Management Test (Chapter 1)

In the context of management functions, which of the following is true of planning? Question options: It is one of the best ways to improve performance. It is the last function of management. It involves monitoring progress toward goal achievement. It involves hiring and leading workers.

a. It is one of the best ways to improve performance.

In the context of management functions, organizing is about: Question options: determining how things get done. determining organizational goals. motivating workers to work hard. monitoring progress toward goal achievement.

a. determining how things get done.

_____ involves accomplishing tasks that help fulfill organizational objectives. Question options: Effectiveness Equity Synergy Retrenchment

a. effectiveness

dentify a true statement about planning. Question options: It is the process of monitoring progress toward goal achievement. It involves deciding where decisions will be made. It encourages employees to engage in behaviors directly related to goal accomplishment. It involves inspiring and motivating workers to work hard to achieve organizational goals.

c. It encourages employees to engage in behaviors directly related to goal accomplishment.

Which of the following illustrates the management practice of gaining competitive advantage through people? Question options: The management of Mabette, a law firm, believes that it is best not to disclose the company's financial information to the employees of the organization. The board of directors of Naocomp, a software company, decides to launch its own research and development division by investing from the company's profits. Pentafth, an advertising agency, does not provide job security to its employees under the pretense that the fear of losing their jobs would cause the employees to perform well. Olagamp, a pharmaceutical company, recruits aggressively without enough screening so that it does not lose any talented job applicants in the

a. The management of Mabette, a law firm, believes that it is best not to disclose the company's financial information to the employees of the organization.

In the context of decisional roles, which of the following statements is true of managers in the disturbance handler role? Question options: They respond to pressures and problems so severe that they demand immediate attention and action. They negotiate schedules, projects, goals, outcomes, resources, and employee raises. They perform ceremonial duties such as greeting company visitors or representing the company at a community luncheon to support local charities. They decide who will get resources and how many resources they will get.

a. They respond to pressures and problems so severe that they demand immediate attention and action.

Which of the following is a difference between first-line managers and top managers? Question options: Unlike top managers, first-line managers engage in plans and actions that typically produce results within two weeks. Unlike top managers, first-line managers are responsible for creating a positive organizational culture through language and action. Unlike first-line managers, top managers are responsible for teaching entry-level employees how to do their jobs. Unlike first-line managers, top managers make detailed schedules and operating plans based on middle management's intermediate-range plans.

a. Unlike top managers, first-line managers engage in plans and actions that typically produce results within two weeks.

After graduating with a bachelor's degree in Psychology, Eva decided to look out for a job as a counselor in an academic institution because she strongly believed that she was a good listener and that she was good at encouraging others to express their thoughts and feelings. In this scenario, Eva believed that she possessed the requisite _____ to be a counselor. Question options: human skills planning skills motivational skills conceptual skills

a. human skills

Most of the employees at Worthempt, an accounting firm, express their grievances to Vincent, a senior human resources coordinator, because he is highly considerate and approachable. The employees believe that Vincent never fails to get issues solved for them. In this scenario, which of the following skills is Vincent most likely to possess? Question options: Human skills Planning skills Technical skills Conceptual skills

a. human skills

An account manager with _____ has the ability to create statements for a budget, compare the budget to the actual income statement of a particular financial year, and determine unnecessary expenses. Question options: technical skills human skills conceptual skills interpersonal skills

a. technical skills

Aaron, the chief executive officer of Periwinkle Inc., often sits on the boards of other companies to share viewpoints on business operations. In this case, which of the following managerial roles does Aaron perform? Question options: The liaison role The resource allocator role The disturbance handler role The figurehead role

a. the liaison role

are typically responsible for developing employees' commitment to and ownership of the company's performance. Question options: Top managers Middle managers First-line managers Office managers

a. top managers

As soon as she allocates tasks to her subordinates, Yolanda, an account manager, thinks about the next set of tasks that she can allocate to them so that she can gain credit from her superiors in the organization. Which of the following management mistakes is evident by this act of Yolanda? Question options: Overdependence on mentor Being overly ambitious Insensitivity to others Inability to staff effectively

b. Being overly ambitious

Which of the following is a function of a top manager? Question options: Facilitating team activities toward accomplishing a goal Creating a positive organizational culture through language and action Coordinating and linking groups, departments, and divisions within a company Managing the performance of entry-level employees

b. Creating a positive organizational culture through language and action

In the context of managerial roles, which of the following is a difference between the negotiator role and the figurehead role? Question options: The negotiator role is one of the forms of the interpersonal role performed by managers, whereas the figurehead role is one of the forms of the decisional role performed by managers. In the negotiator role, managers discuss projects, goals, outcomes, and employee raises, whereas in the figurehead role, managers perform ceremonial duties such as greeting company visitors. Managers act as negotiators when they establish challenging goals, whereas managers act as figureheads when they sit on another company's board. As negotiators, managers scan their environment and actively contact others for information, whereas as figureheads, managers receive unsolicited information from their vast personal contacts.

b. In the negotiator role, managers discuss projects, goals, outcomes, and employee raises, whereas in the figurehead role, managers perform ceremonial duties such as greeting company visitors.

In the context of the skills that good managers should possess, which of the following statements is true of managers with a motivation to manage? Question options: Managers at lower levels usually have a stronger motivation to manage than managers at higher levels. Mangers with a strong motivation to manage are rated as better managers by their employees. Managers with a strong motivation to manage are unable to behave assertively toward others. Managers with a strong motivation refrain from participating in competitive situations.

b. Mangers with a strong motivation to manage are rated as better managers by their employees.

In the context of Henri Fayol's management functions, which of the following is a difference between planning and organizing? Question options: Planning involves motivating workers to work hard to achieve organizational goals, whereas organizing involves identifying the means to achieve organizational goals. Planning involves determining organizational goals, whereas organizing involves determining how things get done. Planning is deciding where decisions will be made, whereas organizing is monitoring progress toward goal achievement. Planning is inspiring workers to work hard on a daily basis, whereas organizing is taking corrective action when progress isn't being made.

b. Planning involves determining organizational goals, whereas organizing involves determining how things get done.

Depending on the number of customer footfalls in each section, Glenn, the floor manager of an apparel store, shuffles the number of employees on the floor among the men's, women's, and kids' sections of the store. In the context of managerial roles, which of the following decisional roles does Glenn illustrate in this scenario? Question options: The disturbance handler role The resource allocator role The disseminator role The spokesperson role

b. The resource allocator role

While preparing the annual advertising budget, Tracy, the chief marketing officer of an online furniture store, is deciding which categories of products from the company's portfolio would need to be advertised most often. In the given scenario, which of the following decisional roles is best illustrated by Tracy? Question options: The disturbance handler role The resource allocator role The disseminator role The spokesperson role

b. The resource allocator role

In the context of the mistakes managers make, which of the following is a difference between arrivers and derailers? Question options: Unlike arrivers, derailers are managers who make it all the way to the top of their companies. Unlike arrivers, derailers are managers who are successful early in their careers but are knocked off the fast track by the time they reach the middle to upper levels of management. Unlike derailers, arrivers are insensitive to others by virtue of their abrasive, intimidating, and bullying management style. Unlike arrivers, derailers usually have no more than one fatal flaw.

b. Unlike arrivers, derailers are managers who are successful early in their careers but are knocked off the fast track by the time they reach the middle to upper levels of management.

Which of the following is a relatively new kind of management position that developed as companies shifted to self-managing groups? Question options: A top manager A team leader A first-line leader A middle manager

b. a team leader

____ increase in importance as managers rise through the management hierarchy. Question options: Spatial skills Conceptual skills Technical skills Informational skill

b. conceptual skills

____ is the ultimate form of commitment companies can make to their workers. Question options: Job embeddedness Employment security Organizational identification Job enlargement

b. employment security

_____ skills are equally important at all levels of management, from team leaders to chief executive officers. Question options: Technical Human Spatial Conceptual

b. human

According to Professor Henry Mintzberg, in the _____, managers receive a great deal of unsolicited information because of their personal contacts. Question options: resource allocator role monitor role disturbance handler role negotiator role

b. monitor role

A business administrator in a school is determining how classes will be scheduled, which rooms will be allocated, and who will teach each subject in the curriculum. Which of the following management functions is illustrated in this scenario? Question options: Planning Organizing Controlling Leading

b. organizing

The _____ is the decisional role that managers play when they decide who gets what supplies and in what amounts. Question options: disturbance handler role resource allocator role disseminator role monitor role

b. resource allocator role

In the context of the informational subroles identified by Professor Henry Mintzberg, managers in the _____ share information with people outside their departments or companies. Question options: entrepreneur role spokesperson role leader role disseminator role

b. spokesperson role

According to Linda Hill's study, after their first year of managerial experience, managers tend to: Question options: exercise formal authority. use positive reinforcement. view themselves as the boss. tell others what to do.

b. use positive reinforcement

____ is defined as getting work done through others. Question options: Orientation Marketing Management Accounting

c. Management

According to Linda Hill's study, which of the following is true of managers' initial expectations about their job? They think of themselves as managers and not doers. They believe that their job is to tell others what to do. They think that their job is to be a problem solver for subordinates. They tend to expect heavy workload.

c. They think that their job is to be a problem solver for subordinates.

Which of the following is a difference between first-line managers and team leaders? Question options: Unlike first-line managers, team leaders are responsible for the performance of nonmanagerial employees. Unlike first-line managers, team leaders have the authority to hire and fire workers. Unlike first-line managers, team leaders are responsible for managing external relationships. Unlike first-line managers, team leaders make job assignments and control resources.

c. Unlike first-line managers, team leaders are responsible for managing external relationships.

In the context of the skills that managers should possess, which of the following is a difference between technical skills and conceptual skills? Question options: Technical skills can be summarized as the ability to work well with others, whereas conceptual skills can be summarized as the capability of assessing how motivated employees are to interact with superiors. Unlike conceptual skills, technical skills increase in importance as managers rise through the management hierarchy. Unlike managers with conceptual skills, managers with technical skills can recognize how a company fits into or is affected by its external environment. Technical skills are the specialized procedures and knowledge required to get a job done, whereas conceptual skills are the ability to understand how the different parts of a company affect each other.

c. Unlike managers with conceptual skills, managers with technical skills can recognize how a company fits into or is affected by its external environment.

In the context of the kinds of managers, middle managers: Question options: teach entry-level employees how to do their jobs. are responsible for creating a context for change. are responsible for planning and allocating resources to meet organizational objectives. hold positions such as office manager, shift supervisor, or department manager.

c. are responsible for planning and allocating resources to meet organizational objectives.

Which of the following skills includes the ability to recognize how a company fits into or is affected by its external environment? Question options: Technical skills Human skills Conceptual skills Spatial skills

c. conceptual skills

According to Professor Henry Mintzberg, in the _____, managers motivate and encourage workers to accomplish organizational objectives. Question options: figurehead role entrepreneur role leader role monitor role

c. leader role

In the context of managerial roles, which of the following is a difference between the disseminator role and the spokesperson role? Question options: In the disseminator role, managers decide who gets what resources and in what amounts, whereas in the spokesperson role, managers negotiate schedules, projects, goals, outcomes, resources, and employee raises. In the disseminator role, managers perform ceremonial duties such as greeting company visitors, whereas in the spokesperson role, managers motivate workers to accomplish organizational goals. Managers in the disseminator role receive plenty of unsolicited information because of their vast personal contacts, whereas managers in the spokesperson role scan their immediate environment to seek valuable information. Managers in the disseminator role distribute information to employees inside the company, whereas managers in the spokesperson role share information with people outside their departments or companies.

d. Managers in the disseminator role distribute information to employees inside the company, whereas managers in the spokesperson role share information with people outside their departments or companies.

In the context of managerial roles, which of the following is a difference between the figurehead role and the liaison role? Question options: The figurehead role is the role that managers play when they motivate and encourage workers to accomplish organizational objectives, whereas the liaison role is the role that managers play when they share information with others in their departments or companies. The figurehead role is the role that managers play when they scan their environment for information, whereas the liaison role is the role that managers play when they share information with people outside their departments or companies. The figurehead role is the role that managers play when they decide who gets what resources and in what amounts, whereas the liaison role is the role that managers play when they negotiate schedules, projects, goals, outcomes, resources, and employee raises. The figurehead role is the role that managers play when they perform ceremonial duties, whereas the liaison role is the role that managers play when they deal with people outside their units.

d. The figurehead role is the role that managers play when they perform ceremonial duties, whereas the liaison role is the role that managers play when they deal with people outside their units.

Which of the following is a characteristic of derailers? Question options: They are usually talentless. They admit their mistakes. They are warm and friendly to others. They are abrasive and intimidating.

d. They are abrasive and intimidating.

team leader is responsible for: Question options: his or her team's performance. closely monitoring long-term business, economic, and social trends. developing organizational codes of ethics. fostering good relationships within his or her team.

d. fostering good relationships within his or her team

The _____ is the decisional role that managers play when they discuss schedules, projects, goals, outcomes, resources, and employee raises. Question options: spokesperson role disturbance handler role monitor role negotiator role

d. negotiator role

Providing a great shopping experience to customers is one of the important objectives of Purple Fashions Inc., a clothing store. To achieve this objective, the company has a team of committed customer service professionals, whose job is to ensure that customers get exactly what they want. This scenario illustrates that Purple Fashions is trying to achieve _____. Question options: organizational commitment employee productivity employee satisfaction organizational effectiveness

d. organizational effectiveness

According to Linda Hill's study, after six months as a manager, most of the new managers believed that their job was to: Question options: tell others what to do. exercise formal authority. be the boss and get things done. solve problems for their subordinates.

d. solve problems for their subordinates

combat increasing competition by lowering its prices, Rumbearc Inc., a paper carton box manufacturing company, decides to mechanize most of its production processes. Subsequently, Rita, the chief human resources officer of the company, makes a media announcement regarding its decision to lay off 600 employees. In the context of managerial roles, which of the following roles does Rita illustrate in this scenario? Question options: The leader role The liaison role The disseminator role The spokesperson role

d. the spokesperson role