depends.
D. have strategic, tactical and operational responsibilities.
E. focus on internal operations only.
76. Which of a manager's roles involves searching for new business opportunities and initiating
new projects to create change?
A. Leader
B. Figurehead
C. Entrepreneur
D. Resource allocator
E. Monitor
77. Which of a manager's roles involves speaking on behalf of the organization?
A. Disseminator
B. Spokesperson
C. Liaison
D. Figurehead
E. Disturbance handler
1-20
78. Which of the following managerial roles is a decisional role?
A. Spokesperson
B. Liaison
C. Leader
D. Negotiator
E. Monitor
79. The President of Delta Design, LLC attended the opening ceremony for a customer's new
office complex. Which of a manager's roles was the President playing in this situation?
A. Leader
B. Liaison
C. Figurehead
D. Spokesperson
E. Resource allocator
80. When a customer service manger works to diffuse a situation with an irate customer, which
managerial role is he/she taking on?
A. Liaison
B. Disturbance handler
C. Negotiator
E. Leader
1-21
81. A(n) __________ skill is the ability to perform a specialized task that involves a certain method
or process.
A. conceptual
B. decision
C. interpersonal
D. communication
E. technical
82. Which of the following represent skills that managers need?
A. Interpersonal & communication, conceptual & decision, and professional
B. Technical, interpersonal & communication and conceptual & decision
C. Professional, technical, and interpersonal & communication
D. Conceptual & decision, professional and technical
E. Professional, technical, and conceptual & decision
83. Using a particular software program at an expert level, compilation of an accounting

statement, and writing advertising copy are all examples of which type of skill?
A. Technical
B. Professional
C. Conceptual
D. Interpersonal
E. Quantitative
1-22
84. Managers will utilize _____________ skills with increasing frequency as they rise within an
organization.
A. conceptual and decision
B. informational
C. technical
D. professional
E. negotiation
85. Top management at Sunset Studios, Inc. recognized a lack of employee enthusiasm about
the new website. In fact there was a fair amount of infighting and blame around whom was
responsible for the layout, given the entire firm considered itself to be tops in design and
production. Sammy Sunset got the team together and engaged them in a lively discussion to
determine how to change the website so that it reflected more of Sunset Studios' unique
design ability. As the meeting wound down, each team member volunteered to take on a part
of the project to fix the site. The ability to identify this problem and resolve it is an effective
use of __________ skills.
B. informational
C. technical
D. professional
E. negotiation
1-23
86. ______________ skills influence a manager's ability to work well with people.
A. Decisional
B. Technical
C. Interpersonal
D. Professional
E. Conceptual
87. Listening to employee suggestions, gaining support for organizational objectives and
fostering an atmosphere of teamwork are all considered
A. technical skills.
B. interpersonal/communication skills.
C. diagnostic skills.
D. professional skills.
E. conceptual skills.
88. The importance of managerial skills is exemplified by which of the following statements?
A. Obtaining high performance from people in the organization is easy because of the
authority managers will continue to have over knowledge workers.
B. Upper- level managers need technical skills to manage supervisory personnel.
C. Supervisory level managers have the most contact with the top-level managers.
D. Conceptual and decision skills become less important than technical skills as a manager
rises higher in the company.
E. Interpersonal skills are important throughout a manager's career, at every level of

management.
1-24
89. The set of skills composed of understanding yourself, managing yourself and dealing
effectively with others is called
A. self reliance.
B. social capital.
C. emotional intelligence.
D. career management.
E. social management.
90. Which of the following is a component of emotional intelligence?
A. Making good decisions
B. Dealing with power plays made by others
C. Understanding the shortcomings of those you work with
D. Advising others how to become happier at work
E. Helping others understand you are correct
91. A common complaint about leaders, especially those who are newly-appointed is that they
lack which of the following?
A. Emotional understanding
B. Empathy
C. The ability to receive feedback from subordinates
D. Decision making skills
E. Self control
1-25
92. Which of the following is a recommendation for forging a successful career?
A. Be a specialist.
B. Be self-reliant.
C. Be a generalist.
D. Actively manage your relationship with your organization.
E. All of the above are recommendations for forging a successful career.
93. Being self-reliant means
A. to take full responsibility for yourself, your actions, and your career.
B. responding when others have innovative ideas.
C. always waiting for orders from higher in the organization.
D. knowing that the organization will manage your career.
E. responding before orders come from higher in the organization.
94. Goodwill stemming from social relationships is called
A. social empathy.
B. social capital.
D. emotional capital.
E. empathetic goodwill.
1-26
95. When you view yourself as an employee and expect your employer to tell you what to do and
give you pay and benefits, you are acting as a(n)
A. active contributor in a productive relationship.
B. agent for social capital.
C. passive employee.
D. example of an emotionally intelligent employee.
E. connected team member.
96. Actively managing your relationship with your organization includes managerial actions such
as
A. delivering strategic value.
B. building a dynamic organization.
C. mobilizing people.
D. learning and changing.
E. doing all of the above.
Essay Questions
1-27
97. "We have moved from an economy of hands to an economy of heads". Do you agree with this
statement? Explain.
98. List and describe several ways organizations collaborate across boundaries.
99. List and explain each of the five keys to managing for competitive advantage.
1-28
100.Briefly describe each of the four key management functions.
101.Differentiate between the various management levels in an organization.
102.At which level of management will you find conceptual and decision skills most utilized?
Why?
1-29
103.What should you do to forge a successful, gratifying career? Briefly explain each of the four
dimensions that should be considered.
Scenario A. Naturally Yours, Inc. is a new brand of organic clothing recently introduced
throughout the world. The company is unique in that it has collaborated with its suppliers and
largest potential customers to bring the clothing to market. The concept has been a huge
success as the idea of sustainability is becoming more "main stream" especially in developed
countries. The quick growth in sales has lead Naomi and Yolanda, the company founders, to
look to your consulting company for help in assuring the future success of the company.
1-30
104.Naomi and Yolanda want to maintain a strong competitive advantage in the organic clothing
industry. They have consulted with you and have decided to maintain their current direction
of continuing to produce new items targeted to new markets, such as children's clothing, in
addition to the women's clothing items that were originally designed and produced by the
company. Given the information in this scenario, which of the fundamental success drivers
are they most likely using?
A. Planning
B. Innovation
C. Quality
D. Organizing
E. Cost competitiveness
105.Naomi and Yolanda have always focused on being efficient managers. What is the best
advice you should give them, given the quick success they have had with Naturally Yours and
the information provided in the scenario?
A. Efficiency is the only key to their continued success.
B. Now it is time for them to consider only effectiveness, since they clearly have efficiency
under control and this is not likely to change in the future.
C. To continue their success they should maintain a clear focus on both effectiveness and
efficiency especially while their company is experiencing such a high growth in sales.
D. Now would be the perfect time to buy beautiful homes for their families since they have
earned it.
E. As the top-level managers the best action plan for them is to carefully design the new
items to assure these items are well accepted by the target consumers.
1-31
106.As the founders of the company, Naomi and Yolanda are best described as
A. tactical managers.
B. strategic managers.
C. middle-managers.
D. external managers.
E. internal managers.
107.When hiring people who are beginning their management career and who will join Naturally
Yours as entry-level supervisors to oversee the design and production of their clothing lines,
Naomi and Yolanda should look primarily for which type of skills in these managers?
A. Conceptual and decision skills
B. Monitoring skills
C. Language fluency
D. Technical skills
E. Negotiating skills
Scenario B. Suppose you are interviewing the CEO of a large company. The CEO is telling you
about his/her job as a manager and how he/she spends time. Using the descriptions below,
which function of management is the CEO most likely describing in each of the examples?
1-32
108."Recently, I spent a great deal of time looking at how to define jobs and group jobs together
to most efficiently utilize the employees in those jobs. Other times, my focus is more towards
financial resources."
A. planning
B. organizing
C. leading
D. controlling
E. decision making
109."My days are filled with opportunities to ask if we are meeting our goals, wondering if things
are going as we planned and making adjustments where needed."
A. planning
B. organizing
C. leading
D. controlling
E. decision making
110."My job, for some part of each day is to empower our employees to think of things in new
and different ways, not just to come to work and complete the tasks on a list."
A. planning
B. organizing
C. leading
D. controlling
E. decision making
1-33
111."Every six months or so my senior management team and I meet to discuss the goals that will
be achieved over the next year, three years, and beyond. We then make sure we are clear on
who will take responsibility to see that the appropriate actions are undertaken to achieve our
goals within the time frame we set."
A. planning
B. organizing
C. leading
D. controlling
E. decision making
Scenario C. As a management researcher, you are studying management behaviors and the
roles that managers play. Your field work takes you to Puffy Treats, a local cream puff bakery
in your university's city, to "shadow" the manager for a day. At the end of the day, there are
three events that really caught your attention. First, at an early meeting with the Puffy Treats
employees, the manager notified the employees of a pending lay-off. This news was met with
a great deal of anxiety on the part of the employees even though the manager was as kind as
she could be when delivering the news. One employee reacted very angrily and became so
disruptive that the manager had to call the local police to have her escorted out of the shop.
Later in the day, the manager made a call to a supplier to find out if anything "new and
interesting" was going on in the bakery industry. Finally, after work, the manager left to
attend an employee's wedding.
1-34
112.When the manager notifies the employees of the pending layoff, which of the managerial
roles is the manager of Puffy Treats performing?
A. Leader
B. Liaison
C. Disseminator
D. Spokesperson
113.When the manager deals with the angry employee, which of the managerial roles is the
manager of Puffy Treats performing?
A. Monitor
B. Negotiator
C. Disturbance handler
E. Liaison
114.When the manager attends the employee's wedding, which of the managerial roles is the
manager of Puffy Treats performing?
A. Liaison
B. Figurehead
C. Spokesperson
D. Entrepreneur
1-35
1-36
Chapter 01 Managing Effectively in a Changing World Answer Key
True / False Questions
1. The four key elements that make the current business environment different from the past
(p. 4) include globalization, technological change, the importance of knowledge and ideas and
collaboration across organizational boundaries.
TRUE
Management is a challenge requiring constant adaptation to new circumstances. The four

key elements that make the current business landscape different from the past:
globalization, technological change, the importance of knowledge and ideas, and
collaboration across organizational "boundaries."
AACSB: Analytic
Blooms: Understand
Learning Objective: 01-01 Summarize the major challenges of managing in the new competitive landscape.
Level of Difficulty: 2 Medium
Topic: Managing in the New Competitive Landscape
1-37
2. It can be said that technology both complicates things and creates new opportunities.
(p. 6)
TRUE
Technology both complicates things and creates new opportunities. The challenges come
from the rapid rate at which communication, transportation, information, and other
technologies change.
AACSB: Analytic
Blooms: Understand
3. Using personal technology such as a BlackBerry, means that you must be available all of
(p. 6-7) the time to do the best job possible.
FALSE
Using technology effectively is more than a matter of learning new skills; it also involves
making judgments about when and where to apply the technology for maximum benefit.
AACSB: Analytic
Blooms: Understand
1-38
4. Knowledge management is a set of practices aimed at discovering and harnessing the
(p. 7) competition's intellectual resources.
FALSE
AACSB: Analytic
Blooms: Remember
Level of Difficulty: 1 Easy
5. Collaboration can occur between but not within organizations.

(p. 7)
FALSE
One of the most important processes of knowledge management is to ensure that people
in different parts of the organization collaborate effectively with one another.
AACSB: Analytic
Blooms: Understand
1-39
6. Better serving the customer can start with involving the customer more in company
(p. 8) decisions, especially when it comes to discovering more about customer attitudes.
TRUE
Customers can be collaborators. Companies must realize that the need to serve the
customer drives everything else. Best serving the customer can start with involving the
customer more in company decisions.
AACSB: Analytic
Blooms: Understand
7. The key to company success is how much the industry in which it operates will affect
(p. 9) society or how much it will grow.
FALSE
The key to understanding the success of a company is the competitive advantage held by
a particular company and how well it can sustain that advantage.
AACSB: Analytic
Blooms: Understand
Learning Objective: 01-02 Describe the sources of competitive advantage for a company.
Topic: Managing for Competitive Advantage
1-40
8. The fundamental success drivers for an organization are innovation, quality, speed, and
(p. 9) product delivery time.
FALSE
What really drives performance is the need for innovation, quality, service, speed, and cost
competitiveness.
AACSB: Analytic
Blooms: Understand
9. Innovation is the introduction of new goods and services.

(p. 9)
TRUE
AACSB: Analytic
Blooms: Remember
1-41
10. If an organization does not innovate, it will die.
(p. 9)
TRUE
A firm must adapt to changes in consumer demands and to new competitors, that is, it
must innovate or it will die.
AACSB: Analytic
Blooms: Understand
11. Quality is the excellence of your product (including goods and services).
(p. 9)
TRUE
AACSB: Analytic
Blooms: Remember
1-42
12. Total quality includes preventing defects before they occur.
(p. 10)
TRUE
Total quality includes preventing defects before they occur, achieving zero defects in
manufacturing, and designing products for quality. The goal is to solve and eradicate from
the beginning all quality-related problems and to live a philosophy of continuous
improvement in the way the company operates.
AACSB: Analytic
Blooms: Understand
13. Today, customers value both the quality of physical goods and the quality of services.
(p. 10)
TRUE
Quality is the excellence of your product including goods and services, both of which are
valued by customers.
AACSB: Analytic
Blooms: Understand
1-43
14. One dimension of service quality is making it easy and enjoyable for customers to
(p. 11) experience a service or to buy and use products.
TRUE
AACSB: Analytic
Blooms: Remember
15. Corporate speed often separates the winners from the losers in business.
(p. 11)
TRUE
In the modern business environment, speed—rapid execution, response, and delivery of

results—often separates the winners from the losers.
AACSB: Analytic
Blooms: Understand
16. "Cost competitiveness" means pricing your products lower than all competitors' products.
(p. 11)
FALSE
AACSB: Analytic
Blooms: Remember
1-44
17. Managing for competitive advantage includes delivering innovation, quality, service, speed,
(p. 12) and cost competitiveness.
TRUE
AACSB: Analytic
Blooms: Remember
18. Management is the process of working with people and resources to make profit at all
(p. 12) costs.
FALSE
AACSB: Analytic
Blooms: Remember
Learning Objective: 01-03 Explain how the functions of management are evolving in today's business environment.
Topic: The Functions of Management
19. To be efficient is to achieve organizational goals. To be effective is to achieve goals with

(p. 12- minimum waste of resources.
13)
FALSE
AACSB: Analytic
Blooms: Remember
1-45
20. Efficiency is far more important than effectiveness in today's competitive environment.
(p. 13)
FALSE
Some managers fail on both criteria, or focus on one at the expense of another. The best
managers maintain a clear focus on both effectiveness and efficiency.
AACSB: Analytic
Blooms: Understand
21. The four traditional functions of management include planning, organizing, leading and
(p. 13- service.
14)
FALSE
AACSB: Analytic
Blooms: Remember
22. Organizing is assembling and coordinating the resources needed to achieve goals.
(p. 14)
TRUE
AACSB: Analytic
Blooms: Remember
1-46
23. Leading is taking care of all of the organizational items that occur so that your department
(p. 14) moves forward.
FALSE
AACSB: Analytic
Blooms: Remember
24. Controlling monitors performance and implements necessary changes.

(p. 14)
TRUE
AACSB: Analytic
Blooms: Remember
1-47
25. To become an effective manager you should choose one or two of the four management
(p. 16) functions and become expert in only those. An outstanding manager only needs to be
proficient in one or two of the functions as he or she can hire others to do the remaining
functions.
FALSE
Managers should devote adequate attention and resources to all four functions. One can
be a skilled planner and controller, but if you organize your people improperly or fail to
inspire them to perform at high levels, you will not be realizing your potential as a
manager.
AACSB: Analytic
Blooms: Understand
26. Top managers are also called tactical managers since they must translate the general
(p. 16) goals into specific objectives and activities.
FALSE
Top-level managers, often referred to as strategic managers, are supposed to focus on

long-term issues and emphasize the survival, growth, and overall effectiveness of the
organization.
AACSB: Analytic
Blooms: Understand
Learning Objective: 01-04 Compare how the nature of management varies at different organizational levels.
Topic: Management Levels and Skills
1-48
27. Frontline managers often have titles such as supervisor or sales manager.
(p. 18)
TRUE
AACSB: Analytic
Blooms: Remember
28. The need for interpersonal and communication skills fades as a manager moves from the
(p. 20) lower levels of an organization into the upper management arena.
FALSE
Interpersonal skills are important throughout your career, at every level of management.
AACSB: Analytic
Blooms: Understand
Learning Objective: 01-05 Define the skills you need to be an effective manager.
1-49
29. As managers rise through an organization, they will probably rely less on their technical
(p. 20) skills.
TRUE
Technical skills are most important early in your career. Conceptual and decision skills
become more important than technical skills as you rise higher in the company.
AACSB: Analytic
Blooms: Understand
30. Interpersonal skills are most important early in your career, whereas technical skills are
(p. 20) important as you rise higher in the company.
FALSE
Technical skills are most important early in your career. Conceptual and decision skills
become more important than technical skills as you rise higher in the company.
Interpersonal skills are important throughout your career, at every level of management.
AACSB: Analytic
Blooms: Understand
1-50
31. Being a manager is more like being the conductor of an orchestra than playing an
(p. 20) instrument in it.
TRUE
At the beginning of your career, your contribution to your employer depends on your own
performance; that's all you're responsible for. But on becoming a manager, you are
responsible for the whole group, as a conductor is responsible for the entire orchestra.
AACSB: Analytic
Blooms: Understand
Learning Objective: 01-06 Identify the principles that will help you manage your career.
Topic: You and Your Career
32. In today's work environment, one should only focus on becoming a specialist, since jobs
(p. 21) are becoming so specialized.
FALSE
It will help if you can become both a specialist and a generalist. Seek to become a
specialist; you should be an expert in something. Over time, you should learn to be a
generalist, knowing enough about a variety of business disciplines so that you can think
strategically and work with different perspectives.
AACSB: Analytic
Blooms: Understand
1-51
33. Emotional intelligence involves the skills of understanding yourself, managing yourself and
(p. 20) dealing effectively with others.
TRUE
AACSB: Analytic
Blooms: Remember
34. Social capital is the goodwill stemming from your social relationships.
(p. 22)
TRUE
AACSB: Analytic
Blooms: Remember
35. In managing your career, it is important to know that now, more than ever individuals will
(p. 23) be accountable for their actions and for results.
TRUE
Today managers must do more, better. You'll need to deliver competitive advantage and
thrive on change.
AACSB: Analytic
Blooms: Understand
1-52
36. Which of the following is one of the key elements that make the current business
(p. 4) landscape different from the past?
A. Diversity
B. Collaboration across organizational boundaries
C. Quality
D. Cost competitiveness
E. Speed
AACSB: Analytic
Blooms: Remember
37. Successful CEO's know that the change from a local to a global marketplace is
(p. 5)
A. irrelevant to today's business environment.
B. irreversible.
C. unchanging.
D. slowing.
E. no different than it has been over the last three decades.
Successful CEOs know that the change from a local to a global marketplace is gaining
momentum and is irreversible, primarily due to the availability of the Internet.
1-53
AACSB: Analytic
Blooms: Understand
38. Globalization is an issue primarily for

(p. 5)
A. large transnational firms.
B. medium-sized transnational firms.
C. small transnational firms.
D. domestic firms with overseas sales.
E. all firms.
Globalization affects small companies as well as large. Many small companies export their
goods. Many domestic firms assemble their products in other countries.
AACSB: Analytic
Blooms: Understand
1-54
39. Which of the following statements about the Internet is true?
(p. 6)
A. The Internet always makes things easier.
B. The Internet drives down costs.
C. The Internet's only impact is on business as a whole.
D. All email messages are emergencies.
E. People connected to the Internet should respond to email messages immediately.
The Internet is important to business because it drives down costs and speeds up
globalization. It improves efficiency of decision making.
AACSB: Analytic
Blooms: Understand
40. _________ is the set of practices aimed at discovering and harnessing an organization's
(p. 7) intellectual resources—fully utilizing the intellects of the organization's people.
A. Knowledge management
B. Collaboration
C. Innovation
D. Service management
E. Communication management
AACSB: Analytic
Blooms: Remember
1-55
41. Which of the following statements about collaboration is true?
(p. 7)
A. Collaboration occurs only within the boundaries of the organization.
B. It is unrealistic to think that the company can collaborate with its customers.
C. Disclosing your plans by collaborating with potential investors in your firm is not a good
idea.
D. Collaboration is an important process of knowledge management.
E. Collaboration outside of the organization is out of the question because of the risk of
disclosing trade secrets.
One of the most important processes of knowledge management is to ensure that people
in different parts of the organization collaborate effectively with one another. This requires
productive communications among different departments, divisions, or other subunits of
the organization.
AACSB: Analytic
Blooms: Understand
1-56
42. __________ is the introduction of new goods and services.
(p. 9)
A. Collaboration
B. Invention
C. Innovation
D. Adaptation
E. Production life cycle
AACSB: Analytic
Blooms: Remember
43. __________ is the excellence of your product.

(p. 9)
A. Innovation
B. Quality
C. Quantity
D. Six-sigma
E. Customization
AACSB: Analytic
Blooms: Remember
1-57
44. Which of the following is a way to measure quality?
(p. 10)
A. Product performance
B. Customer service
C. Reliability
D. Aesthetics
E. All of the above can be used to measure quality.
Quality can be measured in terms of product performance, customer service, reliability

(avoidance of failure or breakdowns), conformance to standards, durability, and
aesthetics.
AACSB: Analytic
Blooms: Understand
45. __________--rapid execution, response, and delivery of results—often separates the

(p. 11) winners from the losers.
A. Service
B. Quality
C. Innovation
D. Speed
E. Competitiveness
AACSB: Analytic
Blooms: Remember
1-58
46. Cost competitiveness means that you
(p. 11)
A. sacrifice quality to keep costs low.
B. carefully monitor costs mainly during the start-up of business.
C. price your product or service at a level attractive to consumers.
D. manage your costs by being effective.
E. offer a high quality product at a higher price.
Cost competitiveness means keeping costs low enough so that the company can realize
profits and price its products (goods or services) at levels that are attractive to consumers.
AACSB: Analytic
Blooms: Understand
1-59
47. Managing your costs and keeping them down requires being
(p. 12)
A. effective.
B. fast.
C. mindful of high service requirements.
D. efficient.
E. collaborative.
Managing your costs and keeping them down requires being efficient: accomplishing your
goals by using your resources wisely and minimizing waste.
AACSB: Analytic
Blooms: Understand
1-60
48. Which of the following statements about the sources of competitive advantage is true?
(p. 12)
A. The best companies choose one source of competitive advantage and perfect it.
B. Managing the sources of competitive advantage is a zero-sum game where one source
improves at the expense of the other.
C. It is possible to improve quality and also enhance speed.
D. Outsourcing certain functions is likely to decrease innovation.
E. The faster the product is provided the more innovation suffers.
The best managers and companies deliver on all five sources of competitive advantage.
For example Virginia Mason Medical Center improved quality through measures that
enhance speed.
AACSB: Analytic
Blooms: Understand
1-61
49. ______________ is the process of working with people and resources to accomplish
(p. 12) organizational goals.
A. Planning
B. Management
C. Controlling
D. Decision making
E. Collaboration
AACSB: Analytic
Blooms: Remember
50. The key management functions include

(p. 13)
A. planning, leading, controlling and organizing.
B. marketing, finance, accounting and production.
C. planning, operations, labor and contracting.
D. hiring, training, appraising and firing.
E. marketing, management, finance and accounting.
AACSB: Analytic
Blooms: Remember
1-62
51. Planning involves which of the following?
(p. 13)
A. Analyzing current situations
B. Determining rewards for goals achievement
C. Attracting people to the organization
D. Motivating employees
E. Implementing necessary changes
Planning activities include analyzing current situations, anticipating the future,

determining objectives, deciding in what types of activities the company will engage,
choosing corporate and business strategies, and determining the resources needed to
achieve the organization's goals.
AACSB: Analytic
Blooms: Understand
1-63
52. _______________ is specifying the goals to be achieved and deciding in advance the
(p. 13) appropriate actions needed to achieve those goals.
A. Staffing
B. Leading
C. Organizing
D. Planning
E. Controlling
AACSB: Analytic
Blooms: Remember
1-64
53. The Quilt Shop, Inc. periodically reviews the goals of the company. During the process, the
(p. 13) Quilt Shop managers analyze their current strategies as compared to their competitors,
determine goals that they will pursue and decide upon specific actions for each area of the
company to take in pursuit of these goals. With these actions the Quilt Shop managers are
engaged in the management function of
A. organizing.
B. planning.
C. goal coordination.
D. controlling.
E. leading.
Planning activities include analyzing current situations, anticipating the future,

determining objectives, deciding in what types of activities the company will engage,
choosing corporate and business strategies, and determining the resources needed to
achieve the organization's goals.
AACSB: Analytic
Blooms: Apply
Level of Difficulty: 3 Hard
1-65
54. Scrappy Sales, Inc. a local recycling plant, recently embarked on an effort to increase
(p. 14) coordination and cooperation within the company. During the process, Scrappy managers
reviewed and specified job responsibilities, grouped jobs into work units and re-allocated
resources within the company. Scrappy managers were exercising the management
function of
A. planning.
B. organizing.
C. leading.
D. controlling.
E. budgeting.
Organizing is assembling and coordinating the human, financial, physical, informational,

and other resources needed to achieve goals. Organizing activities include specifying job
responsibilities, grouping jobs into work units, marshaling and allocating resources, and
creating conditions so that people and things work together to achieve maximum success.
AACSB: Analytic
Blooms: Apply
1-66
55. ______________ involves assembling and coordinating organizational resources.
(p. 14)
A. Controlling
B. Planning
C. Organizing
D. Leading
E. Quantifying
AACSB: Analytic
Blooms: Remember
56. Building a dynamic organization is another way of describing which function of

(p. 14) management?
A. Planning
B. Organizing
C. Leading
D. Controlling
E. Staffing
AACSB: Analytic
Blooms: Remember
1-67
57. As one of the key management functions, leading focuses on a manager's efforts to
(p. 14)
A. mobilize people to contribute their ideas.
B. build organizations that are flexible and adaptive.
C. make sure goals are met.
D. identify opportunities for sustainable advantage.
E. build a dynamic organization.
Leading is stimulating people to be high performers. Today and in the future, managers
must be good at mobilizing people to contribute their ideas—to use their brains in ways
never needed or dreamed of in the past.
AACSB: Analytic
Blooms: Understand
58. A manager's ability to stimulate people to be high performers is referred to as

(p. 14)
A. planning.
B. organizing.
C. leading.
D. controlling.
E. monitoring.
AACSB: Analytic
Blooms: Remember
1-68
59. When Johnny Jack, manager of Jack-Mack Enterprises realized that his plan to increase
(p. 14) sales levels among associates was not producing the results he desired, he took quick
action to make necessary adjustments. Johnny was exercising the management function
of
A. planning.
B. organizing.
C. leading.
D. controlling.
E. communicating.
Controlling monitors performance and implements necessary changes as Johnny did when
he realized sales were not as high as he had planned.
AACSB: Analytic
Blooms: Apply
1-69
60. _______ involves monitoring performance and making necessary changes.
(p. 14)
A. Budgeting
B. Planning
C. Organizing
D. Leading
E. Controlling
AACSB: Analytic
Blooms: Remember
1-70
61. Through careful monitoring of the financial budgets of a firm, managers can detect
(p. 14) potential problems in reaching their financial goals and take actions to reverse the
problem. This is an example of the management function of
A. planning.
B. controlling.
C. leading.
D. organizing.
E. budgeting.
Controlling monitors performance and implements necessary changes. By controlling,

managers make sure the organization's (financial) resources are being used as planned
and that the organization is meeting its financial goals.
AACSB: Analytic
Blooms: Apply
1-71
62. Senior executives responsible for the overall management and effectiveness of the
(p. 16) organization are called
A. long-term managers.
B. middle managers.
C. strategic managers.
E. short-run managers.
AACSB: Analytic
Blooms: Remember
63. The three levels of managers within large organizations are

(p. 16)
A. international, regional and local.
B. marketing, management and accounting.
C. technical, functional and departmental.
D. upper level, top management and functional.
E. top-level, middle-level and frontline.
AACSB: Analytic
Blooms: Remember
1-72
64. Top-level managers focus on
(p. 16)
A. long-term survival of an organization.
B. translating goals and objectives into specific activities.
C. managing frontline managers.
D. supervising non-management employees.
E. initiating new daily activities.
Top-level managers, often referred to as strategic managers, are supposed to focus on

long-term issues and emphasize the survival, growth, and overall effectiveness of the
organization.
AACSB: Analytic
Blooms: Understand
65. ________________ managers are typically concerned with the interaction between the
(p. 16) organization and its external environment.
A. Regional
B. Top-level
C. Middle-level
D. Frontline
E. Functional
AACSB: Analytic
Blooms: Remember
1-73
66. CEO, President, COO and Vice President are all titles typical of which level of
(p. 17) management?
A. Strategic
B. Tactical
C. Operational
D. Functional
E. Regional
The CEO, COO, company presidents and vice-presidents are all strategic-level members of
the top management team.
AACSB: Analytic
Blooms: Understand
67. Which type of manager has responsibility for translating the general goals and plans
(p. 17) developed for an organization into more specific activities?
A. Operational managers
B. Functional managers
C. Activities managers
D. Strategic managers
E. Tactical managers
AACSB: Analytic
Blooms: Remember
1-74
68. Lower-level managers who supervise the operational activities of the organization are
(p. 18) called
A. frontline managers.
B. middle managers.
C. top-level managers.
E. strategic managers.
AACSB: Analytic
Blooms: Remember
69. Tactical managers are often referred to as

(p. 17)
A. center managers.
B. middle-level managers.
C. lower-level managers.
E. upper-middle managers.
AACSB: Analytic
Blooms: Remember
1-75
70. Managers responsible for supervising the operations of an organization are referred to as
(p. 18)
A. strategic managers.
B. functional managers.
C. supervisory managers.
E. tactical managers.
AACSB: Analytic
Blooms: Remember
71. Operational managers play a crucial role in an organization because they provide
(p. 18)
A. the link between managerial and non-managerial personnel.
B. discipline for problem managers.
C. the key plans for an organization's success.
D. feedback on top management performance.
E. direction and strategy for the organization.
AACSB: Analytic
Blooms: Remember
1-76
72. One of Cory Crowe's primary activities in his career as a supervisor at Crowe Bird Food,
(p. 18) Inc. is working with his middle-manager, A.J. "Crazy" Crowe to carry out opportunities for
new growth in the business (such as expanding into exotic bird foods) and developing the
people who are actually manufacturing the food. Cory is most likely a(n)
C. middle-level manager.
E. administrative controller.
Frontline managers are lower-level managers who supervise the operations of the
organization. They are directly involved with nonmanagement employees (such as those
who are manufacturing the food) and implementing the specific plans developed with
middle managers (such as A.J. "Crazy" Crowe).
AACSB: Analytic
Blooms: Apply
1-77
73. Titles such as foreman, sales manager, shift manager, or supervisor typically belong to
(p. 18) managers at what level?
A. Strategic
B. Middle
C. Top
D. Operational
E. Tactical
Front level or operational managers often have titles such as supervisor or sales manager
and are lower-level managers who supervise the operations of the organization.
AACSB: Analytic
Blooms: Understand
1-78
74. As a manager at Get-Rich-Quick Investments (GRQ), Claus Cloudy spends much of his
(p. 17) time coaching young managers and making sure that needed information reaches the GRQ
branches so they will be successful. Claus would best be described as a (an)
C. operational manager.
E. institutional controller.
Tactical managers are responsible for translating the general goals and plans developed
by strategic managers into more specific objectives and activities. The role of the middle
manager is to be an administrative controller. The tactical manager serves as the linchpin
of internal communication.
AACSB: Analytic
Blooms: Apply
1-79
75. In smaller entrepreneurial firms and even in more adaptive larger firms, managers
(p. 18)
A. are no longer utilized.
B. rely more heavily on technical skills.
C. serve as "experts" on whom the entire firm depends.
D. have strategic, tactical and operational responsibilities.
E. focus on internal operations only.
In small firms—and in those large companies that have adapted to the times—managers
have strategic, tactical, and operational responsibilities.
AACSB: Analytic
Blooms: Understand
76. Which of a manager's roles involves searching for new business opportunities and
(p. 18- initiating new projects to create change?
19)
A. Leader
B. Figurehead
C. Entrepreneur
E. Monitor
AACSB: Analytic
Blooms: Remember
1-80
77. Which of a manager's roles involves speaking on behalf of the organization?
(p. 18-
19)
A. Disseminator
B. Spokesperson
C. Liaison
D. Figurehead
AACSB: Analytic
Blooms: Remember
78. Which of the following managerial roles is a decisional role?

(p. 18-
19)
A. Spokesperson
B. Liaison
C. Leader
D. Negotiator
E. Monitor
AACSB: Analytic
Blooms: Remember
1-81
79. The President of Delta Design, LLC attended the opening ceremony for a customer's new
(p. 18- office complex. Which of a manager's roles was the President playing in this situation?
19)
A. Leader
B. Liaison
C. Figurehead
D. Spokesperson
E. Resource allocator
A figurehead role is an interpersonal role, which performs symbolic duties such as

attending ceremonies and serving other social and legal demands.
AACSB: Analytic
Blooms: Apply
1-82
80. When a customer service manger works to diffuse a situation with an irate customer,
(p. 18- which managerial role is he/she taking on?
19)
A. Liaison
B. Disturbance handler
C. Negotiator
E. Leader
The disturbance handler role involves taking corrective action during crises or other
conflicts such as dealing with an irate customer.
AACSB: Analytic
Blooms: Apply
81. A(n) __________ skill is the ability to perform a specialized task that involves a certain
(p. 19) method or process.
A. conceptual
B. decision
C. interpersonal
D. communication
E. technical
AACSB: Analytic
Blooms: Remember
1-83
82. Which of the following represent skills that managers need?
(p. 19)
A. Interpersonal & communication, conceptual & decision, and professional
B. Technical, interpersonal & communication and conceptual & decision
C. Professional, technical, and interpersonal & communication
D. Conceptual & decision, professional and technical
E. Professional, technical, and conceptual & decision
Critical management skills include technical skills, interpersonal and communication skills,
and conceptual and decision skills.
AACSB: Analytic
Blooms: Understand
1-84
83. Using a particular software program at an expert level, compilation of an accounting
(p. 19) statement, and writing advertising copy are all examples of which type of skill?
A. Technical
B. Professional
C. Conceptual
D. Interpersonal
E. Quantitative
A technical skill is the ability to perform a specialized task that involves a certain method
or process such as using computers, compiling an accounting statement and writing
advertising copy.
AACSB: Analytic
Blooms: Understand
1-85
84. Managers will utilize _____________ skills with increasing frequency as they rise within an
(p. 19) organization.
B. informational
C. technical
D. professional
E. negotiation
As managers acquire greater responsibility, they must exercise their conceptual and
decision skills with increasing frequency.
AACSB: Analytic
Blooms: Understand
1-86
85. Top management at Sunset Studios, Inc. recognized a lack of employee enthusiasm about
(p. 19) the new website. In fact there was a fair amount of infighting and blame around whom
was responsible for the layout, given the entire firm considered itself to be tops in design
and production. Sammy Sunset got the team together and engaged them in a lively
discussion to determine how to change the website so that it reflected more of Sunset
Studios' unique design ability. As the meeting wound down, each team member
volunteered to take on a part of the project to fix the site. The ability to identify this
problem and resolve it is an effective use of __________ skills.
B. informational
C. technical
D. professional
E. negotiation
As managers acquire greater responsibility, they must exercise their conceptual and
decision skills with increasing frequency. In this example, Sammy identified the problem of
a poorly designed website and lots of blaming, and resolved the issues with a lively
discussion, ending with team members volunteering to resolve the problems with the site.
AACSB: Analytic
Blooms: Apply
1-87
86. ______________ skills influence a manager's ability to work well with people.
(p. 19)
A. Decisional
B. Technical
C. Interpersonal
D. Professional
E. Conceptual
AACSB: Analytic
Blooms: Remember
87. Listening to employee suggestions, gaining support for organizational objectives and
(p. 19) fostering an atmosphere of teamwork are all considered
A. technical skills.
B. interpersonal/communication skills.
C. diagnostic skills.
D. professional skills.
E. conceptual skills.
Interpersonal and communication skills are people skills; they are the ability to lead,
motivate, and communicate effectively with others.
AACSB: Analytic
Blooms: Apply
1-88
88. The importance of managerial skills is exemplified by which of the following statements?
(p. 20)
A. Obtaining high performance from people in the organization is easy because of the
authority managers will continue to have over knowledge workers.
B. Upper- level managers need technical skills to manage supervisory personnel.
C. Supervisory level managers have the most contact with the top-level managers.
D. Conceptual and decision skills become less important than technical skills as a
manager rises higher in the company.
E. Interpersonal skills are important throughout a manager's career, at every level of

management.
Interpersonal skills are important throughout a manager's career, at every level of

management. Several biomedical companies in California's Orange County collaborated to
provide training because they observed that managers originally hired for their technical
expertise needed to develop their people skills so that they could handle higher-level
assignments successfully.
AACSB: Analytic
Blooms: Understand
1-89
89. The set of skills composed of understanding yourself, managing yourself and dealing
(p. 20) effectively with others is called
A. self reliance.
B. social capital.
D. career management.
E. social management.
AACSB: Analytic
Blooms: Remember
1-90
90. Which of the following is a component of emotional intelligence?
(p. 20)
A. Making good decisions
B. Dealing with power plays made by others
C. Understanding the shortcomings of those you work with
D. Advising others how to become happier at work
E. Helping others understand you are correct
Emotional intelligence includes the skills of understanding yourself (including strengths

and limitations), managing yourself (dealing with emotions, making good decisions,
seeking and using feedback, exercising self-control), and dealing effectively with others
(listening, showing empathy, motivating, leading, and so on).
AACSB: Analytic
Blooms: Understand
1-91
91. A common complaint about leaders, especially those who are newly-appointed is that they
(p. 20) lack which of the following?
A. Emotional understanding
B. Empathy
C. The ability to receive feedback from subordinates
D. Decision making skills
E. Self control
A common complaint about leaders, especially newly promoted ones who had been
outstanding individual performers, is that they lack what is perhaps the most fundamental
of EQ skills: empathy.
AACSB: Analytic
Blooms: Understand
1-92
92. Which of the following is a recommendation for forging a successful career?
(p. 21-
23)
A. Be a specialist.
B. Be self-reliant.
C. Be a generalist.
D. Actively manage your relationship with your organization.
E. All of the above are recommendations for forging a successful career.
To forge a successful, gratifying career, you are well advised to be both a specialist and a
generalist, to be self-reliant and connected, to actively manage your relationship with your
organization, and to know what is required not only to survive but also to thrive in today's
world.
AACSB: Analytic
Blooms: Understand
93. Being self-reliant means

(p. 21)
A. to take full responsibility for yourself, your actions, and your career.
B. responding when others have innovative ideas.
C. always waiting for orders from higher in the organization.
D. knowing that the organization will manage your career.
E. responding before orders come from higher in the organization.
AACSB: Analytic
Blooms: Remember
1-93
94. Goodwill stemming from social relationships is called
(p. 22)
A. social empathy.
B. social capital.
D. emotional capital.
E. empathetic goodwill.
AACSB: Analytic
Blooms: Remember
95. When you view yourself as an employee and expect your employer to tell you what to do
(p. 23) and give you pay and benefits, you are acting as a(n)
A. active contributor in a productive relationship.
B. agent for social capital.
C. passive employee.
D. example of an emotionally intelligent employee.
E. connected team member.
When you view yourself as an employee and passively expect your employer to tell you
what to do and give you pay and benefits, your employer is in charge, and you are a
passive recipient of its actions.
AACSB: Analytic
Blooms: Understand
1-94
96. Actively managing your relationship with your organization includes managerial actions
(p. 24, such as
Figure
1.2)
A. delivering strategic value.
B. building a dynamic organization.
C. mobilizing people.
D. learning and changing.
E. doing all of the above.
Management actions that you can contribute include all of the choices in the question as
shown in Figure 1.2.
AACSB: Analytic
Blooms: Understand
Essay Questions
1-95
97. "We have moved from an economy of hands to an economy of heads". Do you agree with
(p. 7) this statement? Explain.
Answers will vary.
AACSB: Analytic
Blooms: Analyze
98. List and describe several ways organizations collaborate across boundaries.
(p. 7-8)
Answers will vary.
AACSB: Analytic
Blooms: Understand
1-96
99. List and explain each of the five keys to managing for competitive advantage.
(p. 8-
12)
Answers will vary.
AACSB: Analytic
Blooms: Understand
100. Briefly describe each of the four key management functions.

(p. 12-
16)
Answers will vary.
AACSB: Analytic
Blooms: Understand
101. Differentiate between the various management levels in an organization.

(p. 16-
19)
Answers will vary.
AACSB: Analytic
Blooms: Understand
1-97
102. At which level of management will you find conceptual and decision skills most utilized?
(p. 19) Why?
Answers will vary.
AACSB: Analytic
Blooms: Understand
103. What should you do to forge a successful, gratifying career? Briefly explain each of the
(p. 21- four dimensions that should be considered.
24)
Answers will vary.
AACSB: Analytic
Blooms: Understand
1-98
Scenario A. Naturally Yours, Inc. is a new brand of organic clothing recently introduced
throughout the world. The company is unique in that it has collaborated with its suppliers
and largest potential customers to bring the clothing to market. The concept has been a
huge success as the idea of sustainability is becoming more "main stream" especially in
developed countries. The quick growth in sales has lead Naomi and Yolanda, the company
founders, to look to your consulting company for help in assuring the future success of the
company.
104. Naomi and Yolanda want to maintain a strong competitive advantage in the organic
(p. 9) clothing industry. They have consulted with you and have decided to maintain their current
direction of continuing to produce new items targeted to new markets, such as children's
clothing, in addition to the women's clothing items that were originally designed and
produced by the company. Given the information in this scenario, which of the
fundamental success drivers are they most likely using?
A. Planning
B. Innovation
C. Quality
D. Organizing
E. Cost competitiveness
Innovation is the introduction of new goods and services such as the children's clothing
line the company has designed.
AACSB: Analytic
Blooms: Apply
1-99
105. Naomi and Yolanda have always focused on being efficient managers. What is the best
(p. 12) advice you should give them, given the quick success they have had with Naturally Yours
and the information provided in the scenario?
A. Efficiency is the only key to their continued success.
B. Now it is time for them to consider only effectiveness, since they clearly have efficiency
under control and this is not likely to change in the future.
C. To continue their success they should maintain a clear focus on both effectiveness and
efficiency especially while their company is experiencing such a high growth in sales.
D. Now would be the perfect time to buy beautiful homes for their families since they
have earned it.
E. As the top-level managers the best action plan for them is to carefully design the new
items to assure these items are well accepted by the target consumers.
Management is the process of working with people and resources to accomplish

organizational goals. Good managers (like Naomi and Yolanda) do those things both
effectively and efficiently.
AACSB: Analytic
Blooms: Apply
1-100
106. As the founders of the company, Naomi and Yolanda are best described as
(p. 16)
A. tactical managers.
B. strategic managers.
C. middle-managers.
D. external managers.
E. internal managers.
AACSB: Analytic
Blooms: Remember
1-101
107. When hiring people who are beginning their management career and who will join
(p. 19) Naturally Yours as entry-level supervisors to oversee the design and production of their
clothing lines, Naomi and Yolanda should look primarily for which type of skills in these
managers?
A. Conceptual and decision skills
B. Monitoring skills
C. Language fluency
D. Technical skills
E. Negotiating skills
Technical skills include the ability to perform a specialized task involving a particular
method or process. In this case Naomi and Yolanda may hire operations management or
logistics specialists. The technical skills these people will have learned in school will help
them to be attractive to Naomi and Yolanda for this entry-level position.
AACSB: Analytic
Blooms: Apply
Scenario B. Suppose you are interviewing the CEO of a large company. The CEO is telling
you about his/her job as a manager and how he/she spends time. Using the descriptions
below, which function of management is the CEO most likely describing in each of the
examples?
1-102
108. "Recently, I spent a great deal of time looking at how to define jobs and group jobs
(p. 14) together to most efficiently utilize the employees in those jobs. Other times, my focus is
more towards financial resources."
A. planning
B. organizing
C. leading
D. controlling
E. decision making
Organizing is assembling and coordinating the human, financial, physical, informational,

and other resources needed to achieve goals.
AACSB: Analytic
Blooms: Understand
1-103
109. "My days are filled with opportunities to ask if we are meeting our goals, wondering if
(p. 14) things are going as we planned and making adjustments where needed."
A. planning
B. organizing
C. leading
D. controlling
E. decision making
Controlling monitors performance and implements necessary changes. By controlling,

managers make sure the organization's resources are being used as planned and that the
organization is meeting its goals for quality and safety.
AACSB: Analytic
Blooms: Understand
1-104
110. "My job, for some part of each day is to empower our employees to think of things in new
(p. 14) and different ways, not just to come to work and complete the tasks on a list."
A. planning
B. organizing
C. leading
D. controlling
E. decision making
Leading is stimulating people to be high performers. In includes motivating and

communicating with employees, individually and in groups.
AACSB: Analytic
Blooms: Understand
1-105
111. "Every six months or so my senior management team and I meet to discuss the goals that
(p. 13- will be achieved over the next year, three years, and beyond. We then make sure we are
14)
clear on who will take responsibility to see that the appropriate actions are undertaken to
achieve our goals within the time frame we set."
A. planning
B. organizing
C. leading
D. controlling
E. decision making
Planning is specifying the goals to be achieved and deciding in advance the appropriate
actions needed to achieve those goals.
AACSB: Analytic
Blooms: Understand
Scenario C. As a management researcher, you are studying management behaviors and

the roles that managers play. Your field work takes you to Puffy Treats, a local cream puff
bakery in your university's city, to "shadow" the manager for a day. At the end of the day,
there are three events that really caught your attention. First, at an early meeting with the
Puffy Treats employees, the manager notified the employees of a pending lay-off. This
news was met with a great deal of anxiety on the part of the employees even though the
manager was as kind as she could be when delivering the news. One employee reacted
very angrily and became so disruptive that the manager had to call the local police to have
her escorted out of the shop. Later in the day, the manager made a call to a supplier to
find out if anything "new and interesting" was going on in the bakery industry. Finally, after
work, the manager left to attend an employee's wedding.
1-106
112. When the manager notifies the employees of the pending layoff, which of the managerial
(p. 19) roles is the manager of Puffy Treats performing?
A. Leader
B. Liaison
C. Disseminator
D. Spokesperson
A spokesperson speaks on behalf of the organization about plans, policies, actions (such
as the pending layoff) and results.
AACSB: Analytic
Blooms: Understand
1-107
113. When the manager deals with the angry employee, which of the managerial roles is the
(p. 19) manager of Puffy Treats performing?
A. Monitor
B. Negotiator
C. Disturbance handler
E. Liaison
A disturbance handler is one who takes corrective action during crises or other conflicts,
such as dealing with the angry employee.
AACSB: Analytic
Blooms: Understand
1-108
114. When the manager attends the employee's wedding, which of the managerial roles is the
(p. 19) manager of Puffy Treats performing?
A. Liaison
B. Figurehead
C. Spokesperson
D. Entrepreneur
A figurehead performs symbolic duties such as attending ceremonies and serving other
social (the employee wedding) and legal demands.
AACSB: Analytic
Blooms: Understand
1-109
Another random document with
no related content on Scribd:
Mutta kun pimeys alkoi verhota vaippaansa koko tämän pienen
joukon ja miesten ennustama myrsky kohista lännestä päin, paisui
hänen vastenmielisyytensä tätä suunnitelmaa kohtaan. Kesäisen
salaman valossa, joka juuri alkoi välähdellä taivaalla, ei ainoastaan
näkynyt leveä kimalteleva joki ja metsäinen kukkula, joiden välitse
heidän tiensä kulki, vaan myöskin hänen seuralaistensa kasvot; ja
nämä kasvot vuorostaan valaisivat kammottavalla tavalla sitä veristä
kauheutta, jota kohti he olivat menossa. Hermostuneena ja
levottomana pappi pohti tämän yrityksen eri asteita: salaista pääsyä
sisään vesijohdon kautta, luukusta kömpimistä, yllätystä ja verilöylyä
makuuhuoneessa. Ja liekö se johtunut siitä, että hän oli viettänyt
useita päiviä uhrinsa seurassa, vai siitä, että hänen toiselle
mainitsemansa syyt panivat hänet epäröimään, mutta tämä
suunnitelma järkytti hänen sieluaan.
Turhaan hän vakuutti itselleen, että Tavannes oli sortaja; sittenkin

hän näki juuri unestaan herätetyn miehen, jonka silmissä kuvastui
uhkaavan perikadon kauhu. Ja kun ratsumies, jonka takana hän
istui, osoitti hänelle erästä tuikkivaa tulta ja kuiskaten mainitsi sen
vilkkuvan St. Agnesin kappelista, joka oli aivan majatalon vieressä,
olisi hän voinut huudahtaa kuten parhain katolilainen: inter pontem et
tontem, Domine! Niin, hän todella mutisikin jotakin sellaista. Sillä
hänen edessään mies kääntyi ja kysäisi: — Mitä?
Mutta hugenotti ei selittänyt.

XXIV.
KUNINKAAN MAJATALOSSA.
Kreivitär nousi istumaan pimeässä huoneessaan. Puolesta

päivästä alkaen hänellä oli ollut tunnonvaivoja, eikä hän enää niitä
kestänyt. Hitaasti kuluva päivä, illalla tullut ukonilma ja nousevan
myrskyn enteet, jotka olivat pakottaneet seurueen etsimään suojaa
tästä majatalosta, kaikki tämä oli kiduttanut häntä muistuttaen, että
hetket kuluivat ja että pian olisi tuo laiminlyönti korjaamaton. Kerran
hän jo äkillisen mielijohteen mukaan oli koettanut korjata tätä
erehdystä, mutta turhaan, ja tekemällä itsensä epäiltäväksi vain
vaikeuttanut korjausta. Päivän mittaan oli kuitenkin tuntunut
mahdolliselta levähtää tietoisena siitä, että oli tehnyt yrityksen, mutta
nyt yöllä, kun pimeässä oli kuulevinaan pienten lasten huutoja
heidän äitiensä katsellessa kauhistuneina, se oli aivan mahdotonta.
Hän nousi istumaan ja kuunteli ohimosuonten jyskyttäessä.
Rouva St. Lo, joka nukkui samassa huoneessa, oli ripustanut

vaipan akkunan eteen, ettei näkyisi ajoittain välähtelevää salamaa,
ja niin siellä oli aivan pimeä. Vaikeampaa oli estää ukkosen kumeaa
jyrinää kuulumasta, sillä yö oli painostavan kuuma ja vaipan
peittämä akkuna oli auki. Vähitellen alkoi kuulua toistakin ääntä,
rankkasateen rapinaa, sekaantuen tasaiseen hengitykseen, josta
päättäen rouva St. Lo nukkui.
Päästyään tästä selville kreivitär huoahti ja liukui vuoteeltaan

lattialle. Hän tapaili pimeässä vaippaansa, löysi ja kietoi sen
yöpukunsa ympärille. Sitten hän lähti hapuillen ovelle vuoteensa
äärestä, jonka pääpuoli oli akkunaa ja jalkopää ovea kohti, ja
tunnusteltuaan kädellään ovea ristiin rastiin ainakin kymmenen
kertaa hän vihdoin tapasi ovenrivan ja painoi sen alas. Ovi narahti
hänen avatessaan, ja hän pysähtyi kuuntelemaan, mutta tuo ääni ei
kuulunut pitemmälle, sillä katetussa käytävässä, jossa oli kaksi
akkunaa pihan puolella, kohosi ulkoapäin tulevia ääniä, sateen
rapinaa ja veden solinaa räystäskouruissa ja torvissa.
Toinen akkunoista oli auki päästäen sisään sadetta ja tuulta, ja

kreivittären pysähtyessä ja pidellessä ovea auki ilmavirta puhalsi
hänen yltään vaipan. Hän astui nopeasti ulos ja sulki oven jälkeensä.
Vasemmalla puolella oli käytävän umpinainen osa; hän kääntyi
oikealle. Mutta tuskin hän oli astunut pimeässä askeleen, kun hän
pysähtyi. Hänen vieressään, parin jalan päässä hänestä, oli joku
liikahtanut, ja jokin oli kumahtanut niinkuin puukenkä lattiata vasten,
kuuluen niin läheltä, että hän henkeään pidättäen painautui seinää
vasten. Hän kuunteli. Ehkä jotkut palvelijoista olivat tehneet
vuoteensa lattialle, kuten oli aivan tavallista. Ehkä joku naisista oli
liikahtanut hänen takanaan siinä huoneessa, jonka seinään hän juuri
painautui. Ehkä… mutta juuri hänen tätä vakuuttaessaan itselleen
hän kuuli saman äänen uudelleen; se kuului hänen jalkainsa juurelta.
Onneksi leimahti nyt salama valaisten koko käytävän; se oli tyhjä.

Se valaisi hänen oikealla puolellaan oviriviä, pieniä akkunoita
vasemmalla ja häntä vastapäätä oven, joka eroitti heidät muusta
talosta. Hän olisi saattanut kiittää Jumalaa tästä valosta ja kiittikin
siitä, sillä kun salamaa heti seurannut ukkonen jyrähti hänen päänsä
kohdalla vyöryen raskaasti itää kohti, astui hän rohkeasti käytävää
pitkin tunnustellen kädellään ensimmäistä ovea, sitten toista ja
vihdoin kolmatta.
Hän hapuili tämän ripaa ja löysi sen, mutta pysähtyi vieläkin.

Kootakseen rohkeutensa hän koetti palauttaa mieleensä ne
tuskanhuudot ja kauhistuneet silmät, jotka olivat ajaneet hänet
tänne. Ja vaikkei tämä oikein onnistunut, tuli hänen avukseen muita
ajatuksia. Kun myrsky tukahutti muut vähemmät äänet ja
tuontuostakin aukaisi Jumalan lyhdyn hänen hyväkseen, eikö se
osoittanut, että Herra oli hänen puolellaan ja tarpeen tullen häntä
auttaisi? Tämä usko tuli varsin sopivaan aikaan, ja entistä
rohkeampana hän nyt kokosi ajatuksensa. Kun jyrinä oli lakannut,
avasi hän oven, pujahti sisään ja sulki jälkeensä. Hän olisi mielellään
jättänyt oven raolleen päästäkseen hädän tullen paremmin pakoon,
mutta avoimesta akkunasta käytävään puhaltava tuuli teki tämän
varokeinon liian vaaralliseksi.
Hän astui pari askelta syvemmälle huoneeseen ja ukkosen jyrinän

häipyessä etäisyyteen kurottautui eteenpäin koettaen tuskallisessa
jännityksessä kuulla kreivi Hannibalin hengitystä, mutta akkuna oli
auki ja sade rapisi yhä; hän ei voinut sateelta kuulla mitään ja
peloissaan astui vieläkin askeleen eteenpäin. Akkunan piti olla
hänen edessään ja vuoteen vasemmalla nurkassa. Mutta
kummastakaan hän ei ollut varma; hänen täytyi odottaa salaman
leimahdusta.
Se leimahti ja sekunnin ajaksi huone sai kirkasta valoa. Hän näki

häikäisevän selvästi akkunan, matalan pyörillä liikkuvan vuoteen ja
nukkujan, ja ennenkuin huone ehti uudelleen pimetä, kyyristyi hän
syvään vetäen vaipan päähineen kasvoilleen. Sillä hän oli salaman
valossa nähnyt kreivi Hannibalin, mutta ei nukuksissa. Kreivi oli
maannut kyljellään kasvot häntä kohti, avoimin silmin tuijottaen
häneen.
Taikka oliko valo pettänyt hänet? Varmaankin se oli, sillä sinä

aikana, joka seurasi salamaa ennen jyrähdystä hänen vapisten
kyyristyessään kreivi Hannibal ei liikahtanut eikä päästänyt ääntä.
Varmaankin valo oli pettänyt. Hän tunsi olevansa siitä niin varma,
että rohkeni pysyä samassa asennossa, kunnes salama leimahti
toisen kerran ja näytti kreivi Hannibalin nukkuvan silmät ummessa.
Silloin hän hengähti helpotuksesta ja nousi hitaasti pystyyn, mutta

ei uskaltanut liikkua, ennenkuin salama leimahti kolmannen kerran ja
totesi oikeaksi sen, mitä hän oli toisella kerralla nähnyt. Sitten hän
ukkosen jyrähtäessä ja vyöryessä etäisyyteen hiipi vuodetta kohti,
kunnes seisoi päänaluksen vieressä ja kumartuessaan kuuli
nukkujan hengityksen.
Mutta voi, vaikein työ oli vielä jäljellä. Hän oli aivan varma, että
kirjemytty oli päänaluksen alla. Kuinka hän löytäisi ja saisi sen sieltä
esille herättämättä nukkujaa? Pelkkä kosketus voisi hänet herättää.
Sittenkin hänen täytyi yrittää, vieläpä heti, jollei tahtonut palata tyhjin
käsin, tuskallisin ajatuksin, jotka olivat kiduttaneet häntä koko pitkän
päivän.
Hän tiesi sen, mutta viivytteli vielä hetkisen, kammoten tätä

omankädenoikeutta ja kuunnellen sateen loppumatonta kohinaa.
Silloin myrsky rohkaisi häntä toisen kerran. Kuinka sopivaan aikaan
se olikaan puhjennut! Kuinka erinomaisesti se oli ohjannut häntä!
Kuinka huono mahdollisuus hänellä olisikaan ollut ilman sitä! Ja niin
hän vihdoin päättäväisesti, mutta taitavasti työnsi sormensa
päänaluksen ja vuoteen väliin, painaen varovasti toiselle kädellään
jälkimäistä alaspäin. Silmänräpäyksen ajan hänestä tuntui, että
nukkuja pidätti hengitystään, ja hänen sydämensä miltei lakkasi
sykkimästä. Mutta hengitys jatkui seuraavana sekuntina — jos se
ensinkään oli välillä tauonnut — ja peläten salaman leimahtavan
uudelleen ja ilmaisevan hänet kreiville näin likellä ja tällaisessa
teossa, oka tuntui paremmin sopivan pimeässä suoritettavaksi, hän
tunnusteli kädellään kauempaa ja samassa kosketti jotakin. Kun
hänen sormensa osuivat myttyyn ja tarttuivat siihen nukkujan
hengityksen huokuessa kuumana hänen polttavaa poskeaan vasten,
silloin hän käsitti, että suurin vaara oli käden takaisin vetämisessä.
Ensimmäisellä yrityksellä nukkuja murahti jotakin, liikahti ja heitti

kätensä vuoteen reunan yli. Hän luuli kreivin olevan heräämäisillään
ja saattoi vaivoin pysyä paikallaan, mutta toinen ei liikahtanut enää,
ja kreivitär yritti uudestaan niin varovasti, että hiki valui pitkin hänen
kasvojaan ja tukka tuntui nihkeältä niskassa päähineen alla. Hitaasti,
hyvin hitaasti hän veti kättään ja siinä olevaa myttyä takaisin, niin
hitaasti, mutta näin pitkälle päästyään niin päättäväisesti, että kun
pelätty salamanleimahdus yllätti hänet ja hän näki nukkujan ankarat,
tummat kasvot, joilla oli unen salaperäinen, kaukainen ilme, aivan
lähellä omiaan, ei hänen käsivartensa ainoakaan lihas liikahtanut,
eikä hänen kätensä vavissut.
Se oli tehty… vihdoinkin! Äkillisen kiitollisuuden, voitonriemun ja

ihastuksen vallassa hän suoristi vartalonsa. Hän käsitti, että nyt se
oli tehty, ja että hän tuossa piti kädessään myttyä. Hengähtäen
syvään helpotuksesta ja riemusta hän hiipi ovea kohti.
Hän tavoitti ripaa ja silloin hänestä kuului kuin nukkujan hengitys
olisi muuttunut; hän pysähtyi ja kuunteli kurkottaen päätään. Mutta
kaikki äänet paitsi aivan lähimmät hukkuivat sateen rapinaan, ja hän
uskoi erehtyneensä, niin että kun hänen kätensä sattui ovenripaan,
painoi hän sen alas, liukui varjon tavoin käytävään ja sulki oven
jälkeensä.
Huoneesta päästyään hän jäi seisomaan paikalleen, ja kaikki veri

tuntui pakkautuvan sydämeen. Uneksiko hän! Käytävä, jossa hän
seisoi, jossa oli ollut pilkkopimeä hänen siellä hetki sitten ollessaan,
oli nyt valaistu. Ainakin niin paljon valaistu, että hänen pimeään
tottuneet silmänsä selvästi eroittivat käytävän toisessa päässä kolme
miestä, jotka näkyivät korjaavan heitä valaisevaa lyhtyä, sillä kaksi
lähintä oli juuri kumarruksissa sen kimpussa. Nämä kaksi seisoivat
selin häneen, kolmannen kasvot olivat käännetyt häntä kohti, ja juuri
nämä kasvot saattoivat veren pakkautumaan hänen sydämeensä.
Mies oli ainoastaan vyötäisiin saakka näkyvissä. Tuijotettuaan häntä
muutaman sekunnin äänettömän kauhun vallassa kreivitär näki
hänen kohoavan ylemmäs ja huomasi silloin, että hän hetkeksi
pysähdyttyään oli nousemassa lattialuukusta. Mitä tämä näky
merkitsi, keitä miehet olivat taikka mitä heidän ilmestymisensä tiesi,
näihin kysymyksiin eivät hänen aivonsa tällä hetkellä voineet
vastata. Siinä oli kylliksi, että hän muisti, kuka saattoi kuulla ja mitä
hänellä oli kädessä, eikä kirkaissut.
Sensijaan hän seisoi hämärässä omassa päässään käytävää

tuijottaen heihin tarkasti, kunnes näki kolmannen miehen nousseen
kokonaan esille, mutta lyhdyn valo häilyi miehen edessä, niin ettei
voinut nähdä häntä selvästi. Tuskin oli mies päässyt ylös luukusta,
kun hän jo kumartui auttamaan neljättä, jolla luukusta kömpiessään
oli paljas puukko hampaissaan. Kreivitär näki silloin, että heillä oli
kaikilla aseet, ja jokin salakähmäisyys heidän liikkeissään ja heidän
silmiensä julma katse valon osuessa heidän synkille kasvoilleen
kammotti häntä ja hyyti hänen sydämensä. Keitä he olivat ja miksi he
olivat tulleet tänne? Mitä he aikoivat? Jälleen tointuessaan ja
tehdessään itselleen näitä kysymyksiä hän näki neljännen miehen
vuorostaan kumartuvan ja ojentavan kätensä viidennelle, mutta
silloin kreivitär ei enää voinut hillitä itseään, vaan päästi
huudahduksen, sillä viimeiseksi luukusta kömpinyt mies oli La Tribe!
La Tribe, josta hän oli tänä aamuna eronnut!
Kreivitär oli tosin huudahtanut vain hiljaa, mutta miehet kuulivat

sen kuitenkin, ja molemmat ne, jotka seisoivat selin häneen,
kääntyivät niin nopeasti kuin heitä olisi pistetty. Mies, joka piteli
lyhtyä, nosti sitä, ja kaikki viisi tuijottivat häneen ja hän heihin. Silloin
pääsi kreivittäreltä toinen huudahdus, kovempi ja hämmästyneempi
edellistä, sillä mies, joka seisoi häntä lähinnä pitäen lyhtyä korkealla,
oli Tignonville, hänen rakastettunsa!
— Hyvä Jumala! — kuiskasi kreivitär. — Mitä te aiotte?
Vasta silloin Tignonville hänet tunsi. Sillä siihen asti he olivat

lyhdyn valossa nähneet vain huppukauluksiseen vaippaan
kietoutuneen olennon, synkän haamun, joka herätti taikauskoista
pelkoa. Mutta nyt kaksi heistä tunsi hänet, ja Tignonville lähestyi
häntä hitaasti ikäänkuin unessa.
Sielunelämässä on ratkaisevia hetkiä, jolloin henkiset kyvyt

toimivat oikeastaan vaistomaisesti eivätkä järjen mukaan. Nuori
nainen ei koskaan käsittänyt, miksi hän sillä hetkellä toimi niinkuin
toimi, miksi hän ei kysynyt mitään, ei huudahtanut eikä moittinut,
vaan sormi huulilla katsellen Tignonvilleä silmästä silmään laski
mytyn hänen käteensä.
Tignonville otti sen häneltä yhtä koneellisesti kuin se annettiinkin,
samalla kädellä, joka piteli paljastetun miekan kahvaa. Sitten hän
synkin katsein ja ääneti kuten nainenkin aikoi mennä tämän ohitse.
Lemmittynsä täällä tapaaminen vartioimassa sen miehen ovea, joka
oli hänet ryöstänyt, kiihoitti hänen huonoimpia intohimojaan. Mutta
kreivitär liikahti estämään häntä ja sulki häneltä tien. Kohottaen
kättään hän osoitti lattialuukkua.
— Menkää! — kuiskasi hän ankarasti. — Te olette saanut mitä

tarvitsette. Menkää!
— Ei, me emme mene! — ja Tignonville pyrki hänen ohitsensa.
— Menkää! — toisti kreivitär samalla sävyllä. — Te olette saanut

mitä tahdoitte. — Hän viittasi yhä kädellään, yhä tarkaten viittä
miestä silmää räpäyttämättä, ukkosen kumeasti jyrähdellen
vyöryessä itää kohti ja kuuluessa hetki hetkellä etäämpää ja
sydänyön sateen tulvehtiessa joka vesitorvesta ja tippuvasta
räystäästä ja täyttäessä käytävän hiljaisella suhinalla. Vähitellen
kreivittären katse pääsi voitolle, hänen jalompi luonteensa ja
tarkoituksensa masensi Tignonvillen heikomman luonteen. Sillä hän
käsitti nyt, mistä oli kysymys, ja Tignonville näki, että toinen sen
käsitti, ja jos hän olisi ollut siellä yksinään, olisi hän pujahtanut
tiehensä sanomatta sanaakaan puolustuksekseen. Mutta eräs
miehistä tunkeutui hurjan maltittomana heidän väliinsä.
— Missä hän on? — murisi hän. — Mitä tämä hyödyttää? Missä

hän on? — ja Tuez-les-Moinesin verestävät silmät tarkastivat oviriviä
ja hänen veitsenkahvaa pitelevät, värähtelevät kätensä ilmaisivat
hänen kiihkeyttään. — Missä hän on? Missä hän on, tyttö? Sano
heti, taikka…
— Sitä en sano.
— Valehtelet, — huudahti mies, näyttäen hampaitaan kuin koira.

— Kyllä sinä sen sanot. Taikka tapamme sinutkin! Missä hän on?
— Sitä en teille sano, — toisti kreivitär seisten hänen edessään

ylenkatseellisen pelottomana. — Jos astutte vielä askeleen, niin
hälytän koko talon hereille. Vannon teille, herra de Tignonville, joka
tunnette minut, että jos tämä mies ei peräydy, niin…
— Onko hän jossakin näistä huoneista? — vastasi Tignonville. —

Missä niistä?
— Hakekaa niistä! — vastasi kreivitär hiljaa, mutta purevalla ivalla.

— Hakekaa. Herättäkää palvelijani, hälyttäkää koko talo! Ja kun
hänen väkensä on kimpussanne, niin kiittäkää omaa päätöntä
hulluuttanne, sillä heitä on viisi jokaista teitä kohti.
Tuez-les-Moinesin silmät kiiluivat. — Ettekö siis sano meille? —

huusi hän.
— En!
— Silloin…
Mutta juuri kun vimmastunut mies oli syöstä nuoren naisen

kimppuun, kietoi La Tribe käsivartensa hänen ympärilleen vetäen
hänet takaisin.
— Sehän olisi hulluutta, — huusi hän. — Oletteko järjiltänne,

hupsu? Lopettakaa jo! — Hän läähätti rimpuillessaan vimmastuneen
kanssa. — Jos rouva hälyttää, olemme hukassa, sillä hän voi olla
yhdessä näistä neljästä huoneesta emmekä tiedä missä niistä. —
Hän pyysi katseellaan tukea Tignonvilleltä, jonka edelle oli päässyt
nuorta naista varjellessaan ja joka sen jälkeen oli vain kuunnellut
jurona. — Me olemme saaneet mitä tarvitsemme. Tahdotteko kostaa
rouvalle, joka on sen hankkinut meille omalla uhallaan…
Herrallehan minä tahtoisin kostaa, — mutisi Tignonville ilkeästi.
— Tekemällä väkivaltaa kreivittärelle, niinkö? — tiuskasi pappi.

Hän ja Tuez yhä kamppailivat. — Sanon teille, että panemme
vaaralle alttiiksi sen, mitä olemme saavuttaneet, jollemme nyt poistu!
Minä ainakin…
— — olen pelkuri, — lisäsi siihen Tignonville. — Madame — tämä

sana näytti takertuvan hänen kurkkuunsa — voitteko vannoa, ettei
hän ole täällä?
— Vannon, että jollette nyt poistu, niin hälytän! — kuiskasi kreivitär

niin hiljaa kuin osasi. — Menkää, jollette jo ole viipyneet liian kauan!
Taikka katsokaa! — ja hän osoitti lattialuukkua, josta kuudennen
miehet kasvot ja käsivarret juuri kohosivat — kasvot niin
hätääntyneinä, että kreivittären naisellinen äly heti keksi jonkin
olevan hullusti. — Katsokaa, mitä viivytyksenne jo on saanut aikaan.
— Vesi nousee, — mutisi mies vakavana. — Palatkaa, Jumalan

nimessä, samantekevä oletteko saaneet mitään toimeen, taikka
muuten emme pääse enää ulos, nyt on tuskin jalan verta
vedenpinnasta onkalon kattoon ja vesi yhä nousee.
— Kirottu vesi! — vastasi Tuez-les-Moines raivoissaan. Ja kirottu

olkoon tämä nainenkin. Tapetaan molemmat! Mitä sillä on väliä, mitä
sitten tapahtuu? — ja hän yritti kiskaista itseään irti La Triben
kourista.
Mutta pappi piteli häntä epätoivon voimin. — Oletteko hullu? —
sanoi hän. — Mitä me voimme kolmeakymmentä vastaan? Mennään
täältä ennenkuin on liian myöhäistä. Heti paikalla!
— Niin, mennään vain, —huusi Perrot myöntyen vastahakoisesti.

Hän oli tähän asti pysynyt puolueettomana. — Onni ei ole meille
myötäinen. Tänä yönä ei kannata, veikkonen. — Hän kääntyi jörön
alistuvaisena ja heilauttaen itsensä jalat edellä luukusta alas seurasi
uutisten tuojaa. Eräs toinenkin miehistä teki päätöksensä ja lähti.
Näin ainoastaan Tignonville, joka piteli lyhtyä, ja La Tribe, joka ei
uskaltanut päästää otettaan Tuez-les-Moinesista, jäivät yltiöpään
kanssa käytävään.
Kreivittären ja hänen entisen rakastettunsa katseet yhtyivät, ja

lienevätkö vanhat muistot heränneet eloon vai johtuiko se ehkä siitä,
että vaara nyt oli miltei sivuutettu — hän alkoi tuntea herpaantumista
ja horjua. Mutta Tignonville ei huomannut sitä. Hän oli kaamean
raivon vallassa sekä kreivitärtä että itseään vastaan.
— Ottakaa lyhty, — kuiskasi kreivitär epäselvästi. — Ja… hänen

täytyy seurata!
— Entä te itse?
Mutta nyt olivat nuoren naisen voimat lopussa. — Voi, menkää, —

valitti hän. — Menkää, ettekö milloinkaan lähde? Jos rakastatte
minua, jos milloinkaan olette rakastanut minua, niin kuulkaa
rukoukseni ja lähtekää täältä.
Nuori mies ei ollut osoittanut rakastajan tunteita, mutta tällaista

pyyntöä hän ei voinut vastustaa, vaan kääntyi ääneti lähtemään.
Tarttuen Tuez-les-Moinesin toiseen käsivarteen hän raastoi hänet
väkisin luukulle.
— Hiljaa, hupsu, — mutisi hän tylysti, kun mies vastusteli, — ja

pujahtakaa alas! Jos viivymme tappaaksemme hänet, on pakomme
mahdoton ja hänen hengestään on silloin liian kalliisti maksettu. Alas
nyt vain, mies! — ja pappi ja hän pakottivat vastustelevan yltiöpään
laskeutumaan luukusta eikä kuulunut muuta kuin milloin jokin
läimäys, milloin metallin kilahdus.
La Tribe seurasi häntä kiireesti. Tignonville laskeutui viimeisenä.

Juuri kun hän oli katoamassa luukusta, kohotti hän lyhtyään
nähdäkseen vielä vilaukselta kreivittären. Hänen kummakseen
käytävä oli tyhjä ja kreivitär jo poissa. Aivan hänen likellään oli ovi
pari tuumaa raollaan, ja hän arvasi kreivittären menneen sinne ja
kirosi hampaittensa välitse; tällä hetkellä hänessä heräsi viha. Mutta
hän ei arvannut, kuinka täpärästi nuori nainen oli arvioinut voimansa
pysyen lopulta töintuskin pystyssä, eikä sitäkään, että hänen
viivähtäessään — turmiokseen, jos hän olisi sen tiennyt — ja
katsoessaan pimeän huoneen raotettua ovea kreivitär makasi siellä
kuin kuollut vuoteellaan. Nääntyneenä hän oli mennyt tainnoksiin,
josta ei tointunut, ennenkuin aurinko oli noussut ja vaeltanut lähes
neljännen osan taivaankantta.
Oli vielä eräs seikka, jota Tignonville ei sattunut huomaamaan;

muutoin hän olisi kiirehtinyt. Ennenkuin lyhdyn keltainen valo oli
hävinnyt käytävän katosta, avautui luukusta kauimpana oleva ovi.
Eräs mies hiipi käytävään varpaisillaan, ja hänen silmänsä loistivat ja
kasvot olivat ihmeellisesti heltyneet, mutta pimeys peitti hänet pian.
Mies seisoi hetken kuunnellen. Sitten kuullessaan alhaalla liikkuvien
miesten huudahtavan säikähdyksestä hän havahtui äkilliseen
toimintaan. Vääntäen avaimella viereisen oven auki, joka johti muun
talon yhteyteen, hän katosi siitä. Sekuntia myöhemmin kuului pihalta
kimakka vihellys, joka herätti ja nosti jalkeille kymmenkunnan
nukkujaa. Tuokiota myöhemmin pihalla oli sekaista äänten sorinaa,
jonka yli kaikui yhden kirkas ja käskevä ääni. Hämmästyksestä
kirkaisten majatalo heräsi.
XXV.
VERTAVUOTAVAN SYDÄMEN VELJESKUNTA.
— Mutta miksi? — kysyi rouva St. Lo kädet puuskassa, — mutta

miksi jäisimme tähän vaivaiseen paikkaan koko päiväksi ja yöksi,
kun kestää vain kuusi tuntia ratsastaa Angersiin?
— Siksi, — vastasi Tavannes kylmästi, kävellessään serkkunsa

kanssa majatalon portin edustalla, — että kreivitär ei voi hyvin ja
vuorokauden lepo varmaankin virkistää häntä.
— Hän nukkui erinomaisesti. Siitä olen varma.
Kreivi kohautti olkapäitään.
— Hän ei tänä aamuna edes nostanut päätään, vaikka palvelijani

kirkui viereisessä huoneessa: Murha! Ja… taivaan nimessä! — jatkoi
rouva St. Lo äkillisen keskeytyksen jälkeen ja varjostaen silmiään
kädellään, — mikä tuolta tulee? Hautajaissaattoko? Vai
pyhiinvaelluskulkue? Jos kaikki papit täällä päin ovat yhtä mustia,
niin ei ole ensinkään kumma, että herra Rabelais riitaantui heidän
kanssaan.
Majatalo oli kaupungin vallien ulkopuolella niiden mukavuudeksi,
jotka halusivat matkustaa aikaisin, ehkä hiukan senkin vuoksi, että
ruoka ja rehu olivat halvempia eikä viinistä tarvinnut maksaa veroa
kaupungille. Majatalon edessä oli neljän valtatien risteys, ja
itäisimmällä niistä läheni juhlallinen saattue, joka oli jo kiinnittänyt
rouva St. Lon huomiota. Aluksi kreivi Hannibalkin otaksui samoin
kuin hänen serkkunsa, että siinä saatettiin hautaan jonkun ylhäisen
henkilön ruumista, sillä saattueessa oli etupäässä pappeja ja heidän
vertaisiaan ratsastaen aaseilla, enimmäkseen mustiin puettuja. Pieni
lippu, joka liehui heidän yläpuolellaan, oli myöskin musta, mutta
vaakunan paikalla oli siinä vertavuotavan sydämen kuva. Mutta
katsoessaan tarkemmin he eivät nähneet paareja eikä
kantovuodetta, ja seurueen lähestyessä kävi ilmi, että he kaikki olivat
jollakin tapaa asestettuja, joko he sitten olivat pappeja tai maallikoita.
Äkkiä rouva St. Lo alkoi taputtaa käsiään ja ilmoitti suuresti

hämmästyneenä tuntevansa heidät. — Kas, siellähän on isä
Boucher, St. Benoistin pappi! — sanoi hän, —ja isä Pezelay St.
Magloiresta. On siellä kolmaskin, jonka tunnen, mutta en muista
hänen nimeään. Ne ovat Pariisin pappeja. Niitä ne ovat. Mutta
mitähän he täällä tekevät? Luuletteko, että he ovat toivioretkellä?
— Kyllä, verisellä toivioretkellä, — vastasi kreivi Hannibal tuimasti.

Ja kääntyessään häneen päin nähdäkseen, mikä häntä suututti,
rouva St. Lo näki kreivin silmissä katseen, joka ennusti myrskyä.
Mutta ennenkuin hän ehti mitään kysyä, oli tämä synkkä seurue, joka
aluksi oli häämöittänyt vain mustana, paahtavassa kesäaamun
auringonpaisteessa liikkuvana pilkkuna, ehtinyt jo melkein heidän
kohdalleen. Kreivi Hannibal jätti seuralaisensa astuen esille ja
pysäytti kulkueen nostamalla kättään.
— Kuka on teidän johtajanne? — kysyi hän ylpeästi.
— Minä olen johtaja, — vastasi lihava, komeapukuinen pappi,

jonka pienet, ilkeämieliset silmät olivat ristiriidassa kellahtavien
kasvojen typerän ilmeen kanssa. — Luvallanne sanoen, herra de
Tavannes, minä se olen.
— Ja luvallanne sanoen, — pilkkasi Tavannes, — te olette…
— Angersin piispan viransijainen ja päädiakoni, St. Germainin

Pienempien Veljien luostarin esimies, herra kreivi. Olen myöskin
Angersin hiippakunnan tarkastaja, — jatkoi tämä arvohenkilö
pudistaen poskiaan, — sekä Saumurin varamaaherran kappalainen
ja hänen halpa veljensä, joka…
— Tuopa on soma ja hyvin kirjailtu hansikas, — keskeytti

Tavannes halveksivasti. — Tuo käsi, jonka tuolla näen. — Hän osoitti
isä Pezelaytä, jonka laiha käsi oli pinnaltaan kuin pergamenttia ja
joka hieman punastuen ei ollut kuulevinaan tätä pilkkaa. — Oletteko
matkalla Angersiin? — jatkoi kreivi Hannibal. — Mitä varten, herra
esimies?
— Hänen armonsa, piispa, on poissa, ja hänen poissaollessaan…
— Menette yllyttämään hänen kaupunkiaan eripuraisuuteen. Ette

te, — ja hän kääntyi ylenkatseellisesti esimiehestä seurueen
kolmannen päähenkilön puoleen, — vaan te. Tehän olette se pappi,
joka sai roskajoukon liikkeelle viime pyhäinpäivänä.
— Minä julistan Sen tahtoa, joka minut lähetti, — vastasi tämä

kolmas pappi, jonka hautova ilme ja eloton, verhottu katse eivät
suoneet aavistaakaan, että hän oli Pariisissa kuuluisa hurjan
kaunopuheisista saarnoistaan.
— Siinä tapauksessa hänen käskynsä ovat vain: murhaa ja polta!

— tiuskasi Tavannes, ja välittämättä siitä kauhistuneesta
hämmästyksestä, jota tällainen puhe, miltei jumalanpilkka, herätti
pappismiehissä, hän kääntyi isä Pezelayn puoleen. — Ja te!
Teidätkin minä tunnen, ja te tunnette minut. Ja pankaa mieleenne
tämä varoitus: kääntykää takaisin, tai muutoin teitä kohtaa pahempi
onnettomuus kuin isku päähän — teillähän näkyy vielä olevan merkki
jäljellä. Ellen erehdy, olette juuri te houkutellut tälle retkelle nämä
kunnon ihmiset, jotka ehkä eivät tunne minua, mutta te tunnette ja
voitte heille sanoa. Jos he välttämättä pyrkivät Angersiin, niin
menkööt. Mutta jos minä sinne tultuani tapaan epäjärjestystä, niin
hirtätän erään henkilön jokseenkin korkealle. Älkää rypistäkö minulle
nokkaanne, pappi! — Kreivi Hannibal ei voinut olla lisäämättä tätä
viimeistä huomautusta, sillä isä Pezelayn silmät suorastaan
leimusivat vihasta. — Niin, erään henkilön, eikä hänen paljas
päälakensa silloin pelasta hänen ilmatorveansa kiristyksestä!
Pappien seuralaiset alkoivat jupista närkästyneinä, ja muutamat

näyttivät juuri vetävän miekkansa tupesta. Mutta kreivi Hannibal ei
pannut heihin mitään huomiota, vaan oli jo pyörähtänyt
kantapäällään, kun isä Pezelay kannustaen aasiaan pari askelta
eteenpäin ja siepaten eräältä kirkonpalvelijalta raskaan vaskiristin
kohotti sen korkealle ilmaan vaatien Tavannesia pysähtymään, ja
hänen äänessään oli sama sävy, joka niin usein ennen oli innostanut
St. Magloiren uskonkiihkoista seurakuntaa.
— Odottakaa, herra kreivi! — huusi hän. — Ja kuulkaa tämä

varoitus. Pysähtykää, te huoleton herjaaja, jonka kasvot ovat kylmät
kuin rauta ja sydän kova kuin kivi taivasta ja pyhää kirkkoa vastaan!
Seiskää ja kuulkaa! Herran viha on kääntynyt tätä kaupunkia, juuri
Angersia vastaan epäuskon tähden. Sen paikka on jääpä autioksi, ja
sen lapset paiskataan kiviä vasten. Voi teitä sentähden, jos
vastustatte tai keskeytätte, mitä on käsketty! Sillä silloin te hukutte
niinkuin Saul. Kirous kohtaa teitä viipymättä, ja teidän päivänne
päättyvät kesken. Teidän huoneessanne asuvan kananealaisen
naisen tähden ja sydämenne ajatusten tähden on paikkanne annettu
toiselle. Niin, se miekka, joka teidät lävistää, on jo sivallettu.
— Luultavampaa on, että halkaisette kuulokalvoni, — vastasi

Hannibal jyrkästi. — Ja pankaa mieleenne: Saarnatkaa niin paljon
kuin haluatte täällä! Mutta jos hiiskutte sanankin Angersissa, niin
tukin suunne sellaisella tavalla, joka ei teitä miellytä, vaikka olisitte
kahdesti ajellut päänne! Jos siis kielenne on teille kallis, isä, niin…
Vai niin, te pudistatte tomun jaloistanne? Hyvä on, jatkakaa
matkaanne! Ehkäpä se on parasta.
Hän jäi katselemaan kulkueen menoa eteenpäin liehuvine

lippuineen, eikä häntä häirinnyt heidän vihainen ilmeensä tai
härnäävästi taivasta kohden nostettu risti tai sekään, että toinen
kirkon palvelija toisensa jälkeen kääntyi katsomaan ja kohottaen
kätensä kutsui taivaantulta polttamaan herjaajan. Kun jono sivuutti
suuret vesialtaat ja majatalon avoimen porttikäytävän, lankesi sinne
kokoontunut miesjoukko polvilleen. Ja vastaukseksi siihen papit
kohottivat lippunsa korkeammalle ja alkoivat veisata: »Pelasta minut,
Herra!» Sävel kaikui milloin kostonhimoisena, milloin täynnä
epätoivoa, milloin taas kohisten uhkaavana kulkueen hitaasti
loitotessa Angersia ja Loirea kohti.
Äkkiä rouva St. Lo kosketti kreivin hihaa. — Nyt olen saanut
kyltikseni, — huusi hän kiivaasti. — Teidän kanssanne en matkusta
pitemmälle.
— Kuinka niin?
— En pitemmälle, — toisti hän kalpeana ja väristen. — Paljon

kiitoksia, serkku, mutta tässä tiemme eroavat. En tule Angersiin,
minä olen saanut kyllikseni kauhuista. Kerään väkeni ja lähden
Toursin kautta ja itäistä tietä tätini luo. Aavistan kyllä, mitä on
tulossa. Teitä kohtaa turmio vasaran ja alasimen välissä.
— Vai niin.
— Te pelaatte liian ylimielistä peliä, — jatkoi rouva St. Lo

värähtelevin huulin. — Antakaa tyttö takaisin sulhaselleen ja
lähettäkää hänet väkineen pois. Ja peskää kätenne hänestä ja
kaikesta, mitä häneen tulee. Sillä muuten saatte nähdä hänen
kaatuvan ja itsekin kaadutte hänen rinnalleen! Kuulkaa neuvoani ja
antakaa hänet takaisin Tignonvillelle!
— Vaimoniko?
— Vaimonneko? — toisti rouva, ja vaikka hän olikin luonteeltaan

heikko ja päättämätön, aina toimien hetken tunnelman mukaan, oli
hän kuitenkin tällä kertaa hyvin vakava. Hän viittasi juuri näkyvistä
häviävää kulkuetta kohti. — Onko sellaista sidettä, jota nuo eivät voi
päästää? Onko ihmistä, joka pelastuu, kun he ovat tuominneet?
Pelastuiko amiraali? Tai Rochefoucauld? Taikka ennen rouva de
Luns? Vakuutan teille, että he menevät yllyttämään Angersia teitä
vastaan, ja minä aavistan myöskin, miten silloin käy. Hän sortuu

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Test Bank for M Management, 3rd

Solution Manual for M: Management, 5th Edition, Thomas

Management Leading and Collaborating in a Competitive

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5. Collaboration can occur between but not within organizations.

9. Innovation is the introduction of new goods and services.

10. If an organization does not innovate, it will die.

12. Total quality includes preventing defects before they occur.

24. Controlling monitors performance and implements necessary changes.

Multiple Choice Questions

B. Collaboration across organizational boundaries

A. irrelevant to today's business environment.

E. no different than it has been over the last three decades.

38. Globalization is an issue primarily for

A. large transnational firms.

B. medium-sized transnational firms.

C. small transnational firms.

D. domestic firms with overseas sales.

39. Which of the following statements about the Internet is true?

A. The Internet always makes things easier.

B. The Internet drives down costs.

C. The Internet's only impact is on business as a whole.

D. All email messages are emergencies.

E. People connected to the Internet should respond to email messages immediately.

41. Which of the following statements about collaboration is true?

A. Collaboration occurs only within the boundaries of the organization.

D. Collaboration is an important process of knowledge management.

42. __________ is the introduction of new goods and services.

E. Production life cycle

44. Which of the following is a way to measure quality?

E. All of the above can be used to measure quality.

A. sacrifice quality to keep costs low.

B. carefully monitor costs mainly during the start-up of business.

C. price your product or service at a level attractive to consumers.

D. manage your costs by being effective.

E. offer a high quality product at a higher price.

C. mindful of high service requirements.

C. It is possible to improve quality and also enhance speed.

D. Outsourcing certain functions is likely to decrease innovation.

E. The faster the product is provided the more innovation suffers.

50. The key management functions include

A. planning, leading, controlling and organizing.

B. marketing, finance, accounting and production.

C. planning, operations, labor and contracting.

D. hiring, training, appraising and firing.

E. marketing, management, finance and accounting.

51. Planning involves which of the following?

A. Analyzing current situations

B. Determining rewards for goals achievement

C. Attracting people to the organization

E. Implementing necessary changes

55. ______________ involves assembling and coordinating organizational resources.

56. Building a dynamic organization is another way of describing which function of