chapter 1 MNGT
According to Mintzberg, disturbance handler is an interpersonal role.
False
As part of their responsibilities, all managers get involved in planning, scheduling, and monitoring the design, development, production, and delivery of the organization's products and services.
False
Community relations and external consulting are self-described activities of a manager's responsibilities
False
For managers, in any organization, threats include product or service niches that are underserved, out-of-cycle hiring possibilities, mergers, purchases, or upgrades in equipment, space, or other assets.
False
Front-line managers in organizations devote more of their time to conceptual issues.
False
In a liaison role, a manager performs formal duties like greeting customers and signing contracts.
False
In the leader role, managers pass privileged information directly to subordinates, whereas in the disseminator role, managers send information to people outside of their organizations.
False
Kotter studied a number of successful general managers over a five-year period and found that they spend most of their time by themselves drawing up plans or worrying about important decisions.
False
The influence of managers is most clearly seen, according to Mintzberg, in the figurehead role.
False
According to Mintzberg, managers averaged 36 written and 16 verbal contacts per day with most of these activities lasting less than nine minutes.
True
As monitors, managers are constantly scanning the environment for information, talking with liaison contacts and subordinates, and receiving unsolicited information.
True
Executive managers are at the top of the hierarchy and are responsible for the entire organization, especially its strategic direction.
True
For managers, threats include technological breakthroughs on the part of competitors, obsolescence in their organization, and dramatically shortened product cycles.
True
In a leader role, a manager counsels, communicates, and directs subordinates.
True
While the entrepreneur role describes managers who initiate change, the disturbance or crisis handler role depicts managers who must involuntarily react to conditions.
True