Management 301 Exam 1
All levels of management between the supervisory level and the top level of the organization are termed ________. A) middle managers B) first-line managers C) supervisors D) team leaders
A
Almost all managerial tasks involve ________. A) decision making B) technical skills C) long-term planning D) superb political skills
A
An important part of the controlling function is ________. A) evaluating B) structuring C) coordinating D) punishing
A
Another term for effectiveness is ________. A) doing the right things B) doing things right C) doing things intelligently D) doing things when necessary
A
Efficiency refers to ________. A) the relationship between inputs and outputs B) the additive relationship between inputs and outputs C) the inverse relationship between inputs and outputs D) decreasing inputs only
A
Which of the following is the most accurate statement regarding managers in today's world? A) There is a greater need for customer focus than ever before. B) Managers are found almost exclusively in large corporations that have more than 500 employees. C) Managers are found almost exclusively in for-profit organizations. D) More than half of today's managers are women.
A
Which of the following might be an example of increased efficiency in manufacturing? A) cutting the amount of labor required to make the product B) cutting the price of the product C) increasing sales of the product D) increasing advertising for the product
A
A candy manufacturer that made candy at a lower cost without improving the quality of the candy could be said to ________. A) increase effectiveness without increasing efficiency B) increase efficiency without increasing effectiveness C) increase both effectiveness and efficiency D) decrease both effectiveness and efficiency
B
A candy manufacturer would increase both efficiency and effectiveness by making ________. A) better candy at the same cost B) better candy at a lower cost C) the same candy at a lower cost D) the same candy at the same cost
B
A finance manager who reads the Wall Street Journal on a regular basis would be performing which role? A) leader B) monitor C) disseminator D) liaison
B
We all have a vested interest in understanding the way organizations are managed because ________. A) we all stand to gain financially from organizational profits B) we interact with organizations every day of our lives C) we all depend on organizations for employment D) organizations dictate every facet of our lives
B
Which is an important job responsibility for a middle manager? A) defining the organization's long-term goals B) translating goals defined by top managers into action C) helping top managers define goals D) performing tasks that are not related to long-term goals
B
Which of the following identifies a manager who does NOT typically supervise other managers? A) unit chief B) shift manager C) vice president D) division manager
B
Which of the following is NOT considered to be a part of the planning function of a manager? A) defining goals B) motivating C) mapping out strategy D) making decisions
B
Which of the following statements regarding management and national culture is the most correct? A) The basic principles of management are universal. B) Research shows that managerial practices across all countries are not consistent. C) There are major differences in the way that most English speaking countries view management. D) The route of the differences between how countries practice management is based on their economic principles solely.
B
Which of the following types of managers is responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization? A) team leader B) top manager C) department head D) project leader
B
Who stands to benefit least from studying management? A) a pro football coach B) a pro football fan C) a pro football owner D) a pro football player
B
The four managerial functions first described by Fayol are considered the "best" because ________. A) they were devised a long time ago B) most sources still use them C) they date back to ancient Greece and Rome D) they are no longer popular today
B (Fayol's functions are considered to be the "best" because of their usefulness and popularity. Most texts and authorities on managerial matters use the four functions because they are simple, elegant, and powerful in insight.)
A major contribution that Taylor made to the study of management was ________. A) to measure efficiency on a 4-star scale B) to identify the one best way to get a job done C) to identify the three best ways to get a job done D) to measure inefficiency on a 4-star scale
B (Taylor measured efficiency and inefficiency, but he did not rank them on a star scale. What Taylor did do was collect data to identify the "one best way" to do a job; that is, the most efficient and effective way to complete a task. Taylor focused on only a single best way.)
A fraternity is an example of an organization because it is comprised of people who ________. A) share the same values, traditions, and customs B) share the same goals and values C) share goals and function within a common structure D) function under the same set of rules and regulations
C
A pharmaceutical company manager attending a meeting of academic scientists would be functioning in which role? A) informational B) figurehead C) liaison D) decisional
C
An organization is ________. A) the physical location where people work B) any collection of people who perform similar tasks C) a deliberate arrangement of people to accomplish some specific purpose D) a group of individuals focused on profit-making for their shareholders
C
Compared to the manager of a large organization, a small business manager is more likely to be a(n) ________. A) specialist B) figurehead C) generalist D) information monitor
C
Designing a series of interview questions to provide information about possible customers for a company would primarily require ________. A) technical skills B) interpersonal skills C) conceptual skills D) political skills
C
Effectiveness is synonymous with ________. A) cost minimization B) smart management C) goal attainment D) efficiency
C
Good management strives for ________. A) low efficiency and high effectiveness B) high efficiency and low effectiveness C) high efficiency and high effectiveness D) moderate efficiency and moderate effectiveness
C
Good political skills would be most important to a manager who ________. A) seeks job security B) seeks fair compensation for his or her level C) wants to rise through organizational ranks D) wants to lighten his or her workload
C
In a small organization, which of the following is NOT likely to be true? A) Planning is not likely to be an orchestrated ritual. B) Relationships are more likely to be informal. C) Workers are likely to be observed by computerized monitoring systems. D) The design of the organization is likely to be less structured and complex.
C
One of the common characteristics of all organizations is ________ that define(s) rules, regulations, and values of the organization. A) a set of written bylaws B) an explicit goal C) a systematic structure D) a stated purpose
C
Supervisor is another name for which of the following? A) team leader B) middle manager C) first-line manager D) top manager
C
The controlling management function is largely a matter of ________. A) resolving conflicts B) determining what needs to be done C) monitoring to see that tasks are accomplished D) enforcing rules for employees
C
Which of the following is a key difference between managerial and nonmanagerial employees? A) Managerial employees receive higher pay compensation. B) Nonmanagerial employees have less formal education. C) Nonmanagerial employees do not oversee the work of others. D) Managerial employees work longer hours.
C
Which of the following is the most difficult ethical challenge to new managers in today's business climate? A) not being able to hire new employees B) having to fire employees who are not productive C) not receiving training in the transition to management D) increasing the amount that employees pay for health care
C
Why might a manager for a non-profit organization seem as concerned with his or her organization's financial well-being as a for-profit manager? A) Non-profit managers are evaluated on financial performance only. B) Non-profit managers try to give the illusion that they care about the "bottom line." C) Not-for-profit organizations need to make money to continue operating. D) Non-profit organizations have an obligation to turn a profit.
C
The managerial role that changes the least between middle and top managers is ________. A) planning B) organizing C) controlling D) leading
C (According to text; planning is the category that increases most, going from 18% of a manager's time to 28%. This is followed by organizing, which increases from 33% to 36%. Leading, in fact, decreases rather than increases by 14%. The category that increases least is controlling, which goes from 13% to 14%.)
All organizations have ________ that define(s) the organization's purpose and reason for existing. A) limits B) rules C) structure D) goals
D
Which of the following levels of management is associated with positions such as executive vice president, chief operating officer, chief executive officer, and chairperson of the board? A) team leaders B) middle managers C) first-line managers D) top managers
D
A goal of efficiency is to minimize output costs while maximizing input costs.
False
A manager does not work directly on tasks for the organization.
False
A manager in a large business generally will spend more of his or her time as a spokesperson and entrepreneur than his or her counterpart in a small business.
False
Because profit, or the "bottom line," is not the measure of success for not-for-profit organizations, managers of charitable organizations do not have to concern themselves with the financial aspects of their organizations.
False
Deciding who will be assigned to which job is a part of the leading function of management.
False
Leadership skills are useful only to top managers.
False
A business can have 350 employees and still be considered a small business.
True
A small business manager in many ways combines the roles of top manager and first-line manager in a large business.
True
A typical first-level manager spends more of his or her time leading than planning.
True
All managers devote at least some of their time to planning.
True
All organizations have a structure that in some ways serves to define and limit the behavior of members of the organization.
True
Effectiveness refers to the attainment of the organization's goals.
True
In order to be considered a manager, an individual must direct or oversee the work of others.
True
Studying management can be extremely useful even for those who don't plan to be managers themselves.
True
Supervisors and team leaders may both be considered first-line managers.
True
Non-profit organizations are different from for-profit organizations primarily ________. A) in the way make decisions B) in the way they measure success C) in the way they motivate employees D) in how they hire employees
b
Part of what defines an organization is its purpose.
true
The emphasis that managers give to various activities is generally based on their ________. A) organizational level B) tenure with the organization C) experience in their field D) skill specialty
A
Under which category would you classify skill in motivating subordinates? A) interpersonal skills B) conceptual skills C) technical skills D) political skills
A
What was the primary cause of demise for such companies as Enron, Dave & Barry's, and Circuit City? A) poor management B) difficult economic conditions C) corruption D) governmental regulation
A
Which of the following is NOT a characteristic of a small business? A) has cutting edge, innovative business practices B) has about 200 employees C) is not a "player" with impact within its industry D) has a relatively small market share of its product
A
Which of the following is NOT an example of a decisional role according to Mintzberg? A) spokesperson B) entrepreneur C) disturbance handler D) resource allocator
A (Mintzberg sees entrepreneur, disturbance handler, and resource allocator as decisional roles. The entrepreneur must decide which opportunity to select. A disturbance handler must stand in judgment of individuals in a conflict. A resource allocator must decide how to divide resources. Mintzberg sees a spokesperson having a primary function of communicating what has already been decided.)
74) All of the following are examples of informational roles according to Mintzberg EXCEPT ________. A) entrepreneur B) monitor C) disseminator D) spokesperson
A (The role of an entrepreneur in an organization is typically to identify and procure new business opportunities. In Mintzberg's scheme, an entrepreneur takes on a decisional role in deciding where to look for opportunities and which ones to invest in. The other three choices here—monitor, disseminator, and spokesperson—are informational in nature. A monitor keeps track of information. Both a disseminator and spokesperson distribute information.)
According to Mintzberg, which of the following fit into the category of interpersonal roles? A) figurehead, leader, and liaison B) negotiator, liaison, and figurehead C) monitor, leader, and resource allocator D) disturbance handler, liaison, and negotiator
A (The three roles that make up the interpersonal roles are figurehead, leader and liaison. The roles that make up informational roles are monitor, disseminator, and spokesperson. The roles that make up decisional roles are entrepreneur, disturbance handler, resource allocator, and negotiator.)
One managerial function that is identical in both Fayol's and Mintzberg's systems is ________. A) leader B) resource allocator C) monitor D) negotiator
A (There is a great deal of overlap in the schemes of Fayol and Mintzberg, but only one category is identical in each system—that of leadership. The resource allocator role of Mintzberg corresponds to the organizing category of Fayol. Mintzberg's monitor category is taken by Fayol's controlling category. Finally, Mintzberg's negotiator role falls under Fayol's leading category.)
Another term for efficiency is ________. A) doing the right things B) doing things right C) making sure things get done D) doing things at the right time
B
Technical skills might include ________. A) excellent verbal skills B) proficiency in computer programming C) exceptional writing ability D) decision-making ability
B
The role of ________ is more important for managers of small organizations than for managers working in large corporations. A) disseminator B) spokesperson C) entrepreneur D) resource allocator
B
The work of a manager ________. A) is strictly limited to overseeing and monitoring the work of others B) may involve performing tasks that are not related to overseeing others C) involves only high-level tasks that require a sophisticated skill set D) does not involve interaction with nonmanagerial employees
B
Understanding building codes would be considered a(n) ________ skill for a building contractor. A) interpersonal B) technical C) conceptual D) political
B
Unlike the manager of a small business, the most important concerns of a manager in a large organization are focused ________. A) externally, particularly on entrepreneurial tasks B) internally, particularly on the allocation of resources C) on setting goals D) on planning ways to improve organizational structure
B
Giving a speech at an organization banquet would fall into which Mintzberg category? A) informational B) interpersonal C) decisional D) entrepreneurial
B (Speechmaking sounds like it fits Mintzberg's "spokesperson" category, which is an informational role. However, a banquet speech would be likely to be more inspirational than informational, so it would better fit the interpersonal role of leader and figurehead. The decisional category does not describe the largely social function of making a speech. The entrepreneurial role is a subcategory of the decisional role, so it is incorrect here also.)
How many management functions were originally proposed by Henri Fayol? A) three: plan, organize, lead B) four: plan organize, lead, control C) five: plan, organize, command, coordinate, control D) ten: 3 interpersonal, 3 informational, 4 decisional
C (Fayol originally proposed five management functions: plan, organize, command, coordinate, and control. Two of the five, command and coordinate, were later condensed into a single function, "lead"—so leadership was clearly not one of Fayol's original functions. Later, Henry Mintzberg proposed a different scheme with ten roles.)
________ developed a categorization scheme for defining what managers do, consisting of 10 different but highly interrelated roles. A) Henri Fayol B) Robert L. Katz C) Henry Mintzberg D) Henry Ford
C (Henry Mintzberg's scheme was developed after careful observations of managers in action and includes three interpersonal roles, three informational roles, and four decisional roles for a manager. Fayol developed the five (later changed to four) functions for a manager. Katz focused on managerial skills, not activities, while Henry Ford was, of course, a famed industrialist who did not contribute to management theory.)
Mintzberg developed his ten managerial roles by ________. A) sending out questionnaires to thousands of managers B) observing hundreds of managers over several years C) closely monitoring the work activities of five chief executives D) using common sense to analyze the situation
C (Mintzberg's conclusions were not the result of observing hundreds of managers or sending out thousands of questionnaires. Instead, Mintzberg developed his roles after closely observing five executives in action while they were on the job. Mintzberg undoubtedly used common sense to draw some of his conclusions, but common sense was clearly not the primary means by which he created his categories.)
Which of the following did Taylor NOT find "appalling" in his study of workers in steel companies? A) Workers "took it easy" on the job. B) Workers employed different techniques for the same job. C) Workers would only attempt to perform a job if they were shown to have aptitude for it. D) Worker output was only about one-third of what was possible.
C (Taylor indeed discovered that workers did not work hard on the job, did not have standardized methods and techniques for completing a task, and only accomplished a fraction of their theoretical work potential. All of the above dismayed Taylor greatly, convincing him that the situation could be greatly improved with the application of standardized work rules and task methodology. The one thing in the list that Taylor did not discover was workers who refused to work at jobs they did not have aptitude for. In fact, he found that the reverse situation existed—workers performed jobs that they had no aptitude for—this constituted yet another practice that was appalling to Taylor.)
According to Katz, the four critical managerial skills can be classified as ________. A) technical, political, conceptual, and empirical B) interpersonal, political, empirical, and technical C) technical, interpersonal, political, and controlling D) technical, political, interpersonal, and conceptual
D
Companies that are well managed can prosper during difficult economic times by depending on ________. A) government bailouts B) filing for bankruptcy C) raising prices D) a loyal customer base
D
Of the following, which is the lowest level of management? A) a nonmanagerial employee B) an individual involved in defining the organization's philosophy C) a vice president D) a middle manager
D
Organizing includes ________. A) defining organizational goals B) resolving conflicts C) motivating organizational members D) determining who does what tasks
D
Resolving a conflict would be considered to fall under which managerial function? A) controlling B) planning C) directing D) leading
D
The primary job of a manager is to ________. A) make decisions that help an organization grow B) tackle tasks that are too difficult for nonmanagerial employees C) coordinate between organization leaders and ordinary employees D) direct and oversee the work of others
D
Which of the following is NOT considered an interpersonal skill for a manager as suggested by Katz? A) communicating B) mentoring C) delegating D) decisiveness
D
Which of the following would political skills be most likely to help a manager accomplish? A) increasing communication B) mentoring C) defining goals D) building a power base
D
Which set of skills would you expect the President of the United States to be least in need of? A) interpersonal B) political C) conceptual D) technical
D
The "father" of scientific management was ________. A) Henri Fayol B) Robert L. Katz C) Henry Mintzberg D) Frederick Winslow Taylor
D (Fayol worked about the same time period as Taylor and was also fairly "scientific" in his approach. However, Taylor was the person who stressed being "scientific" and coined the term scientific management in his 1911 book. Mintzberg and Katz also contributed to ideas about scientific management, but both of these thinkers came later.)
Which of the following proved to be a surprising result of Mintzberg's data? A) Executives were not efficient. B) Managers were deliberate, reflective thinkers who methodically mapped out strategies. C) Managers could spend hours on a single activity during a typical day. D) Managers spent only a short period of time on each activity.
D (Mintzberg's study exploded the idea that managers were careful deliberators or that they spent long periods of time painstakingly working out strategies. Instead, Mintzberg found that managers flitted quickly from one issue to another leaving little time for reflection. Mintzberg's study had little to say one way or another about how efficient this mode of activity was.)
Taylor began to develop his theory of ________ after a result of viewing workers in steel companies. A) the functions of management B) ethics-based management C) management skills D) scientific management
D (Taylor's scientific management theory posited that efficiency in organizations could be improved by studying organizations objectively and systematically. The functions of management were developed by Fayol. Management skills were identified by Katz. Ethics-based management is not a known theory of management.)
Today, the basic management functions are considered to be ________. A) planning, coordinating, leading, and monitoring B) planning, organizing, leading, and motivating C) commanding, organizing, leading, and decision making D) planning, organizing, leading, and controlling
D (The four functions are planning, organizing, leading, and controlling. The other choices include part of these functions *coordinating is a part of planning; monitoring is a part of controlling; motivating is a part of leading; and decision making is a key part of all managerial functions*.)
Defining goals is a key part of the organizing function of management.
False
Determining who reports to whom is part of the controlling function of management.
False
Effectiveness refers to the relationship between inputs and outputs.
False
Fayol's management processes are completely equivalent to Mintzberg's management roles.
False
Management has an impact on all businesses, but there are almost no examples of businesses that have failed because of poor management.
False
Managers who are effective at meeting organizational goals always act efficiently.
False
Providing motivation is part of the controlling function of management.
False
Technical skills involve a manager's ability to think logically and effectively about complex situations.
False
The four contemporary management processes are planning, organizing, leading, and commanding.
False
The political skills of a manager consist mainly of the ability to understand the workings of government and to present information effectively to others in the form of political speechmaking.
False
A key difference between Fayol's and Mintzberg's view of management is that Fayol's view was based on empirical observations of managers in action.
False (It was Mintzberg, rather than Fayol, who based his categories on what managers actually do. Fayol's categories were based on experience, but his data was not collected in a systematic manner.)
Disturbance handler is one of Mintzberg's interpersonal roles.
False (Though "disturbance handler" sounds like an interpersonal role, it falls under Mintzberg's category of decisional roles. A disturbance handler must decide how to address problems that arise in a way that will best benefit the organization.)
In Mintzberg's view, the roles of figurehead, leader, and liaison are all interpersonal roles.
True (Mintzberg sees the manager's interpersonal chores as providing motivation and support (leading), representing the part of the organization you control (figurehead), and connecting with other parts of the organization and/or the outside world (liaison).)
Most people who study management think that Fayol's categories are more useful than Mintzberg's.
True (Though Fayol's scheme was not based on scientifically collected data, the simplicity of his categories has made it more popular in management circles than Mintzberg's more complicated scheme.)
