Management Chp1 MC

A(n) _____ has a structure and strives to achieve goals that individuals acting alone could not reach a. organization b. manager c. competency d. not-for-profit group

a

All of the following are reasons managers plan EXCEPT: a. coordinating human, material, and information resources b. establishing an overall direction for the organization's future c. identifying and committing the organization's resources to achieving its goals d. deciding which tasks must be done to reach those goals

a

Managers can better coordinate human, material, and information resources by: a. organizing effectively b. delegating issues c. leading team members d. focusing on issues

a

Michelle Gimbert, a regional vice-president for Chico's stores, allowed her store managers the freedom to run their operations as though they were separate businesses. By _____ in a new way, Gimbert was attempting to better coordinate the company's human and material resources. a. organizing b. controlling c. staffing d. planning

a

Once managers have defined goals for future performance, they must translate those relatively abstract desires into reality. The coordination effort to do this represents _____. a. organizing b. planning c. controlling d. leading

a

YUM! Brands is divided into five distinct restaurant brands for the purpose of serving the specialized needs of customers. What managerial function is being employed to achieve this type of clarity? a. organizing b. planning. c. leading d. controlling

a

All organizations have the same overall goals, but their specific goals are unique. A specific goal at Xerox is to _____ a. create innovative cameras b. become a premier supplier c. deliver internet services d. reduce employee turnover

b

American Express' decision to grow their customer base, and establish global partners is an example of which managerial function? a. organizing b. planning c. directing d. controlling

b

Anne Mulcahy found that to remain competitive, she must keep her management team focused on: a. reduction of operating expenses b. growth while maintaining cost controls c. future mission and vision d. alignment to national goals

b

Leslie Iler is a sales manager with Ford Motor Company. For the most part, Iler's subordinates see her as a team leader in their project. Iler's position represents a _____. a. component of a matrix organizational design b. first-line manager c. distinct division of staff and line positions d. component of a mechanistic organizational design

b

Managers are often classified into these major types: a. monitors, leaders, and coordinators b. top managers, middle managers, and first-line managers c. assistants, associates, and executives d. presidents, vice presidents, and directors

b

Starbucks attributes its success to the managerial function of _____, which includes control procedures such as the criteria used to hire people, the type of coffee beans used, and the physical layout of the stores. a. planning b. controlling c. directing d. organizing

b

Which of the following position(s) is typically NOT considered a manager? a. CEO b. computer programmer c. Chief Information Officer d. coach

b

Which of the following statements is FALSE? a. Functional managers may be the head of a payroll department. b. Functional managers often oversee several general managers. c. Functional managers may be responsible for making sure the payroll checks are issued on time and in the correct amounts. d. General managers may be responsible for a strategic business unit or division

b

Typical job titles of middle managers include all of the following EXCEPT: a. department head b. sales manager c. director of finance d. all of the above are considered job titles for middle managers

b first line

The term _____ refers to the tasks and activities involved in directing an organization or one of its units: planning, organizing, leading, and controlling. a. data processor b. manager c. management d. functional coordinator

b (C !!!)

A _____ is a combination of knowledge, skills, behaviors, and attitudes that contribute to a personal effectiveness a. manager b. entrepreneur c. competency d. strategy

c

After management has made plans, created a structure, and hired the right personnel, someone must _____ the organization over time. a. control b. measure the efficiency c. lead d. assess the effectiveness of it

c

Howard Schulz, CEO of Starbucks, believes that its success is due to competitive spirit, ability to respond to customers' needs, and its _____ process. a. leading b. planning c. controlling d. organizing

c

Linda Thompson has recently been promoted to a middle manager with Fargo Industries. She wants to know what task most middle managers considered important. She found out that the key task was _____. a. managing individual performance b. coordinating teams c. managing group performance and allocating resources d. representing one's subordinates

c

Lois Dimple, vice president of IBM Worldwide Olympic Technology Systems, knew she needed to plan, organize, and lead simultaneously to complete the task assigned to her. What was Dimple's responsibility? a. coordinate the summer Olympic games in Atlanta b. coordinate the summer Olympic games in Sydney c. coordinate the winter Olympic games in Utah d. create a system supplying real time Internet coverage of the games

c

Norma Inafuku at Oreck Vacuums finds herself translating top management's strategy for increasing sales into tangible quotas for production plan managers. Inafuku would be considered to be at what level of managemment? a. top management b. first-line management c. middle management d. intermediate management

c

Sallie Schwall is the type of manager who leads hectic work life full of interruptions. Her job is constantly on the "firing line." From this description, Schwall would be considered a(n) _____ manager. a. bureaucratic b. task force c. first-line d. effective

c

The _____ managerial function concerns itself with assigning workers to departments a. planning b. controlling c. organizing d. leading

c

The process by which a person, group, or organization consciously monitors performance and takes corrective action is referred to as _____. a. autocracy b. leading c. controlling d. organizing

c

Todd Reppert of Ballpark Hot Dogs describes his job as ringmaster. He tries to balance the healthy department's demands for clean kiosks, vendors' demands for supplies and his first-line manager's demand for recruiting new employees to staff the company's 25 kiosks in Tampa. Reppert is considered to be at what level of management? a. top management b. first-line management c. middle management d. intermediate management

c

Which of the following is NOT one of Anne Mulcahy's strategies for the Xerox turnaround? a. examined what business they were in b. negotiated a settlement of a long investigation into fraudulent accounting practices c. centralized purchasing to main locations d. introduced new products and services

c

_____ involves getting others to perform tasks necessary to achieve the organization's goals. a. organizing b. controlling c. leading d. attenuation

c

_____ managers supervise employees having expertise in one area a. General b. First-line c. Functional d. Executive

c

the planning function is the dynamic process of making decisions that focuses on _____. a. outsourcing b. past performance c. future performance d. technical skills

c

which of the following is NOT one of the duties of Anne, Mulcahy, CEO at Xerox? a. restructuring Xerox b. creating a work environment c. performing a service call d. implementing a corporate merger

c

A _____ is a person who plans, organizes, directs, and controls the allocation of human, material, financial, and information resources in pursuit of the organization's goals. a. organization b. CEO c. functional officer d. manager

d

General managers usually have _____ managers reporting to them. a. country b. top c. regional d. functional

d

In the _____ process managers set standards of performance, measure current performance against those standards, take action to correct any deviations, and adjust the standards if necessary. a. planning b. organizing c. leading d. controlling

d

In what specific sequence do managers perform their managerial functions in order to achieve company goals? a. planning, organizing, leading, controlling b. organizing, leading, controlling, planning c. leading, controlling, planning, organizing d. None of the above because the functions are often performed simultaneously

d

Jeff Raley is a manger with Hermann Hospital. He has saved the hospital hundreds of thousands of dollars by developing and implementing a new quality control system for purchasing supplies for all teams in the hospital. It is likely that Raley is a _____ manager. a. project b. top c. first-line d. middle

d

Kerry Smith has just moved into a top-level managerial role with Pepsi products, Which of the following is NOT part of the planning process Smith will be engaged in? a. establishing directions for the organization b. identifying the organization's resources to achieve organizational goals c. committing the organization's resources to achieve organizational goals d. structuring realationships among employees that will enable them to carry out management's plans and meet specific goals

d

Lawrence Davis has been working for BPAmoco for three years. He recently was promoted to production supervisor. Allie Wagner supervises sales associates who go to people's homes and sell insurance. Both positions may be classified as a _____ manager. a. matrix b. middle c. functional d. first-line

d

One who understands that workings of a business enterprise is aware of the fact that in large organizations, managers may be distinguished by the scope of the activities they manage. Therefore, which of the following statements is accurate? a. Functional managers supervise employees with general skills that may be applied to many roles b. General Managers supervise employees with specialized skills in a single area. c. General Managers may be responsible for the operation of a department, but only if it is very small d. General Managers are responsible for the overall operations of a more complex unit such as a company or division

d

The most important managerial task performed by first-line managers is usually _____. a. managing multiple departments b. coordinating teams c. scouting for possible take-over targets d. managing individual performance

d

When Lois Dimpfel, vice president of IBM Worldwide Olympic Technology Systems, was organizing the team to bring the Salt Lake City Games to millions of TV viewers, she was primarily involved in the _____ managerial function. a. planning b. controlling c. organizing d. leading

d

Which of the following is NOT considered a key managerial competency? a. communication b. teamwork and strategic action c. multicultural and self-management d. entrepreneurship

d

which of the following is NOT a factor in determining whether a first-line manager will be successful? a. has a strong technical expertise to teach subordinates b. is willing to let subordinates do the work c. plans and schedules work for employees d. has sales or marketing experience before becoming manager

d