MAN Quiz 1 Multiple Choice
The primary difference between management of business organizations and management of nonprofit organizations is: A. Managers in nonprofits do not benefit from having business knowledge. B. That financial resources for nonprofits are unlimited whereas resources for business organizations are limited to the profits of the company. C. Insignificant because planning, organizing, leading, and controlling are the same everywhere. D. Managers in business organizations direct their activities toward earning money for the company and its owners, while managers in nonprofits focus more on generating a social impact.
D.
The underlying principle of the contingency view is best described by which of the following statements? A. Jobs should be designed to meet people's higher-level needs by allowing workers to use their full potential. B. Management is an impersonal activity in which decisions are made on a rational basis that relies on clearly defined authority and responsibility. C. Satisfied workers will produce more work. D. Managers understand that what works in one organizational situation might not work in others.
D.
Using limited resources to create something of benefit is labeled with the term jugaad, which some also refer to as: A. Systems engineering. B. Reengineering. C. Reverse engineering. D. Frugal engineering.
D.
When an employee shifts from individual contributor to manager, the transformation can be likened to going from a(n): A. Identifier to the identified. B. Interdependent worker to independent worker. C. Planner to being a specialist. D. Specialist to a generalist.
D.
Which of the following assumptions would NOT be associated with McGregor's Theory X? A. Individuals inherently dislike work and try to avoid it. B. Most individuals must be coerced before they will put forth adequate effort to achieve objectives. C. The typical individual prefers to be told what to do. D. The use of imagination and creativity in solving problems is widely distributed in the population.
D.
Which of the following encompasses the four activities of effective management? A. Supervising, communicating, enabling, and collaborating B. Organizing, enabling, maintaining stability, and empowering C. Leading, controlling, mobilizing, and engaging competition D. Planning, organizing, leading, and controlling organizational resources
D.
Which of the following statements about management is FALSE? A. Managers are always on the lookout for new techniques and approaches to meet shifting organizational needs. B. Management and organizations today are shaped by forces in the larger society. C. Looking at history gives managers a broader perspective for interpreting and responding to current opportunities and problems. D. Arranging events in chronological order is the primary contribution of studying history.
D.
Which of the following would you NOT find among recent management trends? A. Virtual organizations B. E-business C. Customer relationship management D. Scientific management
D.
A difficulty managers often encounter when making decisions about subsystems is that: A. Subsystems are interdependent and decisions in one will affect operation requirements in another. B. Synergy will be positively affected for one system but not another. C. The circle of causality will be broken and other departments will not be affected. D. Subsystems are distinct and therefore changes in one subsystem will fail to yield benefits to other subsystems.
A.
A manager uses social media to coordinate brainstorming sessions among team members who are geographically separated as a tool to effectively manage the principle of: A. managing relationships. B. designing. C. overseeing work. D. leading.
A.
According to Mintzberg, which of the following is a function of a leader? A. Directing and motivating subordinates B. Forwarding information to other organization members C. Performing ceremonial and symbolic duties D. Maintaining information links inside and outside an organization
A.
According to Mintzberg, which of the following is a function of a negotiator? A. Representing team or department's interests B. Taking corrective actions during conflicts C. Transmitting information to outsiders D. Deciding who gets resources
A.
Achieving better quality requires companywide participation in quality control. Within total quality management, this concept is known as: A. Employee involvement. B. The Hawthorne effect. C. Theory X. D. Benchmarking.
A.
An organization uses a specific amount of raw material, money, and people as inputs to a production process in such a way that it maximizes output, contributing to organizational: A. Efficiency. B. Effectiveness. C. Planning. D. Knowledge.
A.
As the pace of change in the business world increases, management idea life cycles have _____, and the interval it takes for a popular management idea to peak has _____. A. Shortened; shrunk to fewer than three years B. Shortened; shrunk to one year or less C. Lengthened; grown to seven or more years D. Lengthened; grown to about five years
A.
At Glass Industries, the manager engages workers in committing to mutually agreed-upon goals and encourages their creativity in meeting those goals. This manager is a proponent of: A. Theory Y management. B. Scientific management. C. Contingency view management. D. Administrative principles approach.
A.
Criticism of the scientific management approach includes which of the following? A. It fails to acknowledge the variance among individuals. B. It is based on a careful study of tasks and jobs. C. It eliminates interruptions in work. D. It accommodates the social context of work.
A.
For new managers, one of the tasks they report as finding most stressful is: A. Managing time pressures. B. Listening to employees. C. Networking. D. Delegating duties.
A.
In this decisional role, according to Mintzberg, a manager takes corrective action during conflicts or crises. A. Disturbance handler B. Negotiator C. Spokesperson D. Disseminator
A.
Manager Y wants to achieve high performance levels. How will she know when they have been reached? A. Those levels contribute to attaining the organization's goals by using resources efficiently and effectively. B. The company's executives will inform her that those levels have been reached. C. The company's customers will be satisfied. D. Planning and control functions will not experience any variations.
A.
Managers in a large organization are less likely to be called upon in this role than a manager in a small business. A. Spokesperson B. Monitor C. Leader D. Disturbance handler
A.
Maslow's hierarchy of needs contributed a great deal to this perspective of management. A. Human resources perspective B. Contingency view C. Customer relationship management D. Scientific management
A.
Scientific management is characterized by which of the following statements? A. Managers recognized the importance of personnel selection and training. B. Managers appreciated the social context of work and higher needs of workers. C. Managers acknowledged variance among individuals. D. Managers regarded workers as well-informed and used their ideas and suggestions.
A.
The _____ approach draws on methods and theories from sociology, psychology, anthropology, and economics to explain human behavior and interaction in organizational settings. A. Behavioral sciences B. Bureaucratic organizations C. Systems thinking D. Total quality management
A.
To fulfill the controlling management function, a manager would do which of the following? A. Monitor activities and make corrections. B. Use influence to motivate employees. C. Set goals and ways to attain them. D. Evaluate and obtain new technologies.
A.
Weber felt that rational authority should provide the foundation for management in his: A. Bureaucratic organizations approach. B. Systems thinking approach. C. Human resources perspective. D. Humanistic perspective.
A.
Which of the following is among the top causes of managerial failure? A. Relying on reactionary behavior B. Empowering your team C. Presenting a vision and strategy for your team D. Having key technical skills
A.
Which of the following organizations participates in an administrative principles approach? A. Company B, which insists on unity of command, scalar chain, and division of work B. Company D, which focuses on managing the total organization to deliver quality to customers C. Company C, which supports effective control as based within the individual rather than imposed from without D. Company A, which has a hierarchical structure with rules and procedures uniformly applied to all employees
A.
Which of the following provides a formal definition of organization? A. A social entity that is goal-directed and deliberately structured B. Effective and efficient corporations C. Small, offbeat, and nonprofit entities that are more important to society than large corporations D. Entities in which technology dominates
A.
Which of the following statements about managerial skills is true? A. Failure of managers to achieve desired results is most often based on poor human skills and a failure to clarify direction and performance expectation. B. In times of crisis, creating cooperation and teamwork is more important than communicating effectively. C. Expressing an interest in team members' success and personal well-being pushes past a line managers should never cross. D. Managers find, as they reach higher levels of management, that equal application of each of the three management skills increases in importance.
A.
All of the following reflect the concerns of managers of nonprofit entities EXCEPT: A. Efforts are made toward generating some kind of social impact. B. The focus is on improving an organization's products and services to increase sales revenues. C. Services are provided to nonpaying clients. D. Financial aid comes from government appropriations, grants, and donations.
B.
An organization's _____ reflects the degree to which it can achieve its stated goal or accomplish what it tries to do. A. Efficiency B. Effectiveness C. Technology D. Information
B.
At Street Industries, employee morale was low and affecting productivity. Management brought in consultants who trained them to be more positive with employees and give them tools to increase positive aspects of human relations within the company. The consultants work follows what was learned in _____ of the early 1900s. A. The administrative principles approach B. The Hawthorne studies C. Total quality management D. Theory X
B.
Even though management and management practices seem to change rapidly, which of the following best explains the importance of studying the history of management? A. Successful methods from the past should never be changed. B. A historical perspective presents a way to search for patterns and determine whether they recur across time periods. C. Managers can obtain a narrower perspective from which to pinpoint successful methods going forward. D. To understand past management practices allows managers to work to eliminate them in favor of new practices.
B.
In Cool Company's two subsidiaries, production managers meet monthly to share production processes and evaluate which are yielding the best results. They then incorporate those findings in improving output and the employee environment. This process is known as: A. Employee involvement. B. Benchmarking. C. Reengineering. D. Contingency planning.
B.
Interest in the practices of management techniques that developed out of World War II was increased by the publication in 1946 of Peter Drucker's: A. Managing for Results. B. Concept of the Corporation. C. The Human Side of Enterprise. D. General and Industrial Management.
B.
Management theorist _____ is credited with creating the modern study of management. A. Mary Parker Follett B. Peter Drucker C. Mark Zuckerberg D. Henry Mintzberg
B.
Taylor Robins's company has just experienced an accidental explosion at one of its facilities. Taylor must act in her role as _____ and provide the public with information about the situation. A. Monitor B. Spokesperson C. Figurehead D. Negotiator
B.
The ideas that organizations are often complex and need to be seen as a whole, that management decisions in one area will likely affect other areas, and that what works in one situation may not work in another are descriptive of: A. Human resources and human relations perspectives. B. Systems thinking and contingency view of management. C. Total quality management and scientific management. D. Theory Y and Maslow's hierarchy of needs.
B.
What are the three categories into which managerial skills can be placed? A. Automatic, perceptual, decisional B. Human, conceptual, technical C. Planning, controlling, leading D. Conceptual, informational, tactical
B.
Which of the following individuals did not make a significant contribution to classical management? A. Lillian Gilbreth B. Mary Parker Follett C. Max Weber D. Frederick Taylor
B.
Which of the following managerial roles would be more likely to be emphasized in a nonprofit organization than in a for-profit corporation? A. Monitor B. Resource allocator C. Entrepreneur D. Figurehead
B.
Which statement best describes the difference between the human resources perspective of management and the behavioral sciences approach? A. Human resources perspective is based on Theory X assumptions; the behavioral sciences approach is based on Theory Y assumptions. B. Human resources perspective designs jobs so that workers are encouraged to use their full potential; the behavioral sciences approach bases practices on theories developed using various social sciences. C. Human resources perspective and behavior sciences approach are essentially the same thing. D. Human resources perspective advocates management by walking around; the behavioral sciences approach focuses on organizational design.
B.
_____ focuses on the productivity of the individual worker; the _____ approach focuses on the total organization. A. Administrative principles; humanistic B. Scientific management; administrative principles C. Classical management; humanistic D. Bureaucratic organizations approach; scientific management
B.
A basic supply chain model for a retail organization would include which sequence of members? A. Suppliers, distributors, traders, customers B. Distributors, manufacturers, retailers, customers C. Suppliers, manufacturers, distributors, retailers D. Manufacturers, retailers, distributors, customers
C.
A dispute about a production process between two employees has escalated to a crisis level. If Manager Z is to be effective in resolving this dispute, which of the following skills will be most critical? A. Micromanaging the situation B. Clarifying performance expectations C. Using communication skills well D. Drawing on technical expertise
C.
According to Mintzberg, manager _____ are divided into three conceptual categories: informational (managing by information), interpersonal (managing through people), and decisional (managing through action). A. Operations B. Positions C. Roles D. Responsibilities
C.
In a study of good managers conducted by Google, which of the following was NOT found as one of good behaviors for managers? A. Help your employees with career development. B. Be a good coach. C. Micromanage your team for greatest productivity. D. Be productive and results-oriented.
C.
In fulfilling his main responsibility to the organization he works for, Manager A works to: A. Monitor production activities and make needed corrections. B. Select goals for the organization. C. Achieve high performance. D. Access raw materials.
C.
In her conception of management, Mary Parker Follett would likely have disagreed with which of the following principles? A. Work should be facilitated rather than controlled. B. Worker participation and empowerment are to be encouraged. C. Management is most effective when based on impersonal and rational authority. D. The organization benefits from shared goals with workers.
C.
In the traditional approach to management, this management principle would be described as autocratic, whereas in new competencies, it is characterized by dispersal and empowerment. A. Managing relationships B. Overseeing work C. Leading D. Accomplishing tasks
C.
Manager A oversees the work of five employees by monitoring their production output according to a rigid schedule. Manager B helps five employees set goals for meeting production output. In this management principle of overseeing work, Manager A would be described as a _____, whereas Manager B is more a(n) _____. A. mobilizer; supervisor B. leader; autocrat C. controller; enabler D. collaborator; mobilizer
C.
Martin and Clara develop software programs that help the managers in their company address production, allocation, and scheduling issues. They work in _____, which is a subset of management science. A. Operations management B. Operations research C. Information technology D. Organization development
C.
Nonmanagers tend to rely more heavily on the application of _____ skills, whereas to be successful, managers will need a greater level of _____ skills relative to other skills. A. Human; technical B. Conceptual; technical C. Technical; human D. Communication; conceptual
C.
The _____ perspective of management emerged several decades before the _____ perspective of management. A. Humanistic; classical B. Systems thinking; classical C. Humanistic; contingency D. Technology-driven workplace; total quality management
C.
The _____ principle, which advocated that each subordinate receive orders from a single superior, was among the 14 that were part of Fayol's contribution to the administrative principles approach to management. A. Unity of direction B. Division of work C. Unity of command D. Scalar chain
C.
The difference between scientific management and the administrative principles approach can be expressed by which of the following statements? A. Scientific management is a subfield of the historic perspective, whereas the administrative principles approach is a subfield of humanistic perspective. B. Scientific management focused on the total organization, whereas the administrative principles approach focused on the productivity of the individual worker. C. Scientific management ignored workers' ideas and suggestions, whereas the administrative principles approach utilized workers' ideas and suggestions. D. Scientific management acknowledged variance among individuals, whereas the administrative principles approach disregarded variance among individuals.
C.
Total quality management can best be described by which of the following statements? A. It focuses on specific tasks instead of broader organizational tasks to deliver better quality to customers. B. It provides the basis for Theory X management. C. Every activity within a company focuses on high-quality values that form the basis for delivering quality products/services to customers. D. Managers rather than frontline workers are responsible for the quality control process.
C.
Which of the following methods would NOT be included among the techniques of operations management? A. Linear programming B. Forecasting C. Theory Y assumptions D. Simulation
C.
Which of the following reasons explains why some nonprofits are complying with the aspects of the Sarbanes-Oxley Act? A. It allows them to provide services to paying clients. B. It offers them more options for advertising and public relations. C. It allows them to be more competitive when seeking funds. D. It institutes a more appropriate metric of success.
C.
Which of the following would NOT be considered a social media program? A. LinkedIn B. Intranets C. Print marketing D. Online company forums
C.
Which of the following would NOT fall among the resources that a manager uses in the process of management? A. Human resources B. Information C. Efficiency D. Raw materials
C.
_____ is considered the "father of the quality movement," and his ideas form the basis of total quality management. A. Peter Senge B. Abraham Maslow C. W. Edwards Deming D. Peter Drucker
C.
A problem with a supplier's delivery capabilities has arisen for Nadia's department. In order to make a decision about the shipment and continued relationship with this particular supplier, Nadia will evaluate the supplier's track record of deliveries, the circumstances around the delivery changes, and the effects of her department's ability to effectively adapt to the delivery changes. Her analysis is part of which of the following perspectives? A. Universalist view B. Humanist view C. Scientific management D. Contingency view
D.
A recent buzzword that has come to signify an innovation mindset is: A. Open-book. B. Kaizen. C. Six-sigma. D. Jugaad.
D.
According to Mintzberg, which of the following manager roles involves initiating improvement projects and identifying new ideas? A. Spokesperson B. Disseminator C. Negotiator D. Entrepreneur
D.
Alstars Inc. began a program for managers to help them learn how to empower employees to solve minor problems on the production line. This program follows the _____ perspective. A. Classical B. Administrative C. Bureaucratic D. Humanistic
D.
An articulation of the classical perspective of management dates back to: A. 1870. B. 1930. C. The 1940s. D. The late 1800s.
D.
Coffee is grown in Sumatra. Local traders buy this coffee that is then exported to Specialty Coffees Inc. Marcus, a manager at Specialty Coffees, determines the amount and purchases that amount of coffee for packaging and shipment to grocery chains in the United States. Which of the following statements best describes Marcus's role in this sequence? A. Marcus's tasks would be more easily accomplished with social media. B. Marcus's main responsibility is customer relationship management. C. Marcus is a proponent of scientific management. D. Marcus is involved in his company's supply chain management.
D.
Customer relationship management systems: A. Provide a basis for managers to identify important contingencies that guide their organizational decisions. B. Are based on the four important elements of employee involvement, focus on the customer, benchmarking, and continuous improvement. C. Allow managers to make decisions based upon their view of the organization as a whole. D. Gather large amounts of data that are managed and made available to employees.
D.
Manager B's organization decided to discontinue two of its products that customers no longer felt met their needs and expand production of two other products that customers were demanding. This is an example of organizational: A. Efficiency. B. Flexibility. C. Information processing. D. Effectiveness.
D.
Manager C is a middle manager in Corporation M. In her daily activities, her _____ skills are required at a greater degree than her _____ skills. A. Technical; conceptual B. Technical; human C. Conceptual; planning D. Human; conceptual
D.
Manager Z spends her time at the beginning of a project dividing work into manageable activities and selecting people to accomplish these tasks. This activity is part of which of a manager's five tasks? A. Setting objectives B. Motivating and communicating C. Developing people D. Organizing
D.
Modern management is best characterized by which of the following statements? A. Trends in contemporary management have changed little in the past twenty years. B. Historical perspectives of management are not found in use today. C. The humanistic perspective continues to be the single most prevalent guide for managers. D. Managers are always looking for techniques and approaches that more adequately respond to customer needs and the demands of the environment.
D.
The application of mathematics and statistics to management decision making and problem solving is known as: A. The Hawthorne effect. B. Total quality management. C. Scientific management. D. Management science.
D.
