CHAPTER 1 - MANAGER AND MANAGEMENT

1. An organization is ________.
A. the physical location where people work
B. any collection of people who all perform similar tasks
C. a deliberate arrangement of people to accomplish some specific purpose
D. a group of individuals focused on profit-making for their shareholders
2. All organizations have ________ which define(s) the organization's
purpose and reason for existing.
A. rulesB. structureC. limitsD. goals
3. Which of the following is a key difference between managerial and
nonmanagerial employees?
A. Nonmanagerial employees do not oversee the work of others.
B. Managerial employees work longer hours.
C. Managerial employees receive higher pay compensation.
D. Nonmanagerial employees have less formal education.
4. The primary job of a manager is to ________.
A. coordinate between organization leaders and ordinary employees
B. direct and oversee the work of others
C. tackle tasks that are too difficult for nonmanagerial employees
D. make decisions that help an organization grow
5. One of the common characteristics of all organizations is ________ that
define(s) rules, regulations, and values of the organization.
A. a stated purposeB. a systematic structure
C. a set of written bylawsD. an explicit goal
6. The work of a manager ________.
A. is strictly limited to overseeing and monitoring the work of others
B. involves only high-level tasks that require a sophisticated skill set
C. may involve performing tasks that are not related to overseeing others
D. does not involve interaction with nonmanagerial employees
7. Supervisor is another name for which of the following?
A. team leaderB. first-line manager
C. top managerD. middle manager
8. Which of the following types of managers is responsible for making
organization-wide decisions and establishing the plans and goals that affect
the entire organization?
A. top managerB. team leader
C. department headD. project leader
9. Which is an important job responsibility for a middle manager?
A. defining the organization’s long-term goals
B. performing tasks that are not related to long-term goals
C. helping top managers define goals
D. translating goals defined by top managers into action
10. All levels of management between the supervisory level and the top level
of the organization are termed ________.
A. middle managersB. first-line managers
C. team leadersD. supervisors
11. Which of the following levels of management is associated with positions
such as executive vice president, chief operating officer, chief executive
officer, and chairperson of the board?
A. middle managersB. top managers
C. first-line managersD. team leaders
12. Another term for efficiency is ________.
A. doing things rightB. doing things at the right time
C. making sure things get doneD. doing the right things
13. Which of the following might be an example of increased efficiency in
manufacturing?
A. cutting the price of the product
B. increasing advertising for the product.
C. cutting the amount of labor required to make the product
D. increasing sales of the product
14. Another term for effectiveness is ________.
A. doing things rightB. doing things when necessary
C. doing the right thingsD. doing things intelligently
15. Effectiveness is synonymous with ________.
A. efficiencyB. smart management
C. goal attainmentD. cost minimization
16. Efficiency refers to ________.
A. the additive relationship between inputs and outputs
B. the inverse relationship between inputs and outputs
C. the relationship between inputs and outputs
D. decreasing inputs only
17. Good management strives for ________.
A. high efficiency and low effectiveness
B. high efficiency and high effectiveness
C. moderate efficiency and moderate effectiveness
D. low efficiency and high effectiveness
18. A candy manufacturer would increase both efficiency and effectiveness
by making ________.
A. the same candy at a lower costB. better candy at a lower cost
C. the same candy at the same costD. better candy at the same cost
19. A candy manufacturer that made candy at a lower cost without improving
the quality of the candy could be said to ________.
A. increase effectiveness without increasing efficiency
B. increase both effectiveness and efficiency
C. decrease both effectiveness and efficiency
D. increase efficiency without increasing effectiveness
20. Which of the following identifies a manager who does NOT typically
supervise other managers?
A. shift managerB. unit chiefC. division managerD. vice president
21. The four contemporary management processes are planning, organizing,
leading, and commanding.
A. True B. False
22. Determining who reports to whom is part of the controlling function of
management.
A. TrueB. False
23. Providing motivation is part of the controlling function of management.
A.True B. False
24. Defining goals is a key part of the organizing function of management.
A.True B. False
25. Deciding who will be assigned to which job is a part of the leading
function of management.
A. True B. False
26. In Mintzberg's view, the roles of figurehead, leader, and liaison are all
interpersonal roles.
A. True B. False
27. Disturbance handler is one of Mintzberg's interpersonal roles.
A. True B. False
28. A typical first-level manager spends more of his or her time leading than
planning
A. TrueB. False
29. All managers devote at least some of their time to planning.
A. True B. False
30. 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
31. 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
32. 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
33. Organizing includes
A. defining organizational goals B. resolving conflicts
C. motivating organizational members D. determining who does what tasks
34. Resolving a conflict would be considered to fall under which managerial
function?
A. controlling B. planning C. directingD. leading
35. Giving a speech at an organization banquet would fall into which
Mintzberg category?
A. informational B. interpersonal C. decisional D. entrepreneurial
36. A pharmaceutical company manager attending a meeting of academic
scientists would be functioning in which role?
A. informational B. figureheadC. liaison D. decisional
37. All of the following are examples of informational roles according to
Mintzberg EXCEPT
A. entrepreneur B. monitorC. disseminatorD. spokesperson
38. 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
39. 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
40. 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
41. 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
42. 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."
Brenda's high project completion rate indicates that she is
A. an efficient managerB. an effective manager
C. a good spokesperson D. a good resource allocator
43. 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
44. 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
45. In a short essay, discuss the difference between efficiency and
effectiveness. - Efficiency ("doing things right") - concerned with the
efficient use those resources.
- Effectiveness ("foing the right things") - doing those work tasks that help
the organization reach its goals