Management
Management, 13e (Robbins)
Chapter 1 Managers in the Workplace
1) Because this is her first job, Melanie was unclear about what managers actually do. Fortunately her training materials explained that a manager's job focuses on ________.
A) performing clerical duties
B) personal achievement
C) helping others accomplish their work goals
D) supervising groups rather than individual employees
Answer: C
Diff: 2
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.1: Explain why managers are important to organizations
Classification: Application
2) A great manager can inspire employees professionally and personally.
Answer: TRUE
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.1: Explain why managers are important to organizations
Classification: Concept
3) Managers play an important role in dealing with various challenges being faced by organizations today.
Answer: TRUE
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.1: Explain why managers are important to organizations
Classification: Concept
4) As part of the orientation for her internship, Rebecca was informed that ________ are the people who direct the activities of others in an organization.
A) directors
B) managers
C) subordinates
D) line workers
Answer: B
Diff: 1
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.2: Tell who managers are and where they work
Classification: Application
5) Alice is responsible for getting work done through others. Alice is a ________.
A) consultant
B) middle manager
C) supervisor
D) top manager
Answer: C
Diff: 2
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.2: Tell who managers are and where they work
Classification: Application
6) An individual who works with and through other people by coordinating their work activities in order to accomplish organizational goals is ________.
A) an assembly line worker
B) a laborer
C) a manager
D) a salesperson
Answer: C
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.2: Tell who managers are and where they work
Classification: Concept
7) Supervisor is another name for ________.
A) team leader
B) middle manager
C) first-line manager
D) top manager
Answer: C
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.2: Tell who managers are and where they work
Classification: Concept
8) A ________ is an example of a first-line manager.
A) division manager
B) store manager
C) regional manager
D) shift manager
Answer: D
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.2: Tell who managers are and where they work
Classification: Concept
9) Kelly, a production supervisor, is responsible for ten employees who assemble components into a finished product. Kelly is a ________.
A) top manager
B) nonmanagerial employee
C) middle manager
D) first-line manager
Answer: D
Diff: 1
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.2: Tell who managers are and where they work
Classification: Application
10) Managers with titles such as regional manager, project leader, or division manager are ________.
A) first-line managers
B) top managers
C) production managers
D) middle managers
Answer: D
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.2: Tell who managers are and where they work
Classification: Concept
11) Ben, a production plant manager, reports to Dan, a general manager. Ben and Dan are ________.
A) top managers
B) middle managers
C) supervisors
D) first-line managers
Answer: B
Diff: 2
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.2: Tell who managers are and where they work
Classification: Application
12) ________ are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization.
A) Middle managers
B) Top managers
C) Production managers
D) Research managers
Answer: B
Diff: 2
AACSB: Reflective thinking
Learning Obj.: LO 1.2: Tell who managers are and where they work
Classification: Concept
13) Tom is responsible for project managers who supervise others who perform manual work. He reports to a vice president on another continent. Tom is a ________.
A) first line manager
B) middle manager
C) top manager
D) nonmanager
Answer: B
Diff: 2
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.2: Tell who managers are and where they work
Classification: Application
14) ________ have titles such as executive vice president, chief operating officer, and chief executive officer.
A) Supervisors
B) Middle managers
C) First-line managers
D) Top managers
Answer: D
Diff: 2
AACSB: Reflective thinking
Learning Obj.: LO 1.2: Tell who managers are and where they work
Classification: Concept
15) Kenneth is a vice president of operations. His position would be regarded as a ________.
A) top manager
B) supervisor
C) middle manager
D) first-line manager
Answer: A
Diff: 2
AACSB: Analytical thinking
Learning Obj.: LO 1.2: Tell who managers are and where they work
Classification: Application
16) Blue Fin and ChrisCraft, two boat manufacturers, have merged. Top managers now must decide how the work will be divided and who will do what work. Such an arrangement makes up a(n) ________.
A) strategic partnership
B) coalition
C) organization
D) affinity group
Answer: C
Diff: 2
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.2: Tell who managers are and where they work
Classification: Application
17) The organizational chart shows titles such as front-line manager, plant manager, and vice president of operations. It is very likely this organization has a ________.
A) traditional committee structure
B) traditional pyramid structure
C) modern matrix structure
D) flexible structure
Answer: B
Diff: 2
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.2: Tell who managers are and where they work
Classification: Application
18) If your team quickly painted the wall but discovered afterward it was the wrong wall, your team would be ________.
A) efficient but ineffective
B) efficient and effective
C) effective but inefficient
D) neither effective nor efficient
Answer: A
Diff: 3
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.2: Tell who managers are and where they work
Classification: Application
19) Andrew is reviewing next week's orders, scheduling orders to machines, and assigning employees to run those machines. Andrew is engaged in ________.
A) planning
B) organizing
C) leading
D) controlling
Answer: A
Diff: 2
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.2: Tell who managers are and where they work
Classification: Application
20) Today's managers are just as likely to be women as they are men.
Answer: TRUE
Diff: 1
AACSB: Diverse and multicultural work environments
Learning Obj.: LO 1.2: Tell who managers are and where they work
Classification: Concept
21) A manager must coordinate and oversee the work of other people so that organizational goals can be accomplished.
Answer: TRUE
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.2: Tell who managers are and where they work
Classification: Concept
22) A manager's job is all about personal achievement.
Answer: FALSE
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.2: Tell who managers are and where they work
Classification: Concept
23) In traditionally structured organizations, managers can be classified as first-line managers, middle managers, or top managers.
Answer: TRUE
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.2: Tell who managers are and where they work
Classification: Concept
24) Middle managers are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization.
Answer: FALSE
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.2: Tell who managers are and where they work
Classification: Concept
25) Describe and provide examples of first-line, middle, and top managers.
Answer:
a. First-line managers are the lowest level of management and manage the work of nonmanagerial individuals who are directly involved with the production or creation of the organization's products. First-line managers are often called supervisors or even shift managers, district managers, department managers, or office managers.
b. Middle managers are found between the lowest and top levels of the organization. These managers manage the work of first-line managers and may have titles such as department head, project leader, store manager, or division manager.
c. Top managers are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. These individuals typically have titles such as executive vice president, president, managing director, chief operating officer, or chief executive officer.
Diff: 3
AACSB: Reflective thinking; Written and oral communication
Learning Obj.: LO 1.2: Tell who managers are and where they work
Classification: Concept
26) Donald's ability to complete activities efficiently and effectively with and through other people is known as ________.
A) management
B) leadership
C) entrepreneurship
D) delegation
Answer: A
Diff: 2
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Application
27) ________ involves ensuring that work activities are completed efficiently and effectively by the people responsible for doing them.
A) Leading
B) Managing
C) Planning
D) Organizing
Answer: B
Diff: 2
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
28) Which of the following is an example of an efficient manufacturing technique?
A) reducing product costs
B) increasing the amount of time to manufacture products
C) increasing product reject rates
D) meeting customers' rigorous demand
Answer: A
Diff: 2
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Application
29) Wasting resources is considered to be an example of ________.
A) inefficacy
B) ineffableness
C) inefficiency
D) ineffectiveness
Answer: C
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
30) An automobile manufacturer increased the total number of cars produced while keeping the production costs the same. The manufacturer ________.
A) increased its equity
B) increased its efficiency
C) increased its effectiveness
D) increased its effort
Answer: B
Diff: 2
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Application
31) Ellen's ability to produce the same amount of product with fewer personnel is a reflection of her ________.
A) effectiveness
B) organizing skills
C) leadership
D) efficiency
Answer: D
Diff: 3
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Application
32) Effectiveness is associated with ________.
A) reducing inventory
B) decreasing production time
C) doing the right things
D) doing things right
Answer: C
Diff: 2
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
33) Whereas ________ is concerned with the means of getting things done, ________ is concerned with the ends, or attainment of organizational goals.
A) effectiveness; efficiency
B) efficiency; effectiveness
C) effort; efficiency
D) efficiency; experience
Answer: B
Diff: 2
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
34) The fact that Eileen achieves her departmental goals is an indication of her ________ as a manager.
A) leadership
B) effectiveness
C) efficiency
D) attention to detail
Answer: B
Diff: 2
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Application
35) If Fiona accomplishes her projects with high-quality results, but takes more time than other managers in the process, as a manager she is ________.
A) efficient, but ineffective
B) a leader, but not a top manager
C) project oriented, but not effective
D) effective, but inefficient
Answer: D
Diff: 2
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Application
36) More than a hundred years ago, Henri Fayol proposed that managers performed five functions. They were ________.
A) planning, organizing, directing, evaluating, and controlling
B) organizing, directing, coordinating, evaluating, and controlling
C) planning, organizing, directing, coordinating, and controlling
D) planning, organizing, commanding, coordinating, and controlling
Answer: D
Diff: 3
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Application
37) Today, the basic management functions include ________.
A) planning, organizing, commanding, and coordinating
B) planning, organizing, coordinating, and controlling
C) planning, organizing, directing, and controlling
D) planning, organizing, leading, and controlling
Answer: D
Diff: 2
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
38) Establishing strategies for achieving organizational goals is a part of the ________ function.
A) leading
B) coordinating
C) planning
D) organizing
Answer: C
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
39) When Gavin decides as to how many units of output his employees should produce, he is performing which of the following management functions?
A) controlling
B) leading
C) planning
D) organizing
Answer: C
Diff: 2
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Application
40) Organizing includes ________.
A) setting organizational goals
B) hiring organizational members
C) motivating organizational members
D) determining who does what tasks
Answer: D
Diff: 2
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
41) The human resources manager is meeting with the production manager to write job descriptions and to decide how to group jobs for a new production line. These two are engaged in ________.
A) planning
B) organizing
C) leading
D) controlling
Answer: B
Diff: 2
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Application
42) Two of Brent's subordinates have not been getting along, a situation that has now interfered with their productivity. When Brent meets with them to resolve the conflict, he is engaged in ________.
A) planning
B) organizing
C) leading
D) controlling
Answer: C
Diff: 2
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Application
43) Motivating subordinates is primarily associated with the management function of ________.
A) planning
B) organizing
C) leading
D) directing
Answer: C
Diff: 2
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
44) When Fred tells the employees that he is sure they can fulfill the schedule because they are good and skilled employees, he is performing which of the following management functions?
A) controlling
B) leading
C) negotiating
D) delegating
Answer: B
Diff: 3
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Application
45) The process of monitoring, comparing, and correcting is called ________.
A) controlling
B) planning
C) leading
D) evaluating
Answer: A
Diff: 2
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
46) When Joe checks the amount of output that the employees have completed and the number of units that have been rejected, he is performing which of the following management functions?
A) controlling
B) leading
C) evaluating
D) monitoring
Answer: A
Diff: 3
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Application
47) ________ developed a categorization scheme for defining what managers do, consisting of ten different but highly interrelated roles.
A) Henri Fayol
B) Abraham Maslow
C) Henry Mintzberg
D) Peter Drucker
Answer: C
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
48) According to Mintzberg's managerial roles, the ________ roles are ones that involve people and other duties that are ceremonial and symbolic in nature.
A) informational
B) interpersonal
C) technical
D) decisional
Answer: B
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
49) The ________ roles involve collecting, receiving, and disseminating information, according to Mintzberg's managerial roles.
A) interpersonal
B) informational
C) technical
D) decisional
Answer: B
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
50) When Brandi is sharing with her team members the information she received at this morning's production meeting, she is performing the Mintzberg role of ________.
A) liaison
B) monitor
C) entrepreneur
D) disseminator
Answer: D
Diff: 3
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Application
51) When the mayor officiates at the ribbon-cutting ceremony for the new bridge, he is performing one of Mintzberg's ________ roles.
A) interpersonal
B) informational
C) decisional
D) organizing
Answer: A
Diff: 3
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Application
52) Connie has an idea for a new product she would like to produce and market. Mintzberg would consider the activities necessary to form and launch her company to be part of the ________ role.
A) planning
B) resource allocator
C) negotiator
D) entrepreneur
Answer: D
Diff: 3
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Application
53) The ________ role (as Mintzberg defined it) is more important for lower-level managers than it is for either middle- or top-level managers.
A) leader
B) figurehead
C) negotiator
D) disseminator
Answer: A
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
54) When Calvin helps one of his employees troubleshoot a machine problem, he is using his ________ skills.
A) negotiator
B) technical
C) interpersonal
D) conceptual
Answer: B
Diff: 3
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Application
55) Technical skills include ________.
A) experience gained by experiments that are used in performing managerial tasks
B) job specific knowledge needed to proficiently perform work tasks
C) the ability to work well with individuals and groups
D) skills managers use to think and to conceptualize about abstract and complex situations
Answer: B
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
56) ________ skills tend to be more important for first-line managers since they manage employees who produce the organization's product.
A) Human
B) Technical
C) Conceptual
D) Empirical
Answer: B
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
57) Understanding machine operating instructions would be considered a(n) ________ skill for a production manager.
A) interpersonal
B) technical
C) conceptual
D) empirical
Answer: B
Diff: 2
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Application
58) ________ skills involve the ability to work well with other people, both individually and in a group.
A) Technical
B) Assessment
C) Planning
D) Interpersonal
Answer: D
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
59) When Michael meets with the human resources manager to discuss a complaint filed by one of the employees in the production department, he requires which of the following managerial skills?
A) conceptual skills
B) interpersonal skills
C) negotiator skills
D) disturbance handler skills
Answer: B
Diff: 3
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Application
60) When Sam Walton visited his Walmart stores, he would often lead the employees in cheers and give inspiring speeches. Sam knew the importance of ________ skills.
A) decisional
B) technical
C) interpersonal
D) conceptual
Answer: C
Diff: 3
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Application
61) Ralph's search for new technologies that can be used in the production processes of his plant is an example of which type of management skill?
A) conceptual
B) communication
C) effectiveness
D) monitor
Answer: A
Diff: 3
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Application
62) Which of the following is true concerning the three managerial skills?
A) Technical skills tend to be most important for middle-level managers.
B) Conceptual skills are most important for lower-level managers.
C) Interpersonal skills remain equally important to all levels of management.
D) Technical skills increase and conceptual skills decrease in importance as a manager climbs the organizational chart.
Answer: C
Diff: 2
AACSB: Analytical thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
63) Because Sterling is a shift manager, ________.
A) his technical skills are of the utmost priority
B) his conceptual skills are of the utmost priority
C) his interpersonal skills are not important
D) he need not have any empirical skills
Answer: A
Diff: 2
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Application
64) Terry has recently been promoted from shift manager to department manager. As a result, ________.
A) his empirical skills are going to be most important
B) the importance of his technical skills is reduced
C) his conceptual skills are going to take the priority
D) the importance of his interpersonal skills is reduced
Answer: B
Diff: 2
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Application
65) Ethan is the managing director of his organization. Therefore, ________.
A) he should be very sound in his technical skills
B) he can manage with limited financial skills
C) conceptual skills are the most important skills that Ethan requires
D) his interpersonal skills are not important
Answer: C
Diff: 2
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Application
66) Managers with good ________ know how to communicate, motivate and lead to get the best out of their people.
A) interpersonal skills
B) conceptual skills
C) technical skills
D) empirical skills
Answer: A
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
67) When Paul manages the employees who produce the product, he is utilizing his ________.
A) conceptual skills
B) disseminator skills
C) technical skills
D) interpersonal skills
Answer: C
Diff: 3
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Application
68) Conceptual skills involve ________.
A) managing employees who use tools to produce the organization's products
B) communicating with customers
C) thinking about abstract and complex situations
D) inspiring enthusiasm and trust among employees
Answer: C
Diff: 2
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
69) The CEO of MindWerks must understand the industry in which his business competes, the future of that industry, and the competition. This requires strong ________ skills.
A) technical
B) interpersonal
C) conceptual
D) controlling
Answer: C
Diff: 3
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Application
70) Effectiveness refers to getting the most output from the least amount of input.
Answer: FALSE
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
71) Efficiency is described as "doing things right."
Answer: TRUE
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
72) The four contemporary functions of management are planning, organizing, leading, and controlling.
Answer: TRUE
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
73) Determining who reports to whom is part of the controlling function of management.
Answer: FALSE
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
74) Directing and motivating are part of the controlling function of management.
Answer: FALSE
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
75) When a manager performs the controlling function of management, he must monitor and evaluate performance.
Answer: TRUE
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
76) Figurehead, leader, and liaison are all interpersonal managerial roles according to Mintzberg.
Answer: TRUE
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
77) Disturbance handler is one of Mintzberg's interpersonal roles.
Answer: FALSE
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
78) According to Robert L. Katz, managers need to have technical, interpersonal, and conceptual skills.
Answer: TRUE
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
79) Technical skills become less important as a manager moves into higher levels of management.
Answer: TRUE
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
80) Conceptual skills are less important to top managers.
Answer: FALSE
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
81) Explain briefly how the definition of a manager has changed over time.
Answer: Managers used to be defined as the organizational members who told others what to do and how to do it. In the past, it was easy to differentiate managers from nonmanagerial employees. Nonmanagers were organizational members who worked directly on a job or task and had no one reporting to them. Managers were those who supervised other employees.
Today, the changing nature of organizations and work has blurred the distinction between managers and nonmanagerial employees. Many traditional nonmanagerial jobs now include managerial activities. Most employees are multi-skilled and are being cross trained. Within a single shift, an employee can be a team leader, equipment operator, maintenance technician, quality inspector, or improvement planner.
Diff: 3
AACSB: Reflective thinking; Written and oral communication
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
82) Briefly discuss the difference between efficiency and effectiveness.
Answer:
a. Efficiency refers to getting the most output from the least amount of inputs. Because managers deal with scarce inputs – including resources such as people, money, and equipment – they are concerned with the efficient use of resources. It's often referred to as "doing things right" – that is, not wasting resources. For instance, efficient manufacturing techniques can be implemented by doing things such as cutting inventory levels, decreasing the amount of time to manufacture products, and lowering product reject rates.
b. Effectiveness is often described as "doing the right things" – that is, doing those work activities that will help the organization reach its goals. For instance, goals can include meeting customers' rigorous demands, executing world-class manufacturing strategies, and making employee jobs easier and safer. Through various work initiatives these goals can be pursued and achieved. Whereas efficiency is concerned with the means of getting things done, effectiveness is concerned with the ends, or attainment of organizational goals.
Diff: 3
AACSB: Reflective thinking; Written and oral communication
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
83) List and explain the four basic functions of management.
Answer: The four basic functions of management are: (a) Planning, (b) Organizing, (c) Leading, and (d) Controlling.
a. When managers engage in planning, they set goals, establish strategies for achieving those goals, and develop plans to integrate and coordinate activities.
b. When managers organize, they determine what tasks are to be done, who is to do them, how the tasks are to be grouped, who reports to whom, and where decisions are to be made.
c. When managers engage in leading, they motivate subordinates, help resolve work group conflicts, influence individuals or teams as they work, select the most effective communication channel, or deal in any way with employee behavior issues.
d. When managers control, they ensure that goals are being met and that work is being done as it should be. They monitor and evaluate performance. They compare actual performance with the set goals. If those goals aren't being achieved, it's the manager's job to get work back on track. This process of monitoring, comparing, and correcting is the controlling function.
Diff: 3
AACSB: Reflective thinking; Written and oral communication
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
84) List the ten managerial roles developed by Mintzberg.
Answer: Mintzberg described ten managerial roles grouped around interpersonal relationships, the transfer of information, and decision making.
A. The interpersonal roles are ones that involve people (subordinates and persons outside the organization) and other duties that are ceremonial and symbolic in nature. The three interpersonal roles include:
a. figurehead
b. leader
c. liaison
B. The informational roles involve collecting, receiving, and disseminating information. The three informational roles include:
a. monitor
b. disseminator
c. spokesperson
C. Finally, the decisional roles entail making decisions or choices. The four decisional roles include:
a. entrepreneur
b. disturbance handler
c. resource allocator
d. negotiator
Diff: 3
AACSB: Reflective thinking; Written and oral communication
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
85) Describe the three main types of managerial skills identified by Robert Katz. Which skills are most important to each level of management, and why?
Answer: Robert L. Katz proposed that managers need three critical skills in managing: technical, interpersonal, and conceptual.
a. Technical skills are the job specific knowledge and techniques needed to proficiently perform work tasks. These skills tend to be more important for first-line managers because they typically manage employees who use tools and techniques to produce the organization's products or
service the organization's customers. Often, employees with excellent technical skills get promoted to first-line manager.
b. Human skills involve the ability to work well with other people both individually and in a group. Because all managers deal with people, these skills are equally important to all levels of management. Managers with good interpersonal skills get the best out of their people. They know how to communicate, motivate, lead, and inspire enthusiasm and trust.
c. Conceptual skills are the skills managers use to think and to conceptualize about abstract and complex situations. Using these skills, managers see the organization as a whole, understand the relationships among various subunits, and visualize how the organization fits into its broader environment. These skills are most important to top managers.
Diff: 3
AACSB: Reflective thinking; Written and oral communication
Learning Obj.: LO 1.3: Describe the functions, roles, and skills of managers
Classification: Concept
86) ________ resulted in the shifting of organizational boundaries.
A) Digitization has
B) Increased emphasis on organizational ethics has
C) Increased competitiveness has
D) Changing security threats have
Answer: A
Diff: 3
AACSB: Reflective thinking
Learning Obj.: LO 1.4: Describe the factors that are reshaping and redefining the manager's job
Classification: Concept
87) Increased accountability of employees is typically caused by ________.
A) increased digitization
B) increased emphasis on organizational ethics
C) security threats to the organization
D) discrimination concerns
Answer: B
Diff: 2
AACSB: Reflective thinking
Learning Obj.: LO 1.4: Describe the factors that are reshaping and redefining the manager's job
Classification: Concept
88) What is the connection between managers and customers?
A) Today, managers are expected to interact regularly with customers.
B) Managers in service industries are expected to deliver customer service but managers in manufacturing are not.
C) Managers must create a customer-responsive organization in order to survive successfully in today's environment.
D) There is no connection between managers and customers.
Answer: C
Diff: 3
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.4: Describe the factors that are reshaping and redefining the manager's job
Classification: Application
89) Social media is a communications tool which should be ________.
A) used to publish one-way messages from managers to employees
B) banned from the workplace
C) limited only to top managers
D) used to tap into innovation and talent
Answer: D
Diff: 3
AACSB: Reflective thinking
Learning Obj.: LO 1.4: Describe the factors that are reshaping and redefining the manager's job
Classification: Concept
90) From a business perspective, a company's ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies is known as ________.
A) accountability
B) universality
C) equitability
D) sustainability
Answer: D
Diff: 3
AACSB: Reflective thinking
Learning Obj.: LO 1.4: Describe the factors that are reshaping and redefining the manager's job
Classification: Concept
91) Because of the emphasis her company has placed on sustainability, Darlene, a first-line manager, must now consider ________.
A) how to handle new employee legislation
B) the impact of her department's waste on the environment
C) how to retain employees even during a recession
D) her company's competitive advantage when scheduling workers
Answer: B
Diff: 3
AACSB: Application of knowledge; Analytical thinking
Learning Obj.: LO 1.4: Describe the factors that are reshaping and redefining the manager's job
Classification: Application
92) In order for organizations to survive successfully, managers must create a customer-responsive organization.
Answer: TRUE
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.4: Describe the factors that are reshaping and redefining the manager's job
Classification: Concept
93) Managers must understand and manage both the power and the peril of social media.
Answer: TRUE
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.4: Describe the factors that are reshaping and redefining the manager's job
Classification: Concept
94) Innovation is confined to high-tech and other technologically sophisticated organizations.
Answer: FALSE
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.4: Describe the factors that are reshaping and redefining the manager's job
Classification: Concept
95) In a short essay, describe the importance of customers to the manager's job.
Answer: Organizations need customers. Without them, most organizations would cease to exist. Yet, focusing on the customer has long been thought to be the responsibility of marketing types. However, employee attitudes and behaviors play a big role in customer satisfaction. Managers are recognizing that delivering consistent high-quality customer service is essential for survival and success in today's competitive environment and that employees are an important part of that equation. Managers must create a customer-responsive organization where employees are friendly and courteous, accessible, knowledgeable, prompt in responding to customer needs, and willing to do what's necessary to please the customer.
Diff: 3
AACSB: Reflective thinking; Written and oral communication
Learning Obj.: LO 1.4: Describe the factors that are reshaping and redefining the manager's job
Classification: Concept
96) Briefly describe the importance of innovation and sustainability to the manager's job.
Answer: Innovation means doing things differently, exploring new territory, and taking risks. It is not just for high-tech or other technologically sophisticated organizations. Innovative efforts can be found in all types of organizations. If a firm does not innovate, it undertakes great risks. Innovation is critical to today's organizations.
The concept of managing in a sustainable way, has had the effect of widening corporate responsibility not only to managing in an efficient and effective way, but also to responding strategically to a wide range of environmental and societal challenges. From a business perspective, sustainability is defined as a company's ability to achieve its business goals and increase long-term shareholder value by integrating economic, environmental, and social opportunities into its business strategies. Sustainability issues are now moving up the agenda of business leaders and the boards of thousands of companies. Running an organization in a more sustainable way means that managers have to make informed business decisions based on thorough communication with various stakeholders, understanding their requirements, and starting to factor economic, environmental, and social aspects into how they pursue their business goals.
Diff: 3
AACSB: Reflective thinking; Written and oral communication
Learning Obj.: LO 1.4: Describe the factors that are reshaping and redefining the manager's job
Classification: Concept
97) Management is needed in all types and sizes of organizations, at all organizational levels and in all organizational work areas, and in all organizations, no matter where they are located. This principle is known as the ________.
A) impartiality of management
B) neutrality of management
C) universality of management
D) reality of management
Answer: C
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.5: Explain the value of studying management
Classification: Concept
98) The universality of management means that ________.
A) all managers in all organizations perform the four management functions
B) all managers in all organizations perform the same quantity of managerial functions
C) all managers in all organizations perform managerial functions in similar ways
D) any manager can work in any organization and perform any management function
Answer: A
Diff: 2
AACSB: Reflective thinking
Learning Obj.: LO 1.5: Explain the value of studying management
Classification: Concept
99) Which of the following types of managerial positions is most likely to involve clerical duties?
A) supervisor
B) regional manager
C) project leader
D) president
Answer: A
Diff: 2
AACSB: Reflective thinking
Learning Obj.: LO 1.5: Explain the value of studying management
Classification: Concept
100) Which of the following represents one of the challenges of management?
A) creating an environment in which organizational members can do their best work
B) helping others find meaning and fulfillment in their work
C) influencing organizational outcomes
D) having to deal with a variety of personalities
Answer: D
Diff: 3
AACSB: Reflective thinking
Learning Obj.: LO 1.5: Explain the value of studying management
Classification: Concept
101) Which of the following represents one of the rewards of being a manager?
A) operating with limited resources
B) receiving recognition in the organization
C) motivating workers in chaotic situations
D) performing duties that are more clerical than managerial
Answer: B
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.5: Explain the value of studying management
Classification: Concept
102) Management is universally needed in all organizations.
Answer: TRUE
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.5: Explain the value of studying management
Classification: Concept
103) A portion of a manager's job, especially at lower organizational levels, may entail duties that are often more clerical than managerial.
Answer: TRUE
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 1.5: Explain the value of studying management
Classification: Concept
104) What is universality of management? Why is it important?
Answer: Management is needed in all types and sizes of organizations, at all organizational levels and in all organizational work areas, and in all organizations, no matter where they're located. This is known as the universality of management. In all organizations, managers must plan, organize, lead, and control.
Management is universally needed in all organizations. So it is necessary to find ways to improve the way organizations are managed. Organizations that are well managed develop a loyal customer base, grow, and prosper, even during challenging times. Those that are poorly managed find themselves losing customers and revenues. By studying management and its universality, an individual will be able to recognize poor management and work to get it corrected.
Diff: 3
AACSB: Reflective thinking; Written and oral communication
Learning Obj.: LO 1.5: Explain the value of studying management
Classification: Concept
105) List at least five rewards and five challenges of being a manager.
Answer: Rewards of Being a Manager:
a. Managers create a work environment in which organizational members can work to the best of their ability.
b. Managers have opportunities to think creatively and use their imagination.
c. Managers help others find meaning and fulfillment in work.
d. Managers get to support, coach, and nurture others.
e. Managers get to work with a variety of people.
f. Managers receive recognition and status in organization and community.
g. Managers play a role in influencing organizational outcomes.
h. Managers receive appropriate compensation in the form of salaries, bonuses, and stock options.
Challenges of Being a Manager:
a. Managers have to do hard work.
b. Managers have to deal with a variety of personalities.
c. Managers often have to make do with limited resources.
d. Managers have to motivate workers in chaotic and uncertain situations.
e. Managers should be able to successfully blend knowledge, skills, ambitions, and experiences of a diverse work group.
Diff: 3
AACSB: Reflective thinking; Written and oral communication
Learning Obj.: LO 1.5: Explain the value of studying management
Classification: Concept
Management, 13e (Robbins)
Chapter 2 Managers as Decision Makers
1) Abby listened to the weather report this morning before work. As a result, she drove her car and carried an umbrella instead of riding her motorcycle to work. Whether she realizes it or not, Abby ________.
A) analyzed criteria
B) implemented a decision
C) assigned weights to criteria
D) evaluated a decision
Answer: B
Diff: 3
AACSB: Application of knowledge
Learning Obj.: LO 2.1: Describe the eight steps in the decision-making process
Classification: Application
2) Which of the following statements is true concerning problem identification?
A) Problems are generally obvious.
B) A symptom and a problem are one and the same.
C) Generally, what is a problem for one manager is a problem for all other managers.
D) Effectively identifying problems is not easy.
Answer: D
Diff: 2
AACSB: Reflective thinking
Learning Obj.: LO 2.1: Describe the eight steps in the decision-making process
Classification: Concept
3) Sales of the high-end units have declined. The owners want Arnold, the CEO, to increase revenues to previous levels. His first action should be ________.
A) to identify previous sales levels
B) to determine why sales are off
C) to compare costs for three new models under development
D) to immediately begin production on the lowest cost model
Answer: B
Diff: 3
AACSB: Application of knowledge
Learning Obj.: LO 2.1: Describe the eight steps in the decision-making process
Classification: Application
4) After identifying a problem, the next step in the decision-making process is ________.
A) identifying decision criteria
B) allocating weights to decision criteria
C) analyzing alternatives
D) developing alternatives
Answer: A
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 2.1: Describe the eight steps in the decision-making process
Classification: Concept
5) Belinda wants to introduce a new model to the product line. Three models are being developed. Belinda can choose only one. She has decided to focus on target market size, production costs, and net profits. These are Belinda's ________.
A) alternatives
B) criterion weights
C) decision criteria
D) problems
Answer: C
Diff: 2
AACSB: Application of knowledge
Learning Obj.: LO 2.1: Describe the eight steps in the decision-making process
Classification: Application
6) To determine the ________, a manager must determine what is relevant or important to resolving a problem.
A) bounded rationality of a decision
B) escalation of commitment
C) cost of implementation
D) decision criteria
Answer: D
Diff: 2
AACSB: Reflective thinking
Learning Obj.: LO 2.1: Describe the eight steps in the decision-making process
Classification: Concept
7) Amanda, a single parent, is looking for a new job. Considering that she has two school-going children, she is particularly keen on finding an employer who can provide her with alternative work arrangements such as flexible work hours and telecommuting. In terms of the decision-making process, these represent Amanda's ________.
A) decision criteria
B) problems
C) alternatives
D) heuristics
Answer: A
Diff: 2
AACSB: Application of knowledge
Learning Obj.: LO 2.1: Describe the eight steps in the decision-making process
Classification: Application
8) Max is planning to go away to college next year and is currently trying to figure out which colleges he should apply to. He would like to major in English Literature at an accredited liberal arts college, but is also looking for a university that offers financial aid. In terms of the decision-making process, these represent Max's ________.
A) problems
B) alternatives
C) decision criteria
D) heuristics
Answer: C
Diff: 2
AACSB: Application of knowledge
Learning Obj.: LO 2.1: Describe the eight steps in the decision-making process
Classification: Application
9) After identifying the decision criteria that are important or relevant to resolving a problem, the next step in the decision-making process is ________.
A) allocating weights to the criteria
B) analyzing the alternatives to solving the problem
C) reducing the number of criteria through the process of elimination
D) implementing the alternative
Answer: A
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 2.1: Describe the eight steps in the decision-making process
Classification: Concept
10) Bryan must select a new supplier for lighting fixtures for his company's mobile homes. He has decided quality is more important than price but price is more important than lead times. Bryan will use these priorities to ________.
A) analyze alternatives
B) set his decision criteria
C) allocate weights to the criteria
D) develop alternatives
Answer: C
Diff: 3
AACSB: Application of knowledge
Learning Obj.: LO 2.1: Describe the eight steps in the decision-making process
Classification: Application
11) Creativity is most essential in which of the following steps of the decision-making process?
A) analyzing alternatives
B) allocating weights to the decision criteria
C) developing alternatives
D) identifying decision criteria
Answer: C
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 2.1: Describe the eight steps in the decision-making process
Classification: Concept
12) Carla is searching the Internet for sources for an unusual grain used in the production of an artisan bread. Carla is at the ________ step in the decision making process.
A) identify-the-problem
B) identify-decision-criteria
C) allocate-weights
D) develop-alternatives
Answer: D
Diff: 2
AACSB: Application of knowledge
Learning Obj.: LO 2.1: Describe the eight steps in the decision-making process
Classification: Application
13) In the decision-making process, while ________, the decision maker puts the decision into action by conveying it to those affected by it and getting their commitment to it.
A) selecting an alternative
B) evaluating a decision's effectiveness
C) implementing an alternative
D) analyzing alternatives
Answer: C
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 2.1: Describe the eight steps in the decision-making process
Classification: Concept
14) Carla has identified several possible sources for an unusual grain for her artisan bread. Now she is comparing their prices, quality, and delivery times. At what step is she in the decision-making process?
A) develop alternatives
B) analyze alternatives
C) select an alternative
D) implement the alternative
Answer: B
Diff: 2
AACSB: Application of knowledge
Learning Obj.: LO 2.1: Describe the eight steps in the decision-making process
Classification: Application
15) Which of the following is important in effectively implementing the chosen alternative in the decision-making process?
A) evaluating each alternative by using the established criteria
B) being creative while implementing the alternatives
C) allowing those impacted by the outcome to participate in the process
D) ignoring criticism concerning your chosen alternative
Answer: C
Diff: 2
AACSB: Reflective thinking
Learning Obj.: LO 2.1: Describe the eight steps in the decision-making process
Classification: Concept
16) The final step in the decision-making process is to ________.
A) determine the criteria for the next decision
B) analyze the process of allocating weights to the decision criteria
C) evaluate the outcome of the decision
D) implement the chosen alternative
Answer: C
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 2.1: Describe the eight steps in the decision-making process
Classification: Concept
17) It is important for Diane to review the results of her decision to increase production of Model 36CKTS because ________.
A) she was unsure of her decision
B) she wants to impress her supervisor
C) results may vary from expectations
D) she doesn't trust her subordinates to maintain quality at the higher production levels
Answer: C
Diff: 2
AACSB: Reflective thinking
Learning Obj.: LO 2.1: Describe the eight steps in the decision-making process
Classification: Application
18) The decision-making process begins by identifying decision criteria.
Answer: FALSE
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 2.1: Describe the eight steps in the decision-making process
Classification: Concept
19) A decision criterion defines what is important or relevant to resolving a problem.
Answer: TRUE
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 2.1: Describe the eight steps in the decision-making process
Classification: Concept
20) In the decision-making process, after allocating weights to the decision criteria, the decision maker lists viable alternatives that could resolve the problem.
Answer: TRUE
Diff: 1
AACSB: Reflective thinking
Learning Obj.: LO 2.1: Describe the eight steps in the decision-making process
Classification: Concept
21) Once the alternatives to solving a problem have been identified, the next step in the decision-making process is selecting one of these alternatives.
Answer: FALSE
Diff: 2
AACSB: Reflective thinking
Learning Obj.: LO 2.1: Describe the eight steps in the decision-making process
Classification: Concept
22) Implementing an alternative refers to the process of choosing the best alternative.
Answer: FALSE
Diff: 2
AACSB: Reflective thinking
Learning Obj.: LO 2.1: Describe the eight steps in the decision-making process
Classification: Concept
23) List and discuss the eight steps in the decision-making process.
Answer:
1. Identify a problem - The decision-making process begins with the existence of a problem or a discrepancy between an existing and a desired state of affairs. However, a discrepancy without pressure to take action becomes a problem that can be postponed.
2. Identify decision criteria - Once the manager has identified a problem that needs attention, the decision criteria important to resolving the problem must be identified. That is, managers must determine what is relevant in making a decision.
3. Allocate weights to the criteria - The decision maker must weigh the items in order to give them the correct priority in the decision. A simple approach of doing this is to give the most important criterion a weight of 10 and then assign weights to the rest against that standard.
4. Develop alternatives - The fourth step requires the decision maker to list the viable alternatives that could resolve the problem. No attempt is made in this step to evaluate the alternative, only to list them.
5. Analyze alternatives - Once the alternatives have been identified, the decision maker must critically analyze each one. From this comparison, the strengths and weaknesses of each alternative become evident.
6. Select an alternative - The sixth step involves choosing the best alternative from among those considered.
7. Implement the alternative - Implementation involves conveying the decision to those affected by it and getting their commitment to it. If the people who must carry out a decision participate in the process, they are more likely to enthusiastically support the outcome than if they are just told what to do.
8. Evaluate decision effectiveness - The last step in the decision-making process involves appraising the outcome of the decision to see if the problem has been resolved. If the desired result has not been achieved, the manager may consider returning to a previous step or may even consider starting the whole decision process over.
Diff: 3
AACSB: Reflective thinking; Written and oral communication
Learning Obj.: LO 2.1: Describe the eight steps in the decision-making process
Classification: Concept
24) Managers are assumed to use ________ if they make logical and consistent choices to maximize value.
A) rational decision making
B) intuitive decis
