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CHAPTER 1 (CONT.
- MINTZBERG'S MANAGERIAL ROLES)
1. In Mintzberg's view, the roles of figurehead, leader, and liaison are all interpersonal roles. A. True B. False
2. Disturbance handler is one of Mintzberg's interpersonal roles.
A. True B. False
3. A typical first-level manager spends more of his or her time leading than planning. A. True B. False
4. All managers devote at least some of their time to planning.
A. True B. False
5. A manager in a large business generally will spend more of her time as a
spokesperson and entrepreneur than her counterpart in a small business. A. True B. False
6. Today, the basic management functions are considered to be ________.
A. planning, coordinating, leading, and monitoring B. planning, organizing, leading, and motivating C. commanding, organizing, leading, and decision making D. planning, organizing, leading, and controlling
7. The controlling management function is largely a matter of ________.
A. resolving conflicts B. determining what needs to be done C. monitoring to see that tasks are accomplished D. enforcing rules for employees 8.Organizing includes ________. A. defining organizational goals B. resolving conflicts C. motivating organizational members D. determining who does what tasks
9. Resolving a conflict would be considered to fall under which managerial
function? A. controlling B. planning C. directing D. leading
10. Giving a speech at an organization banquet would fall into which
Mintzberg category? A. informational B. interpersonal C. decisional D. entrepreneurial
11. A pharmaceutical company manager attending a meeting of academic
scientists would be functioning in which role? A. informational B. figurehead C. liaison D. decisional
12. All of the following are examples of informational roles according to
Mintzberg EXCEPT ________. A. entrepreneur B. monitor C. disseminator D. spokesperson
13. Unlike the manager of a small business, the most important concerns of a manager in a large organization are focused ________. A. externally, particularly on entrepreneurial tasks B. internally, particularly on the allocation of resources C. on setting goals D. on planning ways to improve organizational structure 14. Which of the following would networking be most likely to help a manager accomplish? A. increasing efficiency B. increasing effectiveness C. defining goals D. building a power base
15. Companies that are well managed can prosper during difficult economic times by depending on ________. A. government bailouts B. filing for bankruptcy C. raising prices D. a loyal customer base
16. Which of the following is a factor in today's tough economic climate that managers do NOT need to deal with? A. changing technology B. economic uncertainty C. employees who are not eager to work D. distrust between managers and employees
18. Brenda Kraft has proven herself to be an able manager. Her section has a high project completion rate with the highest-quality product and the lowest defects in her division. In addition, she accomplishes this with fewer full-time people than other managers. Co-workers say that the secret of her success is in her ability to delegate responsibility and her understanding of the basic "management processes." If Brenda accomplished her projects on time with high-quality results, but she took more time than other managers in the process, you could say that as a manager she was ________. A. efficient, but not effective B. a leader, but not a top manager C. project oriented, but not effective D. effective, but not efficient 19. As a production supervisor, Joe determines the number of output units his department will produce each week. On Monday, he informs his team that the schedule is going to be difficult this week due to the increased number of output units. He goes on to tell them that he is confident that they can fulfill the schedule because they are tough, talented, and "when the going gets tough, they are the ones who get going." Each day during the week, Joe checks the amount of output that the employees have completed and the number of units that have been rejected. When Joe decides the number of output units his team will be able to produce this week, which of the management processes is he performing? A. controlling B. leading C. planning D. organizing
1 A 2 B 3 A 4 A 5 B 6 D 7 C 8 D 9 D 10 B 11 C 12 A 13 14 D 15 D 16 C 17 B 18 D 19 C
