MGMT Ch.1 Test

Which of the following best describes the interpersonal role of leader? A leader identifies new ideas and initiates improvement projects. A leader directs and motivates employees, which includes training and communication. A leader represents a department's interests in various situations, including employment negotiations. A leader seeks and receives information through publications and personal contacts.

A leader directs and motivates employees, which includes training and communication.

Which of the following statements about managers is NOT accurate? -Managers use conceptual, human, and technical skills to perform the four management functions of planning, organizing, leading, and controlling. -Managers are responsible for work at different levels in the hierarchy and meet different requirements for achieving high performance. -All managers' jobs are the same. -An important determinant of the manager's job is the hierarchical level.

All managers' jobs are the same.

Which of the following skills would fall into the category of technical skills? Motivational skills Analytical abilities Conflict resolution Thinking strategically

Analytical abilities

Which of the following is the most limited as a definition for organization? Coordinating resources for large for-profit entities to achieve financial profit Bringing together knowledge, people, and raw materials to perform tasks that no individual could do alone Attaining organizational goals in an efficient and effective manner A social entity that is goal-directed and deliberately structured

Coordinating resources for large for-profit entities to achieve financial profit

Corey's company has moved toward empowerment of workers rather than a traditional organizational hierarchy. Which of the following factors would be LEAST likely to have contributed to the shift in management practices? Shifting customer and employee expectations Technological advances Effectiveness of management by keeping tabs Global market forces

Effectiveness of management by keeping tabs

Corey's company has moved toward empowerment of workers rather than a traditional organizational hierarchy. Which of the following factors would be LEAST likely to have contributed to the shift in management practices? Shifting customer and employee expectations Technological advances Global market forces Effectiveness of management by keeping tabs

Effectiveness of management by keeping tabs

To better understand the role of managers, _____ recorded various managers' activities and developed a description of managerial work that included three general characteristics and ten roles. L. Hill R. Fisman B. Yormack H. Mintzberg

H. Mintzberg

Keone's company just received an award for high performance by a consumer advocates group. Which of the following statements most accurately describes the meaning of high performance? High performance results when companies meet their goals. High performance results when companies use resources efficiently and keep costs low. High performance comes from an organization's ability to attain its goals by using resources in an efficient and effective manner. High performance comes from an organization being either highly efficient or highly effective.

High performance comes from an organization's ability to attain its goals by using resources in an efficient and effective manner.

Sidney just started a job waiting tables at an upscale restaurant in Denver. Who in the organizational hierarchy would Sidney go to for assistance in learning procedures and company policies? -Merle, the owner of this and several other large restaurants (top manager) -Kris, the restaurant manager (middle manager) -Cam, the special events manager (middle manager) -Jackie, the head waiter (first-line manager)

Jackie, the head waiter (first-line manager)

As manager, Sage has set a sales and marketing goal for the department for the month to increase customer satisfaction scores on a product recently launched. If, at the end of the quarter, customer satisfaction scores are about 10 percent lower than Sage's goal scores, the department was _____ than expected. less effective less efficient more efficient more effective

Less effective

As a company, New Gadgets is committed to training employees to monitor and correct themselves and work together to solve any problems that occurred on the production line. After employees completed their training, a major production problem occurred that delayed numerous customer orders. When considering this scenario in terms of the controlling function, which of the following groups is responsible in this situation? Trainers, because they failed to teach effectively Trainers and employees, because they failed to address the process of making corrections and carry it out successfully Employees, because they did not adequately learn monitoring and correcting procedures Managers, because ultimate responsibility for control still rests with managers

Managers, because ultimate responsibility for control still rests with managers

Which of the following statements about the leading function of the management process is true? Leading necessarily involves placing emphasis on training employees to monitor and correct themselves rather than on top-down control. Many managers working quietly in both large and small organizations around the world provide strong leadership within departments and teams. Leading means monitoring employees' activities, determining whether the organization is moving toward its goals, and making corrections as necessary. Exceptional leaders are the top managers of big corporations.

Many managers working quietly in both large and small organizations around the world provide strong leadership within departments and teams.

Which of the following statements about the current state of middle management is most accurate? The primary responsibility of middle managers is to look to the long-term future and concern themselves with general environmental trends and the organization's overall success. The middle manager's job has changed little over the past few decades. Middle managers play a crucial role in driving innovation and enabling organizations to respond to rapid shifts in the environment. Middle managers' status has declined precipitously because of the growing use of teams and projects within organizational structures.

Middle managers play a crucial role in driving innovation and enabling organizations to respond to rapid shifts in the environment.

Which of the following statements about efficiency and effectiveness is true? Efficiency and effectiveness cannot both be high in the same organization. Organizational effectiveness refers to the amount of resources used to achieve an organizational goal. Organizational efficiency is the degree to which the organization achieves a stated goal. Severe cost cutting to improve efficiency can sometimes hurt organizational effectiveness.

Severe cost cutting to improve efficiency can sometimes hurt organizational effectiveness.

Emerson is a millennial employed at a legal research service. What type of managerial approach has been shown through research to be most effective in working with employees of Emerson's generation? Supervisors who stress a collaborative approach Supervisors who take charge and generally make decisions for employees Supervisors who provide and maintain stability in the work environment Supervisors with a drill sergeant approach

Supervisors who stress a collaborative approach

Which of the following statements about managers in small businesses is true? -The entrepreneur role is critical in small businesses because managers must be innovative to help their organizations remain competitive. -Managers in small companies often see their most important role as that of monitor because they must constantly be scanning for information. -Small-business managers tend to rate higher on the leader role and on information-processing roles, compared with their counterparts in large corporations. -Managers in small businesses tend to emphasize the same roles as those of managers in large corporations.

The entrepreneur role is critical in small businesses because managers must be innovative to help their organizations remain competitive.

Caelan is working on establishing metrics and standards by which to evaluate employee performance within a community free health clinic. Which of the following is Caelan most likely to discover in this task? The intangible nature of metrics for determining success in nonprofits also makes it more difficult to evaluate employee performance. The metrics for employee performance are no different than they would be within a large corporation or small business. Metrics based on the bottom line are the most universal and appropriate standard for evaluating employee performance. None of these answers is correct.

The intangible nature of metrics for determining success in nonprofits also makes it more difficult to evaluate employee performance.

Managers at an auto manufacturer discovered that the hydraulics for a hatch lift of its newest model had a much shorter-than-expected time-to-failure on average than expected. Because the managers were under intense pressure to fill quotas for the new model, they did not document the hydraulic failure rates due to the fact that it was not a part that would affect road operation of the vehicle and therefore public safety. Which of the following statements best assesses these managers' performance of the management function? -These managers avoided reductions of operating margins for the first quarter of production by not replacing the defective hydraulics, and therefore they succeeded at the organizing function of the management process. -These managers misled the public and therefore failed at the leading function of the management process. -These managers failed at every aspect of the management function. -These managers failed at making corrections to a faulty process and therefore did not fulfill the controlling function of the management process.

These managers failed at making corrections to a faulty process and therefore did not fulfill the controlling function of the management process.

In which of the following ways are managers in all organizations—large corporations, small businesses, and nonprofit organizations—similar? The roles defined by Mintzberg are carried out in the same manner. A primary focus is placed on the roles of spokesperson and entrepreneur. They rate highly in the leader and information-processing roles. They carefully integrate and adjust the management functions and roles to meet their organizations' challenges.

They carefully integrate and adjust the management functions and roles to meet their organizations' challenges.

In which of the following ways are managers in all organizations—large corporations, small businesses, and nonprofit organizations—similar? They rate highly in the leader and information-processing roles. The roles defined by Mintzberg are carried out in the same manner. A primary focus is placed on the roles of spokesperson and entrepreneur. They carefully integrate and adjust the management functions and roles to meet their organizations' challenges.

They carefully integrate and adjust the management functions and roles to meet their organizations' challenges.

Which of the following statements about managers carrying out the spokesperson and disseminator roles is true? They involve seeking current information from many sources. They direct, motivate, and communicate with subordinates. They fall within the decisional category of roles. They transmit current information to others, both inside and outside the organization, who can use it.

They transmit current information to others, both inside and outside the organization, who can use it.

Which of the following statements about the basic functions of management is true? -To be successful, every organization needs good managers who can solve difficult problems, turn organizations around, and achieve effective performances. -Managers use resources to attain organizational goals, which is a task separate from the four basic functions of planning, organizing, leading, and controlling. -Managers perform numerous tasks that are evenly distributed among these four functions. -The tasks of setting goals, organizing activities, motivating and communicating, measuring performance, and developing people apply only to top executives.

To be successful, every organization needs good managers who can solve difficult problems, turn organizations around, and achieve effective performances.

Kendall is working with a consultant to ensure that Kendall's company is future-facing in its approach to achieving organizational goals. Which of the following would NOT be among the consultant's recommendations for Kendall? -Work to maintain the company's status quo. -Use flexibility and innovation to help the organization navigate through the unpredictable. -Promote creativity, learning, adaptation, and innovation. -Anticipate threats and opportunities from the environment.

Work to maintain the company's status quo.

The primary purpose of the four basic functions of management is to: -attain organizational goals in an effective and efficient manner. -maintain the stability of the organization. -shape the cultures, systems, conditions, and people of the organization. -smooth the supervision of employees.

attain organizational goals in an effective and efficient manner.

Farah manages a regional chapter of Habitat for Humanity. Due to the ambiguity of _____ within nonprofit organizations, Farah struggles with the question of what constitutes results and effectiveness when looking at "revenues" and "expenses." Sarbanes-Oxley Act in terms of its application management roles hierarchical structure bottom-line metrics

bottom-line metrics

Roles represent activities that managers undertake to ultimately accomplish the functions of planning, organizing, leading, and controlling. These roles are divided into three conceptual categories: informational (managing _____), interpersonal (managing _____), and decisional (managing _____). reports; conflict; reputation data; activities; people technological aspects; human resources aspects; organizational image by information; through people; through action

by information; through people; through action

As a manager, Rayan is constantly scanning the broader business and social environment and assessing how Rayan's company fits into it. For this type of strategic thinking, Rayan uses _____skills. coordination technical conceptual human

conceptual

The three categories that encompass the necessary skills for managing a department or an organization are: strategic, human, and evaluative. facilitating, coordinating, and leading. intellectual, conceptual, and financial. conceptual, human, and technical

conceptual, human, and technical.

Reyes's managerial position involves articulating goals for the organization and defining strategies for achieving them. Hollis's managerial position involves providing production assistance and motivating employees in order to achieve the organization's goals. Reyes's position requires greater use of _____skills, and Hollis's position relies more heavily on _____ skills. -technical; conceptual -human; conceptual -conceptual; technical -technical; human

conceptual; technical

In order to fulfill their responsibilities, managers must work to achieve high performance in all of the following ways EXCEPT: -cut costs relentlessly. -meet organizational goals. -use resources efficiently. -provide products that customers value.

cut costs relentlessly

Management involves a set of expected behaviors that are divided into conceptual categories. The roles of entrepreneur, negotiator, and disturbance handler fall into which conceptual category? Informational Decisional Interpersonal General

decisional

Nonprofit managers who are committed to serving clients with limited resources must focus on: -services rather than organizational costs. -demonstrating a highly efficient use of resources. -providing completely transparent operations and accountability to donors and clients. -volunteers and donors who can be supervised and controlled in the same way as a business manager deals with employees.

demonstrating a highly efficient use of resources

The five state-of-the-art management competencies include all of the following EXCEPT: accomplishing tasks through teams. managing relationships through collaboration. leading employees through empowering them. designing in a way that maintains stability.

designing in a way that maintains stability.

Lee is a realtor in a small city. In customer feedback surveys, Lee consistently receives high scores for professionalism, attention to detail, and obtaining high sales prices. The firm where Lee works has given Lee the "Best in Service" award for six months in a row to acknowledge Lee's _____ in the organization.

effectiveness

The research and development department designed several prototypes of new cookware for more novice cooks. In a field test of these prototypes, Avery's version was chosen by a majority of the testers, making it the model with the greatest: efficiency. organizational benefit. effectiveness. originality.

effectiveness.

As a top manager, Kerry is often involved in initiating changes within the organization in order to meet the demands of a changing environment and keep the organization on a course that enables it to meet its goals. Kerry enjoys this role of _____, which is in the _____ category. -disseminator; informational -figurehead; interpersonal -entrepreneur; decisional -liaison; decisional

entrepreneur; decisional

The management function of controlling is described as: organizing activities and people. motivating, communicating with, and developing people. setting goals and deciding activities. establishing targets and measuring performance.

establishing targets and measuring performance.

Reese was promoted to manager of production for the organization's best-selling product with little idea of what the job would actually entail. Reese received minimal training for the new position, and this initial leap into management was a scary moment. After working in the position for two years, Reese felt burned out and accepted a transfer to another division. This experience is common for many: first-line supervisors. top executives. project managers. middle managers.

first-line supervisors.

In managing relationships, a traditional manager would _____, whereas a manager using today's competencies would _____. mobilize for change; maintain stability act as a controller; act as an autocrat lead teams; supervise individuals focus on competition; focus on collaboration

focus on competition; focus on collaboration

As a project manager for a construction company, Shea coordinates people across several departments—public relations, human resources, suppliers, construction—to build a new library. In this role, Shea is considered a: functional manager. general manager. top manager. first-line manager.

general manager

Stacy's managerial position involves carrying out goals for the organization's product development and overseeing projects among the various departments involved. Logan's managerial position involves supervision of employees who produce the organization's main product. Stacy is considered a _____ manager, and Logan is considered a _____ manager. general; functional first-line; top horizontal; vertical project; middle

general;functional

Most managers surveyed (81%) listed _____ as the top cause of manager failure. -poor planning practices -lack of personal integrity and trustworthiness -ineffective communication skills and practices -breakdown of delegation and empowerment

ineffective communication skills and practices

The practice of management is: -centered around the manager as controller. -rooted in the past. -not affected by technological advances. -influenced by environmental shifts

influenced by environment shifts.

The practice of management is: centered around the manager as controller. not affected by technological advances. rooted in the past. influenced by environmental shifts.

influenced by environmental shifts

Morgan spends about six hours out of each eight-hour workday communicating with others, scanning written materials, and passing data to those inside and outside the organization who need it. These managerial roles fall within the _____ category, according to Mintzberg. interpersonal informational conceptual decisional

informational

Mintzberg's research organized managerial activities into ten roles. These roles are divided into three conceptual categories of: planning, organizing, and controlling. informational, interpersonal, and decisional. technical, interpersonal, and organizational. technical, human, and conceptual.

informational, interpersonal, and decisional.

As an executive in a publishing firm, Nicky must spend a certain amount of time engaged in ceremonial or symbolic duties such as greeting visitors or representing the organization at industry events. Nicky is performing the _____ role of _____. interpersonal; figurehead informational; entrepreneur decisional role; disseminator interpersonal; spokesperson

interpersonal;figurehead

The _____ role is most important for top management. liaison monitor leader disseminator

liaison

As a coordinator of a hospital's education and outreach department, Amit often spends a lot of time through e-mail, phone, and meetings with contacts both inside and outside the hospital to keep them informed about events and goals. Amit is fulfilling the _____ role, which is part of the _____ category. liaison; interpersonal leader; decisional monitor; informational resource allocator; decisional

liaison;interpersonal

Sawyer is responsible for the manufacturing department that makes wristbands for sports watches. August is in charge of the finance department at the same company where Sawyer works. Sawyer is a _____ manager, and August is a _____ manager. functional; project line; staff general; functional first-line; top

line; staff

Research indicates that one of the activities among their many responsibilities that managers enjoy least is: leading others. managing time pressures. leading innovation. networking.

managing time pressures.

As CEO of a specialty paint company, Gavin has typically found the roles of spokesperson and figurehead to be the ones emphasized among Gavin's managerial responsibilities. Gavin recently learned of several competitors entering the market with new products that compete more directly with Gavin's products. As a result, Gavin has turned more attention to the role of: -negotiator to represent the company's interests against the competition. -disturbance handler to correct the lack of innovation in keeping ahead of competitors. -monitor to seek information through published sources and through personal contacts about this shift in the competitive environment. -disseminator to better allocate company resources.

monitor to seek information through published sources and through personal contacts about this shift in the competitive environment.

Xuan is spending the day assessing the activities that need attention within the organizing function of Xuan's management process. Which of the following would NOT be among Xuan's concerns in this task? Delegating authority Allocating resources across the department Assigning tasks Monitoring employee activities

monitoring employee activities

As manager, Harper has set a production goal for the department of 100 units for the month. Accordingly, Harper has set a budget for the raw materials, labor, and capital needed to achieve that goal. If the department is able to produce the 100 units with fewer inputs than Harper forecasted, the department was _____ than expected. more effective less efficient more efficient less effective

more efficient

The practice of management is: centered around the manager as controller. not affected by technological advances. rooted in the past. influenced by environmental shifts.

not affected by technological advances

As manager of the product development department, Cruz has delegated authority to each of the three team leaders to oversee and lead their teams in working toward three new lines of prepackaged health foods. This task of delegation of authority falls within the _____ function of the management process. planning organizing leading controlling

organizing

Within the functions of management, _____ follows planning, and _____ determines the effectiveness of the other three functions. -leading; organizing -selecting goals; correcting -controlling; leading -organizing; controlling

organizing; controlling

When Allyn was promoted to team leader for the marketing team, Allyn's new manager advised Allyn that such a move means a profound transformation in one's ______, which includes letting go of deeply held attitudes and habits and learning new ways of thinking. need to multitask personal identity intellectual level commitment to performance

personal identity

The four basic functions of management are

planning, organizing, leading, and controlling.

In a meeting, Steph has been describing to the team where the organization wants to be in the future and how Steph plans to help them get there. The team's understanding of products and customers is increased through this management function of: controlling. planning. motivating. organizing.

planning.

Financial resources for government and charity nonprofit organizations typically do NOT come from which of the following sources? Taxes Grants Sales revenue Donations

sales revenue

Most managers often feel the pressure of too much to do and not enough time to do it. A Wall Street Journal video series found that managers who are most effective in their time management: set aside time just to think about how to manage their time. allow activities and events to occur spontaneously. hire someone to schedule all their activities for them. focus more on scheduling than on organizational objectives.

set aside time just to think about how to manage their time

The task before Jordan is to establish goals for the marketing team and decide what must be done to achieve them. Jordan is engaged in which activity of the fundamental management functions? Developing people Setting objectives Organizing Measuring

setting objectives

In its formal definition, an organization is a(n) _____ that is goal-directed and deliberately structured. functional process technological activity efficient and effective collective operation social entity

social entity

In order to promote their small, growing company to the outside world, Kit and Tam spend much of their effort focused on the role of: spokesperson. leader. negotiator. monitor.

spokesperson

The characteristics and needs of nonprofit organizations present unique challenges for managers because of: their efforts toward generating some kind of social impact. the functions of planning, organizing, leading, and controlling do not apply. activities directed toward earning money for the organization and its supporters. the Sarbanes-Oxley Act.

their efforts toward generating some kind of social impact.

In settling into a new role as manager of communications for a small financial services organization, Devin is finding that most of the activities involved could be characterized in all the following ways EXCEPT: the variety of tasks is greater. tasks are more fragmented. time for reflection has increased. brevity is common.

time for reflection has increased.

Wayan's managerial position involves articulating goals for the organization and defining strategies for achieving them. Lupe's managerial position involves providing technical assistance and motivating employees in order to achieve the organization's goals. Wayan is considered a _____ manager, and Lupe is considered a _____ manager. middle; first-line top; project top; first-line middle; top

top; first-line

In the process of management, the four functions of management are the activities that take an organization from _____ to _____. -ensuring organizational performance; most efficient use of resources -correcting inefficiencies; using human resources -use of resources; attaining organizational goals -monitoring activities; motivating employees

use of resources; attaining organizational goals

Bernie's managerial position involves articulating goals for the organization and defining strategies for achieving them. Taylor's managerial position involves providing technical assistance and motivating employees in order to achieve the organization's goals. The difference between Bernie's position and Taylor's position is: managerial. horizontal. based on intelligence. vertical.

vertical.

When managers use today's competencies to carry out the management principle of leading, they: act as a controller. take an autocratic approach. work to empower employees. emphasize maintaining stability.

work to empower employees

When managers use today's competencies to carry out the management principle of leading, they: take an autocratic approach. work to empower employees. act as a controller. emphasize maintaining stability.

work to empower employees.