Principles of Management Exam 1

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

Effectiveness

_____ were the first to recognize the need for submitting written requests. Sumerians Egyptians Persians Venetians

Egyptians

Which of the following management theorists provided managers with a better understanding of the effect that group social interactions and employee satisfaction have on individual and group performance? Henri Fayol Max Weber Elton Mayo Chester Barnard

Elton Mayo

Which of the following is true of bureaucratic organizations? Tasks, responsibilities, and authority are not divided clearly. Promotion within a company is based on who one knows. The owners of an organization manage or supervise the organization. Employees are hired on the basis of their technical training.

Employees are hired on the basis of their technical training.

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

Employment security

According to the elements of bureaucratic organizations, which of the following should be a criterion for promoting employees? Relationship with the managers Physical appearance Experience or achievement Political influence

Experience or achievement

_____ invented the microchronometer. Chester Barnard Frank Gilbreth Elton Mayo Max Weber

Frank Gilbreth

The first individual to list managerial traits was _____. al-Farabi Ghazali Sun Tzu Barbarigo

Ghazali

_____ was the first to use witnesses in legal cases. Hammurabi al-Farabi Cyrus Cato

Hammurabi

Identify a true statement about Henry Fayol. He believed that management can and should be taught to others. He developed time study to what could be considered a fair day's work. He proposed the idea of bureaucratic organizations. He invented the microchronometer.

He believed that management can and should be taught to others.

_____ developed the 14 principles of management. Henri Fayol Max Weber Frank Gilbreth Elton Mayo

Henri Fayol

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

Human

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? Human skills Planning skills Technical skills Conceptual skills

Human skills

Which of the following best defines scientific management? It is the thorough studying and testing of different work methods to identify the best, most efficient way to complete a job. It is the set of moral principles or values that defines right and wrong for a person or a group. It is the behavior that conforms to a society's accepted principles of right and wrong. It is maintaining planning flexibility by making small, simultaneous investments in many alternative plans.

It is the thorough studying and testing of different work methods to identify the best, most efficient way to complete a job.

_____ is the amount and number of raw materials, parts, and finished products that a company has in its possession. Throughput Cabotage Contingency Inventory

Inventory

Which of the following statements is true of bureaucracy? It is based on the belief that management can be taught to others. It allows political connections to determine an individual's power base within organizations. It allows people to lead by virtue of their rational-legal authority. It relies on scheduled, periodic corrective actions to operate efficiently.

It allows people to lead by virtue of their rational-legal authority.

Identify a true statement about planning. 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.

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

Which of the following is true of a systems view of organizations? It helps managers understand the effect of group social interactions on individual performance. It helps managers understand that good internal management of an organization is enough to ensure survival. It encourages managers to focus on better communication and cooperation within an organization. It forces managers to view their organization as separate, unrelated parts.

It encourages managers to focus on better communication and cooperation within an organization.

Which of the following statements is true of a systems view of organizations? It encourages managers to focus on managing the daily production of goods and services rather than on better communication and cooperation within their organization. The systems approach makes managers acutely aware that good internal management of an organization is more than enough to ensure survival. The systems approach encourages managers to view one part of an organization as separate from the other parts. It forces managers to view their organizations as part of and subject to the competitive, economic, social, technological, and legal/regulatory forces in their environments.

It forces managers to view their organizations as part of and subject to the competitive, economic, social, technological, and legal/regulatory forces in their environments.

In the context of changing environments, identify a true statement about environmental uncertainty. It is most likely to be high when there is technological stability in the industry. It is most likely to be high when the industry is at an equilibrium state. It is most likely to be low when environmental complexity is at a low level. It is most likely to be low when environmental change is extensive.

It is most likely to be low when environmental complexity is at a low level.

In the context of scientific management, who among the following is a rate buster? Jasmine, who completes her work before its due date Samantha, who is always the first one to reach her workplace Jamie, who is the most sociable member in his team Peter, who is the most experienced member of his team

Jasmine, who completes her work before its due date

_____ is defined as getting work done through others. Orientation Marketing Management Accounting

Management

In the context of managerial roles, which of the following is a difference between the disseminator role and the spokesperson role? 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.

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.

Which of the following is true of the chain of command in Max Weber's bureaucracy? People in lower positions are protected by a grievance procedure. Organizational owners have the right to hire and fire employees. Organizational owners decide on who should be promoted. Tasks and responsibilities are clearly defined and divided.

People in lower positions are protected by a grievance procedure.

In the context of management functions, which of the following is true of planning? 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.

It is one of the best ways to improve performance.

_____ is the degree to which a company relies on a provider because of the importance of the provider's product to the company and the difficulty of finding other sources of that product. Buyer dependence Internal dependence Regulator dependence Supplier dependence

Supplier dependence

In the context of the specific environment of an organization, which of the following is a difference between supplier dependence and buyer dependence? Supplier dependence relates to the difficulty of finding consumers for a particular product, whereas buyer dependence relates to the difficulty of finding dealers of a particular product. Supplier dependence is the degree to which a company relies on a dealer for the dealer's product, whereas buyer dependence is the degree to which a supplier relies on a consumer. Supplier dependence takes into account the importance of a consumer to a supplier's sales, whereas buyer dependence takes into account the importance of a manufacturer's products to a company. A high degree of buyer dependence can lead to opportunistic behavior, whereas a high degree of supplier dependence does not lead to opportunistic behavior.

Supplier dependence is the degree to which a company relies on a dealer for the dealer's product, whereas buyer dependence is the degree to which a supplier relies on a consumer.

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

Top Managers

In the context of systems management, unlike open systems, closed systems: interact with and depend on their environments for survival. use synergy to communicate with their external environments. can function without interacting with their environments. can function as a whole without their elements being interrelated.

can function without interacting with their environments.

According to the _____, the most effective management theory or idea depends on the kinds of problems or situations that managers are facing at a particular time and place. scientific management approach systems approach to management administrative management approach contingency approach to management

contingency approach to management

Environmental uncertainty in an organization is high when: resource scarcity is low. environmental change is extensive. environmental complexity is low. industry regulations are strict.

environmental change is extensive.

In the context of the external environment of a firm, _____ involves searching the environment for important events or issues that might affect an organization. environmental scanning environmental zoning environmental designing environmental testing

environmental scanning

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

negotiator role

Most of the managers and team members of Wilbesht, a pharmaceutical company, are under the age of 40. The structure of the company is informal and flexible. This scenario best illustrates Wilbesht's _____. opportunistic behavior industry regulation punctuated equilibrium organizational culture

organizational culture

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

solve problems for their subordinates.

Which of the following is a tactic in which an advocacy group actively tries to persuade consumers not to purchase a company's goods or services? A class action lawsuit Company divestment Media advocacy A product boycott

A product boycott

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

A team leader

_____ are groups of concerned citizens who band together to try to influence the business practices of specific industries, businesses, and professions. Supplier groups Advocacy groups Competitor groups Employee groups

Advocacy groups

_____ is the process of having managers and employees perform new behaviors that are central to and symbolic of the new organizational culture that a company wants to create. Behavioral substitution Behavioral deskilling Behavioral opportunism Behavioral addition

Behavioral addition

In the context of changing organizational cultures, which of the following is a difference between behavioral addition and behavioral substitution? Behavioral addition refers to the collection of information by managers before selecting job candidates to match their behaviors with that of the organizational culture, whereas behavioral substitution refers to building procedures to train employees about ethical practices. Behavioral addition refers to the process of hiring candidates who have been judged by Bar Raisers, whereas behavioral substitution refers to the process of transferring employees to different departments based on their behavioral attributes. Behavioral addition refers to changing the visible artifacts of an organization's old culture, whereas behavioral substitution refers to the process where managers eliminate employees whose behavior is not consistent with that of the organizational culture. Behavioral addition is the process of having managers and employees perform a new behavior, whereas behavioral substitution is having managers and employees perform a new behavior in place of another behavior.

Behavioral addition is the process of having managers and employees perform a new behavior, whereas behavioral substitution is having managers and employees perform a new behavior in place of another behavior.

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? Overdependence on mentor Being overly ambitious Insensitivity to others Inability to staff effectively

Being overly ambitious

In the context of the specific environment of organizations, which of the following is a similarity between the public communications approach and a product boycott? Both are more aggressive than media advocacy. Both typically involve framing a group's concerns as public issues. Both are advocacy group tactics. Both create controversies that are likely to receive extensive news coverage.

Both are advocacy group tactics.

_____ is the degree to which a supplier relies on a customer because of the importance of that customer to the supplier's sales and the difficulty of finding other customers for its products. Buyer dependence Customer due diligence Resource dependence Supplier dependence

Buyer dependence

Referring to the "fiction of superior authority," _____ believed that workers ultimately grant managers their authority. Chester Barnard Max Weber Charles Clinton Spaulding Elton Mayo

Chester Barnard

_____ proposed a comprehensive theory of cooperation in formal organizations. Max Weber Mary Parker Follett Elton Mayo Chester Barnard

Chester Barnard

_____ are graphic depictions of how managers believe environmental factors relate to possible organizational actions. Cognitive maps Organizational charts Gantt charts Process maps

Cognitive maps

_____ are defined as companies in the same industry that sell similar products or services to customers. Competitors Lobbies Intermediaries Sponsors

Competitors

Two managers in a company have a conflict over the resources required to complete their new projects. Both the managers want all the top-performing employees of the firm to work in their projects. Eventually, they arrive at a decision where they equally share the number of top-performing employees. In the given scenario, which of the following methods did the managers use to resolve the conflict? Domination Coercion Compromise Mediation

Compromise

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

Conceptual skills

_____ increase in importance as managers rise through the management hierarchy. Spatial skills Conceptual skills Technical skills Informational skills

Conceptual skills

Which of the following is a function of a top manager? 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

Creating a positive organizational culture through language and action

_____ is an approach to dealing with conflict in which one party satisfies its desires and objectives at the expense of the other party's desires and objectives. Resolution Integration Domination Negotiation

Domination

In the context of the specific environment of an organization, which of the following is a difference between opportunistic behavior and relationship behavior? Opportunistic behavior is observed when both buyers and sellers show least reliability on the other, whereas relationship behavior is observed when both buyers and sellers believe in creating short-term client relationships. A low degree of buyer or seller dependence can lead to opportunistic behavior, whereas a high degree of buyer or seller dependence can lead to relationship behavior. In opportunistic behavior, either the buyer or the seller benefits at the expense of the other, whereas in relationship behavior, both the buyer and the seller mutually benefit. Opportunistic behavior leads to compromises that both the supplier and the buyer agree upon, whereas relationship behavior leads to development of new business relationships when existing ones fail to work.

In opportunistic behavior, either the buyer or the seller benefits at the expense of the other, whereas in relationship behavior, both the buyer and the seller mutually benefit.

In the context of the internal and external forces that affect business, which of the following is a difference between stable environments and dynamic environments? The stable environment of a company is only related to the external factors affecting the company, whereas the dynamic environment of a company is only related to the internal factors affecting the company. In stable environments, fundamental changes are observed in the environment, whereas in dynamic environments, incremental changes occur. In stable environments, the rate of environmental change is slow, whereas in dynamic environments, the rate of environmental change is fast. Companies with stable environments experience changing customer preferences and attitudes, whereas companies with dynamic environments experience a fixed set of customer needs.

In stable environments, the rate of environmental change is slow, whereas in dynamic environments, the rate of environmental change is fast.

In the context of managerial roles, which of the following is a difference between the negotiator role and the figurehead role? 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.

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.

According to Chester Barnard, in the context of cooperation and acceptance of authority, which of the following statements is true of a zone of indifference? In this zone, managerial directives are not understood. In this zone, managerial directives are inconsistent with the organization's purpose. In this zone, managerial authority is automatically accepted. In this zone, managerial authority is challenged.

In this zone, managerial authority is automatically accepted.

Which of the following exemplifies a sociocultural component in the general organizational environments? New FDA regulations on food handling and storage in fast food chains Increase in the number of fast food chains offering similar menus Increasing popularity of weight management programs Shortage of spice suppliers

Increasing popularity of weight management programs

Which of the following is a practical implication of the contingency approach to management? Managers can develop quantitative approaches to solve organizational problems. Managers need to spend more time analyzing problems before taking action to fix them. Managers need to group all problems in the same category. Managers can develop a universal management theory to solve all problems.

Managers need to spend more time analyzing problems before taking action to fix them.

In the context of the external environment of a firm, which of the following statements is true of environmental scanning? Managers scan their firm's environment to reduce uncertainty. It remains unaffected by organizational strategies. CEOs in poorer-performing firms scan their firms' environments more frequently than CEOs in better-performing firms. It is reactive in nature and leads to the detection of environmental problems after they become organizational crises.

Managers scan their firm's environment to reduce uncertainty.

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? 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.

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

_____ is a tactic that typically involves framing issues as public issues; exposing questionable, exploitative, or unethical practices; and creating controversy that is likely to receive extensive news coverage. A product boycott Distributive bargaining Proactive monitoring Media advocacy

Media advocacy

In the context of federal regulatory agencies and commissions, the _____ stops companies from engaging in unfair workforce practices. Federal Trade Commission National Labor Relations Board Equal Employment Opportunity Commission Occupational Safety and Health Administration

National Labor Relations Board

According to Henri Fayol's principles of management, which of the following is true of unity of direction? All employees should report to and receive orders from just one boss. Employees must put the organization's interests and goals before their own. There should be no overlapping responsibilities for the employees. One person and one plan should be used in deciding the activities to be carried out.

One person and one plan should be used in deciding the activities to be carried out.

_____ refers to a transaction in which one party in the relationship benefits at the expense of the other. Transactional behavior Opportunistic behavior Advocacy behavior Relationship behavior

Opportunistic behavior

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 _____. Organizational Commitment Employee Productivity Employee Satisfaction Organizational Effectiveness

Organizational Effectiveness

_____ refers to the values, beliefs, and attitudes shared by organizational members. Organizational hierarchy Organizational innovation Organizational culture Organizational design

Organizational culture

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? Planning Organizing Controlling Leading

Organizing

In the context of Henri Fayol's management functions, which of the following is a difference between planning and organizing? 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.

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

Which of the following is a component of the general environment that indirectly affects all organizations? Political/legal trends Customers Industry regulations Suppliers

Political/legal trends

_____ involves identifying and addressing customer needs, trends, and issues before they occur. Customer due diligence Reactive customer monitoring Proactive monitoring of customers Cognitive mapping

Proactive monitoring of customers

Which of the following is the least aggressive tactic used by advocacy groups? Public communications Media advocacy Distributive bargaining Class action lawsuits

Public communications

Which of the following exemplifies a political/legal trend in the general organizational environments? Scarcity of medical equipment suppliers Recruitment of highly skilled nurses Regulations concerning the disposal of biological wastes High attrition rate of medical staff

Regulations concerning the disposal of biological wastes

_____ is the abundance or shortage of critical organizational resources in an organization's external environment. Resource equilibrium Resource leveling Resource augmentation Resource scarcity

Resource scarcity

Which of the following organizations is a bureaucratic organization? Trollies Inc., where employees do not have a reporting manager Crokers, where the owner decides whom to hire and dismiss Senergy, where each employee reports to an employee at a higher position Terkies Turkeys, where tasks and responsibilities are not clearly defined

Senergy, where each employee reports to an employee at a higher position

Which of the following statements is true of Mary Parker Follett? She believed that giving orders involves discussing instructions and dealing with resentment. She emphasized that the best way to deal with conflict is domination. She cast power as "over" rather than "with" others. She believed that authority flows from position rather than from job knowledge and experience.

She believed that giving orders involves discussing instructions and dealing with resentment.

In the context of the skills that managers should possess, which of the following is a difference between technical skills and conceptual skills? 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.

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.

Which of the following illustrates the management practice of gaining competitive advantage through people? 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 process.

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.

Which of the following forms a component of the specific environment of an organization? The suppliers The political component The technological component The customers

The customers

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? The disturbance handler role The resource allocator role The disseminator role The spokesperson role

The resource allocator role

The Hawthorne Studies showed how _____ can influence work. organizational codes of ethics workers' feelings work quotas merit-based promotions

workers' feelings

In the context of managerial roles, which of the following is a difference between the figurehead role and the liaison role? 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.

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.

In the context of Frederick W. Taylor's four principles of scientific management, which of the following is a difference between the first principle and the third principle? In the first principle, managers are instructed to cooperate with employees to ensure the implementation of scientific principles, whereas in the third principle, managers are required to divide work and responsibility equally between management and workers. The first principle is to develop a science for each element of work, whereas the third principle instructs managers to cooperate with employees to ensure that scientific principles are actually implemented. In the first principle, managers are required to scientifically select, train, teach, and develop workers to help them reach their full potential, whereas in the third principle, managers are required to determine the best way to do work. The first principle is to divide work and responsibility equally between management and workers, whereas the third principle guides managers to scientifically select, train, teach, and develop workers to help them reach their full potential.

The first principle is to develop a science for each element of work, whereas the third principle instructs managers to cooperate with employees to ensure that scientific principles are actually implemented.

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? The liaison role The resource allocator role The disturbance handler role The figurehead role

The liaison role

In the context of the specific environment of an organization, identify a difference between the public communications approach and a media advocacy approach. The public communications approach can force organizations to change their practices, whereas a media advocacy approach cannot force organizations to change their practices. The public communications approach is much more aggressive than a media advocacy approach. The public communications approach relies on voluntary participation by the advertising industry to send out an advocacy group's message, whereas a media advocacy approach involves framing a group's concerns as public issues. The public communications approach creates controversies that are likely to receive extensive news coverage, whereas a media advocacy approach relies on discretionary participation by the news media.

The public communications approach relies on voluntary participation by the advertising industry to send out an advocacy group's message, whereas a media advocacy approach involves framing a group's concerns as public issues.

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? The disturbance handler role The resource allocator role The disseminator role The spokesperson role

The resource allocator role

To 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? The leader role The liaison role The disseminator role The spokesperson role

The spokesperson role

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

They are abrasive and intimidating.

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.

They believe that their job is to tell others what to do.

Which of the following is a similarity between Frederick W. Taylor and Lillian Gilbreth? They both used film cameras to analyze jobs. They both developed time study. They both proposed giving workers longer work hours and fewer breaks. They both strove to simplify work.

They both strove to simplify work.

In the context of decisional roles, which of the following statements is true of managers in the disturbance handler role? 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.

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

Which of the following is true of business confidence indices? They show how sure actual managers are about future business growth. They indicate how businesses have been performing over the previous years. They show how confident customers are about the companies they do business with. They indicate general economic statistics over the previous years.

They show how sure actual managers are about future business growth.

Which of the following is a bureaucratic organization? UJeans, which hires people based on their qualifications and skills Chilled Diner, which promotes employees based on their social connections Joni's Jumpers, where the owner manages and supervises the company PaintedOn Inc., where organizational rules and procedures are changed every day

UJeans, which hires people based on their qualifications and skills

In the context of the mistakes managers make, which of the following is a difference between arrivers and derailers? 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.

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 difference between first-line managers and team leaders? 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.

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

In the context of the specific environment of an organization, which of the following is a difference between reactive customer monitoring and proactive monitoring of customers? Unlike reactive customer monitoring, proactive monitoring of customers involves listening closely to customer complaints and responding to customer concerns. Unlike reactive customer monitoring, proactive monitoring of customers involves identifying potential customers and seeking ways to attract them to indulge in a product or service. Unlike reactive customer monitoring, proactive monitoring of customers includes the use of an advocacy tactic that revolves around product boycotting. Unlike reactive customer monitoring, proactive monitoring of customers identifies and addresses customer needs before they occur.

Unlike reactive customer monitoring, proactive monitoring of customers identifies and addresses customer needs before they occur.

In the context of the external environments that influence organizations, which of the following is a difference between the general environment and the specific environment? Unlike the specific environment, the general environment includes customers, competitors, and suppliers. Unlike in the specific environment, in the general environment, proactive monitoring takes place that addresses customers' needs before they occur. Unlike the specific environment, the general environment is responsible for indirectly affecting all organizations. Unlike in the specific environment, in the general environment, a shrinking economy is directly related to consumers willing to spend more to purchase products.

Unlike the specific environment, the general environment is responsible for indirectly affecting all organizations.

Which of the following is a difference between first-line managers and top managers? 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.

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

Which of the following is true of jobs and organizations during the Industrial Revolution? Jobs were performed in fields, homes, or small shops. Managers realized the importance of customer relations. Unskilled laborers running machines began to replace high-paid, skilled artisans. Cottage laborers worked with each other out of small homes that were often built in a semicircle and did not need management.

Unskilled laborers running machines began to replace high-paid, skilled artisans.

In the context of the kinds of managers, middle managers: 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.

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

Unlike a monarchy, the aim of bureaucracy is to: protect the authority of royal leaders. assign positions to leaders by virtue of birthright. achieve an organization's goals in the most efficient way possible. promote individuals based on their personal or family connections.

achieve an organization's goals in the most efficient way possible.

According to Chester Bernard, people will be indifferent to managerial directives or orders if they: come from a peer rather than a senior. are consistent with the purpose of an organization. are incompatible with the people's personal interests. cannot be carried out by those people.

are consistent with the purpose of an organization.

To motivate employees to perform better, the human resources department of Martianse, a chain of retail apparel stores, replaced the company's fixed incentive system with a performance-based incentive system. In this scenario, Martianse's human resources department is most likely using _____. behavioral opportunism behavioral deskilling behavioral disorientation behavioral substitution

behavioral substitution

In _____, managers are supposed to influence employee behavior by fairly rewarding or punishing employees for compliance or noncompliance with organizational policies, rules, and procedures. bureaucracies anarchies monarchies aristocracies

bureaucracies

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

determining how things get done.

When viewed in historical context, Max Weber's ideas about bureaucracy show that: arbitrary decision making supplanted logical rules and procedures in organizations. personal gain scored over efficiency in organizations. fairness supplanted favoritism in organizations. political connections were given preference over merit for promotions in organizations.

fairness supplanted favoritism in organizations.

Unlike operations management, a systems view of organizations: forces managers to view their organizations as independent of the competitive, economic, social, technological, and legal/regulatory forces in their environments. makes managers acutely aware that good internal management of the organization is more than enough to ensure survival. forces managers to be aware of how the environment affects specific parts of their organizations. makes managers involve themselves in the management of the daily production of goods and services.

forces managers to be aware of how the environment affects specific parts of their organizations.

A team leader is responsible for: 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.

fostering good relationships within his or her team.

The economy is a part of the _____ that influences all organizations. specific environment general environment niche environment internal environment

general environment

According to Henri Fayol's fourteen principles of management, order can be achieved in an organization by: promoting individuals based on their political connections. resolving conflicts through the process of compromise. having a place for everyone and having everyone in his or her place. completely centralizing the process of decision making.

having a place for everyone and having everyone in his or her place.

Unlike patriarchal organizations, bureaucratic organizations: do not have a grievance redressal system for employees. promote employees based on who they know. hire people based on their technical training or education. do not have a chain of command.

hire people based on their technical training or education.

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. human skills planning skills motivational skills conceptual skills

human skills

One of the objectives of the motion study conducted by Frank and Lillian Gilbreth was to: extend the duration of time required to complete a task. increase the number of motions required to complete a task. foster soldiering among workers. improve the productivity of workers.

improve the productivity of workers.

The _____ component of the specific environment of an organization consists of rules that govern the business practices and procedures of specific businesses and professions. sociocultural media advocacy industry regulation business confidence

industry regulation

While setting up his new office, an attorney ordered thick, frieze carpets for the floor. However, the building inspector had him remove the expensive carpeting. The building inspector stated that according to federal law, the office must be wheelchair accessible as it is a public area. He further explained that since wheelchairs do not maneuver well in thick, frieze carpeting, the carpets had to be removed and be replaced with smooth-textured carpets that do not restrict wheelchair maneuverability. This scenario illustrates how an organization is influenced by the _____ component of its specific environment. sociocultural economic/demographic technological industry regulation

industry regulation

The health awareness board in the country of Gelhanwa made it mandatory for all brands that sell tobacco and tobacco products to display a disclaimer highlighting the dangers of tobacco on their product covers. In the context of the specific environment, this scenario best illustrates the effect of the _____ on organizations. competitor component supplier component technological component industry regulation component

industry regulation component

According to Mary Parker Follett, in the context of constructive conflict and coordination, _____ involves invention. domination integration coercion compromise

integration

Mary Parker Follett believed that the best way to deal with conflict was _____. integration domination coercion compromise

integration

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

leader role

Because of a financial crisis, Isaavne, an automobile manufacturer, terminated 200 factory employees without prior notice. As a result, the labor union filed a suit against the company on the grounds of wrongful termination, and it had to pay a large amount as fine. In the context of the general environment, this scenario best illustrates the effect of the _____ on organizations. technological component sociocultural component legal component geographical component

legal component

Unlike domination, integrative conflict resolution tries to resolve conflicts by: making one party wait for the other party to complete their goals. making both parties work together to find an alternative that meets the needs of both. making both parties reach a compromise, where each side gives up some of what it wants. allowing one party to influence the other, where one side wins and the other side loses.

making both parties work together to find an alternative that meets the needs of both.

An implication of the contingency approach to management is that: managers need to spend less time analyzing problems, situations, and employees before taking action to fix them. a company's problems can be quickly and easily solved if its management takes a few simple steps. most management ideas and practices are universal. managers need to look for key possibilities that differentiate today's situation or problems from yesterday's situation or problems.

managers need to look for key possibilities that differentiate today's situation or problems from yesterday's situation or problems.

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

monitor role

Organizational members use _____ to make sense of organizational events and changes and to emphasize culturally consistent assumptions, decisions, and actions. cultural maps organizational hierarchies organizational stories business confidence indices

organizational stories

A court ruling against the wrongful dismissal of employees is a development in the _____ component of the general environment. technological sociocultural economic/demographic political/legal

political/legal

According to bureaucratic management, _____ should supervise an organization to reduce favoritism. creditors business partners professional managers shareholders

professional managers

Unlike monarchical organizations, bureaucratic organizations: promote employees based on their experience or achievements. prefer company owners over professional managers for supervision. vest authority in people rather than in task-defined positions. hire people because of their family or political connections.

promote employees based on their experience or achievements.

A(n) _____ is a group member whose work pace is significantly faster than the normal pace in his or her group. rate buster soldier bureaucrat opinion leader

rate buster

According to Henri Fayol's principles of management, _____ advocates that compensation should be fair and satisfactory to both the employees and the organization. initiative centralization equity remuneration

remuneration

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

resource allocator role

Managers feel confident that they can understand, predict, and react to the external forces affecting their businesses when: resource scarcity is low. environmental change is extensive. the industry is not at an equilibrium state. environmental complexity is high.

resource scarcity is low.

In the context of the number and the intensity of external factors in the environment that affect organizations, a(n) _____ is defined as an environment with few environmental factors. dynamic environment simple environment complex environment uncertain environment

simple environment

When workers deliberately slow their pace or restrict their work output, it is known as _____. soldiering policing whistle-blowing accommodation

soldiering

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

spokesperson role

In the context of organizational systems, _____ are smaller systems that operate within the context of a larger system. multi-agent systems meta-systems subsystems transcendental systems

subsystems

The _____ is derived from theoretical models in biology and social psychology developed in the 1950s and 1960s. information approach to management systems approach to management contingency approach to management operations approach to management

systems approach to management

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. technical skills human skills conceptual skills interpersonal skills

technical skills

In the context of creation and maintenance of organizational cultures, a primary source of organizational culture is _____. the company founder the board of directors a new employee a new customer

the company founder

According to Henri Fayol's principles of management, _____ advocates that each employee should report to and receive orders from just one boss to avoid confusion and conflict. unity of direction centralization remuneration unity of command

unity of command

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

use positive reinforcement.

The Hawthorne Studies showed that _____. the workplace is much simpler than previously thought financial incentives are the most important motivators of work workers' feelings and attitude do not affect their work work performance is affected by group dynamics

work performance is affected by group dynamics