Test Bank for Fundamentals of Management 10th Edition by Robbins

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Test Bank for Fundamentals of Management 10th Edition Ed ition by Robbins Complete downloadable file at: https://testbanku.eu/Test-Bank-for-Fundamentals-of-Management-10th-dition-b!"obbins 1) Which of the following is a common myth about the study of management? A) Management is just common sense. B) Managers need to be well disciplined in all of the business areas. C) Managers are found in all types of organiations! large and small. ") Many of today#s managers are minorities. Answer$ A %&planation$ 'tudents might be surprised to (now that the academic study academic study of management is filled with insights! based on e&tensie research! which often run counter to what seems to be common sense. *hat#s why we decided to tac(le head+on this common+sense perception by opening each chapter with a particular ,management myth, and then ,debun(ing, this myth by e&plaining how it is just is just a common+sense myth. "iff$ /$ 1.1$ *ell *ell who managers are and where they wor(. wor(.

-) An organiation is 00000000. A) the physical location where people wor( B) any collection of people who perform similar tas(s C) a deliberate arrangement of people to accomplish some specific purpose ") a group of indiiduals focused on profit+ma(ing for their shareholders Answer$ C %&planation$ By definition! an organiation organiation is a deliberate arrangement of people who hae a common purpose or goal. An organiation may or may not e&ist in a discrete physical location. or e&le! many of today#s political adocacy organiations e&ist largely as online entities without a primary physical location. *hough some people in an organiation may perform similar tas(s! many do not. or e&le! doctors and administrators may both wor( for the same hospital organiation but perform ery different tas(s. inally! inally! focus on profit does not determine an organiation. Many organiations! such as a bird+watching club! do not include profit as a goal. "iff$ /$ 1.1$ *ell *ell who managers are and where they wor(. wor(.

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7) All organiations organiations hae 00000000 that define8s) the organiation#s purpose and reason for e&isting. A) limits B) rules C) structure ") goals Answer$ " %&planation$ An organiation#s goals define its purpose and reason for e&isting. e&isting. or e&le! the goals of a ban( might be to ma(e money! while the goals of a church choir might to be to create beautiful music. 9ules can help an organiation achiee its goals! but rules do not e&plicitly define those goals. /rganiational structure defines and limits how people within an organiation interact! but structure on its own is not something that seres to define an organiation#s purpose. "iff$ /$ 1.1$ *ell *ell who managers are and where they wor(. wor(. :) /ne of the common characteristics of all organiations is 00000000 that define8s) rules! regulations! and alues of the organiation. A) a set of written bylaws B) an e&plicit goal C) a systematic structure ") a stated purpose Answer$ C %&planation$ An organiation#s structure structure identifies organiational organiational alues that include behaioral standards! customs! ethical mores! and conentions that delineate relationships between organiation members. *he structure of an organiation need not be formally written as bylaws. *he goals and purpose of an organiation can influence its alues! but neither o f these items can be said to define an define an organiation#s alues. "iff$ /$ 1.1$ *ell *ell who managers are and where they wor(. wor(. ;) A fraternity is an e&le of an organiation because it is comprised of people who 00000000. 00000000 . A) share the same alues! traditions! and customs B) share the same goals and alues C) share goals and function within a common structure ") function under the same set of rules and regulations Answer$ C %&planation$ Members of an organiation organiation must not only share the the same goals! they must all wor( within a common structure to attain those goals. *o grasp this distinction! compare two baseball players on different teams$ both may share the same goal of winning the the World World 'eries! but they belong to different organiations. organiations. 'imilarly! 'imilarly! simply sharing alues or rules is not sufficient to identify or differentiate an organiation. *o ma(e up an organiation! people need to belong to a shared structure or institution and hae common goals. "iff$ AAC'B$ Analytical thin(ing /$ 1.1$ *ell *ell who managers are and where they wor(. wor(. <) Which of the following is a (ey difference between managerial a nd nonmanagerial Copyright 2 -314 5earson %ducation! 6nc.


employees? A) Managerial employees receie higher pay compensation. B) =onmanagerial employees hae less formal education. C) =onmanagerial employees do not oersee the wor( of others. ") Managerial employees wor( longer hours. Answer$ C %&planation$ *he distinction between managerial and nonmanagerial employees resides solely in oerseeing wor(. Managers hae the responsibility of superising and directing wor( of others. =onmanagerial employees do not hae this responsibility. responsibility. Managers may or may not receie better compensation! hae more education! or wor( longer hours than nonmanagers>so none of these criteria can sere to distinguish between the two. "iff$ 1 /$ 1.1$ *ell *ell who managers are and where they wor(. wor(. 4) *he primary job of a manager is to 00000000. A) ma(e decisions that help an organiation grow B) tac(le tas(s that are too difficult for nonmanagerial employees C) coordinate between organiation leaders and ordinary employees ") direct and oersee the wor( of o f others Answer$ " %&planation$ *hough managers may ma(e important decisions! decisions! tac(le difficult difficult tas(s! or coordinate between leaders and lower+leel employees! a manager#s primary job is to superise the wor( of others. *he superisory role is what distinguishes managers from nonmanagers. "iff$ 1 /$ 1.1$ *ell *ell who managers are and where they wor(. wor(. ) *he wor( of a manager 00000000. A) is strictly limited to oerseeing and monitoring the wor( of others B) may inole performing tas(s that are not related to oerseeing others C) inoles only high+leel tas(s that re@uire a sophisticated s(ill set ") does not inole interaction with nonmanagerial employees Answer$ B %&planation$ *he primary job of a manager is to oersee wor( of others. oweer! oweer! this does not preclude a manager from performing tas(s on his or her own that do not inole superision of others. An e&le of a manager not being limited to superising would b e an art director at a boo( company who superises wor( of others but also creates artwor(s on her own. *as(s *as(s performed by managers are not necessarily high leel and may inole interaction with nonmanagerial wor(ers! so neither of these choices is correct. "iff$ /$ 1.1$ *ell *ell who managers are and where they wor(. wor(.



) Supervisor is is another name for which of the following? A) team leader B) middle manager C) first+line manager ") top manager Answer$ C %&planation$ An organiation#s management hierarchy typically follows this progression$ first+ line manager! middle manager or team leader! and top manager. *his se@uence usually reflects the degree to which managers are inoled in planning and ma(ing higher+order decisions. *he lowest position in the se@uence! the first+line manager! is generally more inoled in supervising in supervising others than ma(ing higher+order decisions! so this indiidual is often termed a supervisor a supervisor . Managers higher in the chain of command do less supervising less supervising than than first+line managers so they are less li(ely to be called a supervisor a supervisor . "iff$ 1 /$ 1.1$ *ell *ell who managers are and where they wor(. wor(. 13) Which of the following types of managers is responsible for ma(ing organiation+wide decisions and establishing the plans and goals that affect the entire organiation? A) team leader B) top manager C) department head ") project leader Answer$ B %&planation$ 6n a typical management hierarchy! hierarchy! the indiiduals responsible for ma(ing higher+ order decisions that inole planning! goals! policy! and philosophy are the top managers. *eam leaders are generally first+line managers at the bottom of the h ierarchy who are least inoled with higher+order goals. "epartment heads and project leaders are titles for middle managers who are more inoled with the implementation rather than the ma(ing of goals and policy. "iff$ 1 /$ 1.1$ *ell *ell who managers are and where they wor(. wor(. 11) Which is an important job responsibility for a middle manager? A) defining the organiation#s long+term goals B) translating goals defined by top managers into action C) helping top managers define goals ") performing tas(s that are not related to long+term goals Answer$ B %&planation$ 6n an organiation! top management management typically defines long+term goals! goals! then enlists middle managers to find ways to achiee those goals. *hus! middle managers are not inoled in identifying long+term goals in any way. *he job of a middle manager is ery inoled with long+ term goals! it just doesn#t inole defining those those goals. "iff$ /$ 1.1$ *ell *ell who managers are and where they wor(. wor(.

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1-) Which of the following identifies a manager who d oes =/* typically superise other managers? A) unit chief B) shift manager C) ice president ") diision manager Answer$ B %&planation$ All but first+line managers are responsible responsible at least in part for oerseeing the wor( of other managers. *he shift manager is the only first+line manager in this group. A unit chief and diision manager are both titles for middle managers who oersee other managers. A ice president is a top management position that is usually heaily inoled with the management of other managers. "iff$ /$ 1.1$ *ell *ell who managers are and where they wor(. wor(. 17) /f the following! which is the lowest leel of management? A) a nonmanagerial employee B) an indiidual inoled in defining the organiation#s philosophy C) a ice president ") a middle manager Answer$ " %&planation$ *he middle manager represents the lowest managerial position among the the choices gien here! but it is not the lowest position in the managerial hierarchy. 6ndiiduals who ran( aboe a middle manager include a ice president and an indiidual who defines organiational philosophy! philosophy! both of whom would @ualify as top managers. inally! inally! a nonmanagerial employee is lowest in the hierarchy among these choices! but this indiidual is not a part of management. "iff$ /$ 1.1$ *ell *ell who managers are and where they wor(. wor(. 1:) All leels of management between the superisory leel and the top leel of the organiation are termed 00000000. A) middle managers B) first+line managers C) superisors ") team leaders Answer$ A %&planation$ Middle management is defined as those indiiduals who are between between top management and the team leaders! superisors! and other first+line managers who ma(e up the superisory leel of management. Any manager who is 81) not a part of top management and 8-) not primarily a superisor of nonmanagerial employees is classified as a middle manager. manager. "iff$ /$ 1.1$ *ell *ell who managers are and where they wor(. wor(.

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1;) Which of the following leels of management is associated with positions such as e&ecutie ice president! chief operating officer! chief e&ecutie officer! officer! and chairperson of the board? A) team leaders B) middle managers C) first+line managers ") top managers Answer$ " %&planation$ All of the titles listed listed aboe>e&ecutie ice president! chief operating officer! chief e&ecutie officer! officer! and chairperson of the board>are e&ecutie positions that are typically pa rt of an organiation#s top management. *eam *eam leaders are types of first+line managers and are not part of top management. Any positions that include executive as executive as part of the title would eliminate middle managers as a choice. "iff$ 1 /$ 1.1$ *ell *ell who managers are and where they wor(. wor(. *he 5erfect Manager 8'cenario) Brenda raft has proen herself to be an a n able manager. er section has a high project completion rate with the highest+@uality product and the lowest d efects in her diision. 6n addition! she accomplishes this with fewer full+time people than other managers. Co+wor(ers say that the secret of her success is in her ability to determine what needs to be done and by whom! and her understanding of the basic ,management processes., 1<) Brenda#s high project completion rate indicates that she is 00000000. A) an efficient manager B) an effectie manager C) a good spo(esperson ") a good resource allocator Answer$ B %&planation$ Completing a high number of projects projects is accomplishing a goal. Doal+ Doal+ accomplishment is a measure of the effectieness of a manager. ,An efficient manager, is incorrect because completing projects says nothing about how efficient Brenda is. 6n a similar way! way! ,a good spo(esperson, and a nd ,a good resource allocator, are not correct as there is no indication in the paragraph of Brenda#s s(ill as an information proider 8spo(esperson) or decision+ma(er 8resource allocator). "iff$ AAC'B$ Application of (nowledge /$ 1.1$ *ell *ell who managers are and where they wor(. wor(.

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14) 6f Brenda accomplished her projects on time with high+@uality results! but she too( more time than other managers in the process! you could say that as a manager she was 00000000. A) efficient! but not effectie B) a leader! but not a top manager C) project oriented! but not effectie ") effectie! but not efficient Answer$ " %&planation$ Accomplishing goals ma(es Brenda effectie. *a(ing *a(ing too much time ma(es Brenda inefficient. *hese two @ualities>high @uality results coupled with longer than normal deliery times>say nothing about Brenda#s ability to be a leader. "iff$ AAC'B$ Application of (nowledge /$ 1.1$ *ell *ell who managers are and where they wor(. wor(. 1) 5art of what defines an organiation is its purpose. Answer$ *9E% %&planation$ *he goals or purpose of an organiation define the organiation#s organiation#s reason for e&isting. Without Without a common purpose! a group of indiiduals does not @ualify as an organiation. "iff$ /$ 1.1$ *ell *ell who managers are and where they wor(. wor(. 1) All organiations organiations hae a structure that in some ways w ays seres to define and limit the behaior of members of the organiation. Answer$ *9E% %&planation$ *he structure of an organiation! organiation! whether formal or informal! informal! defines how organiation members interact. or e&le! a school#s informal guidelines might determine how teachers fraternie. A school#s school#s formal guidelines might set up rules for interaction between students and teachers. "iff$ /$ 1.1$ *ell *ell who managers are and where they wor(. wor(. -3) 6n order to be considered a manager! an indiidual must direct or oersee the wor( of others. Answer$ *9E% %&planation$ "irecting and oerseeing wor( distinguishes managers from nonmanagerial employees. Managers direct and oersee wor( of others. =onmanagerial employees hae no superisory responsibilities. "iff$ /$ 1.1$ *ell *ell who managers are and where they wor(. wor(. -1) A manager does not no t wor( directly on tas(s for the organiation. Answer$ A'% %&planation$ Managers may wor( on tas(s in addition to their superisory superisory duties. or e&le! a manager of a shop that designs clothing may also create designs on his or her own. "iff$ /$ 1.1$ *ell *ell who managers are and where they wor(. wor(.



--) 'uperisors and team leaders may both bo th be considered first+line managers. Answer$ *9E% %&planation$ irst+line managers are are managers who oersee wor(ers directly directly and are inoled in day+to+day operations. or e&le! a team manager in an auto assembly plant might oersee and help sole eeryday problems that arise on the assembly line. igher+leel managers typically would not spend time helping to sole assembly line problems directly. directly. "iff$ 1 /$ 1.1$ *ell *ell who managers are and where they wor(. wor(. -7) 6n a short essay! essay! compare the tas(s! priorities! and responsibilities of first+line! middle! and top managers. Answer$ irst+line managers are are the lowest leel of management and manage the wor( of nonmanagerial indiiduals who are directly inoled with the production or creation of the organiation#s products. irst+line managers are often called superisors but may also be called line managers! office managers! or een foremen. irst+line managers spend more time leading than other managers and less time planning. Middle managers include all leels of management between the first+line leel and the top leel of the organiation. *hese managers manage the wor( of first+line managers and may hae titles such as department head! project leader! plant manager! or diision manager. Middle managers spend considerably less time leading than first+line managers and considerably more time organiing. *op managers are responsible for ma(ing organiation+wide decisions and establishing the plans and goals that affect the entire organiation. *hese indiiduals typically hae titles such as e&ecutie ice president! president! managing director! chief operating officer! chief e&ecutie officer! officer! or chairman of the board. *op managers spend more time planning and organiing than other managers and less time leading. "iff$ AAC'B$ Analytical thin(ing /$ 1.1$ *ell *ell who managers are and where they wor(. wor(. -:) Another term for efficiency is 00000000. A) doing the right things B) doing things right C) ma(ing sure things get done ") doing things at the right time Answer$ B %&planation$ %fficiency is often often termed doing things right because because the phrase denotes the manner in which tas(s are carried out. *he ,right, way or efficient way correlates with a minimum of wasted time! money! energy! and resources. ,"oing the right things!, on the other hand! refers to effectieness! not efficiency. efficiency. Ma(ing sure that things get done and doing things at the right time are both often part of an efficient underta(ing! but neither effort could be said to define efficiency. "iff$ /$ 1.-$ "efine management. -;) Which of the following might be an e&le e &le of increased efficiency in manufacturing?  Copyright 2 -314 5earson %ducation! 6nc.


A) cutting the amount of labor re@uired to ma(e the product B) cutting the price of the product C) increasing sales of the product ") increasing adertising for the product Answer$ A %&planation$ %fficiency must inole reducing the input+to+output ratio ratio in some way. Cutting Cutting the amount of labor reduces the amount of input and so mar(s an increase in efficiency. efficiency. Cutting the price does not affect the amount of resources and labor that go into the product! nor does it improe the product itself! so it is not an efficiency measure. 6ncreasing sales and adertising similarly do not change the input+output ratio so they do not increase efficiency. efficiency. "iff$ 7 AAC'B$ Analytical thin(ing /$ 1.-$ "efine management. -<) Another term for effectieness is 00000000. A) doing the right things B) doing things right C) doing things intelligently ") doing things when necessary Answer$ A %&planation$ %ffectieness is said to be ,doing the right right things, because effectieness effectieness is concerned with obtaining results and reaching g oals. "oing things ,in the right way, results in efficiency rather than effectieness. =ote that an enterprise can be effectie>i.e.! it can attain goals>without being efficient in such areas as (eeping costs and resources down. "oing things intelligently is clearly part of an effectie effort without being critical to it. *he same can be said of doing things when necessary>it is not a critical part of an effectie effort. "iff$ /$ 1.-$ "efine management. -4) %ffectieness is synonymous with 00000000. A) cost minimiation B) smart management C) goal attainment ") efficiency Answer$ C %&planation$ %ffectieness is concerned with ends as opposed to means. Being effectie means means ,getting the job done, 8attaining goals)! g oals)! while being efficient is concerned with ,how the job got done, and such things as cost minimiation. While effectie operations usually feature smart management! the two are not necessarily synonymous. "iff$ /$ 1.-$ "efine management.

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-) %fficiency refers to 00000000. A) the relationship between inputs and outputs B) the additie relationship between inputs and outputs C) the inerse relationship between inputs and outputs ") decreasing inputs only Answer$ A %&planation$ Mathematically! Mathematically! efficiency is measured as a ratio of inputs to outputs. outputs. or e&le! in physics the ratio of input energy to output energy defines a machine#s efficiency. *he same principles apply to management. %fficiency is measured as the ratio ratio of input energy! energy! or other resources such as costs or labor! to the amount of product or o utput created. *he input+output ratio is neither additie nor inerse but rather directly proportional in some way. inally! inally! though decreasing inputs can increase efficiency! efficiency! it is not the only way to increase efficiency e fficiency.. "iff$ /$ 1.-$ "efine management. -) Dood management stries for 00000000. A) low efficiency and high effectieness B) high efficiency and low effectieness C) high efficiency and high effectieness ") moderate efficiency and moderate effectieness Answer$ C %&planation$ igh efficiency and high effectieness are both things things that managers see( to obtain. igh efficiency is associated with minimal waste and a ma&imum of production. igh effectieness is associated with success in achieing goals. ow or moderate measures of efficiency or effectieness are clearly inferior to a high amount of each @uality. "iff$ /$ 1.-$ "efine management. 73) A candy manufacturer would increase both efficiency and effectieness by ma(ing 00000000. A) better candy at the same cost B) better candy at a lower cost C) the same candy at a lower cost ") the same candy at the same cost Answer$ B %&planation$ 6ncreasing efficiency efficiency inoles ma(ing the product at lower cost. 6ncreasing effectieness means ma(ing a better product. 'o increasing efficiency and effectieness would entail ma(ing a better product at a lower cost. Any other combination of the two ariables>not improing the cost or the @uality of the candy>would not be an improement in both efficiency and effectieness. "iff$ 7 AAC'B$ Analytical thin(ing /$ 1.-$ "efine management.



71) A candy manufacturer that made candy c andy at a lower cost without improing the @uality of the candy could be said to 00000000. A) increase effectieness without increasing efficiency B) increase efficiency without increasing effectieness C) increase both effectieness and efficiency ") decrease both effectieness and efficiency Answer$ B %&planation$ owering cost is a measure of increased efficiency efficiency.. Ma(ing better candy is a measure of increased effectieness. 'o lowering cost for unimproed candy shows an increase in efficiency but not effectieness. "iff$ 7 AAC'B$ Analytical thin(ing /$ 1.-$ "efine management. 7-) *he ,father, of scientific management was 00000000. A) enri ayol B) 9obert . at C) enry Mintberg ") rederic( Winslow *aylor Answer$ " %&planation$ ayol wor(ed about the same time period as *aylor *aylor and was also fairly ,scientific, in his approach. oweer! *aylor *aylor was the person who stressed being ,scientific, and coined the term scientific term scientific management in in his 111 boo(. Mintberg and at also contributed to ideas about scientific management! but both of these thin(ers came later. later. "iff$ /$ 1.-$ "efine management. 77) *aylor began to deelop his theory of 00000000 after a result of iewing wor(ers in steel companies. A) the functions of management B) ethics+based management C) management s(ills ") scientific management Answer$ " %&planation$ *aylor#s scientific management theory posited that efficiency efficiency in organiations could be improed by studying organiations objectiely and systematically. systematically. *he functions of management were deeloped by b y ayol. Management s(ills were identified by at. %thics+based management is not a (nown theory of management. "iff$ /$ 1.-$ "efine management.



7:) A major contribution that *aylor made to the study of management was 00000000. A) to measure efficiency on a :+star scale B) to identify the one best way to get a job done C) to identify the three best ways to get a job done ") to measure inefficiency on a :+star scale Answer$ B %&planation$ *aylor measured efficiency and inefficiency! inefficiency! but he did not ran( them on a star scale. What *aylor *aylor did do was collect data to identify the ,one best way, to do a jobF that is! the most efficient and effectie way to complete a tas(. *aylor focused on only a single best way. "iff$ /$ 1.-$ "efine management. 7;) Which of the following did *aylor *aylor =/* find ,appalling, in his study of wor(ers in steel companies? A) Wor(ers Wor(ers ,too( it easy, on the job. B) Wor(ers Wor(ers employed different techni@ues for the same job. C) Wor(ers Wor(ers would only attempt to perform a job if they were shown to hae aptitude for it. ") Wor(er Wor(er output was only o nly about one+third of o f what was possible. Answer$ C %&planation$ *aylor indeed discoered that wor(ers did not wor( hard on the job! did did not hae standardied methods and techni@ues for completing a tas(! and only accomplished a fraction of their theoretical wor( potential. All of the ab oe dismayed *aylor greatly! greatly! conincing him that the situation could be greatly improed with the application of standardied wor( rules and tas( methodology. methodology. *he one thing in the list that *aylor *aylor did not no t discoer was wor(ers who refused to wor( at jobs they did not hae aptitude for. 6n fact! he found that the reerse situation e&isted> wor(ers performed jobs that they had no aptitude for>this constituted yet another practice that was appalling to *aylor. "iff$ 7 /$ 1.-$ "efine management.

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*he 5erfect Manager 8'cenario) Brenda raft has proen herself to be an a n able manager. er section has a high project completion rate with the highest+@uality product and the lowest d efects in her diision. 6n addition! she accomplishes this with fewer full+time people than other managers. Co+wor(ers say that the secret of her success is in her ability to determine what needs to be done and by whom! and her understanding of the basic ,management processes., 7<) Brenda#s ability to determine what needs to be done and by whom is eidence that she e&cels at which management function? A) planning B) controlling C) leading ") organiing Answer$ " %&planation$ Dood organiers e&cel at determining the right job for the right person. 5lanning may include a minor element of o f delegating! as a planner must map out future tas(s. eading includes an element of directing! which also inoles delegating. oweer! neither planning nor leading is as directly inoled in delegating as organiing is. inally! inally! controlling! largely a monitoring actiity! actiity! has little to do with delegating. "iff$ AAC'B$ Application of (nowledge /$ 1.-$ "efine management. Goe! the Manager 8'cenario) As a production superisor! Goe determines the number of output units his department will produce each wee(. /n Monday! he informs his team that the the schedule is going to be difficult this wee( due to the increased number of output units. e 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., %ach day during the wee(! Goe chec(s the amount of output that the employees hae completed and the number of units that hae been rejected. 74) When Goe decides the number of output o utput units his team will be able to produce p roduce this wee(! which management process is he performing? A) controlling B) leading C) planning ") organiing Answer$ C %&planation$ 5lanning inoles foreseeing the future future and ma(ing accommodations to deal with what is li(ely to occur. Goe is performing both of these functions! so he is planning. =one of the other choices inole specifically preparing for future occurrences! so planning is the only category that fits here. "iff$ AAC'B$ Application of (nowledge /$ 1.-$ "efine management. 17 Copyright 2 -314 5earson %ducation! 6nc.


7) %ffectieness refers to the relationship between inputs and outputs. Answer$ A'% %&planation$ %fficiency is concerned with ma&imiing the output+to+input output+to+input ratio. %ffectieness! %ffectieness! on the other hand! refers not to how well resources are used but to which resources to use! and whether or not those resources help the organiation attain its goals. "iff$ /$ 1.-$ "efine management. 7) A goal of efficiency is to minimie output costs while ma&imiing input costs. Answer$ A'% %&planation$ *he goal of efficiency efficiency is the opposite>to ma&imie outputs outputs while minimiing inputs. An efficient efficient operation uses the fewest resources to generate the greatest amount of product. "iff$ /$ 1.-$ "efine management. :3) %ffectieness refers to the attainment of the organiation#s goals. Answer$ *9E% %&planation$ %ffectieness is concerned with ,doing the right things,>choosing the tas(s that will help the organiation achiee its goals. %fficiency! %fficiency! on the other hand! h and! refers to ,doing things right!, that is! once tas(s are chosen they are done with a minimum of waste. "iff$ /$ 1.-$ "efine management. :1) Managers who are effectie at meeting organiational o rganiational goals always act efficiently. efficiently. Answer$ A'% %&planation$ A manager may be effectie effectie but not efficient. or e&le! a manager may e&cel at achieing goals but waste a lot of money! energy! energy! and resources in achieing them. "iff$ 7 /$ 1.-$ "efine management. :-) *he four contemporary management processes are planning! organiing! leading! and commanding. Answer$ A'% %&planation$ eading is a term that replaced commanding and coordinating. 'o commanding is considered to be part of leading and not distinct from it. "iff$ 1 /$ 1.-$ "efine management.

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:7) 6n a short essay! essay! discuss the difference between efficiency and effectieness. Answer$ %fficiency refers to getting getting the most output from the least amount of input. %fficiency %fficiency is often referred to as ,doing things>that is! performing a tas( with a minimum of wasted time! energy! energy! labor! and resources and a ma&imum of the product being created. A mathematical measure of efficiency is gien by the ratio of input to output. *he smaller the input+to+output ratio! the greater the efficiency of the process. %ffectieness is often described as ,doing the right things,>that is! those wor( actiities that will help the organiation reach its goals. Where efficiency is concerned with the means of getting things done! effectieness is concerned with the ends! or attainment of organiational goals. "iff$ AAC'B$ Analytical thin(ing /$ 1.-$ "efine management. ::) 6n a short essay! e&plain through e&les how a process can b e 8a) efficient but not effectie and 8b) effectie but not n ot efficient. Answer$ 8a) %fficient but not effectie$ effectie$ A craftsman craftsman building a wooden table may be highly efficient in the way he uses his time! energy! and wood in producing his product. oweer! despite this efficiency! efficiency! the craftsman may still end up with a ric(ety table! thereby not fulfilling his goal of building a strong! sturdy table an d failing to be effectie. 8b) %ffectie but not efficient$ A craftsman craftsman may be inefficient and waste a great deal of time! energy! energy! and wood in building a table. oweer! the table itself can turn out to be strong! sturdy! sturdy! and beautiful! thereby fulfilling the goal of the process and @ualifying the craftsman as effectie. "iff$ AAC'B$ Analytical thin(ing /$ 1.-$ "efine management. :;) *oday! *oday! the basic management functions are considered to be 00000000. A) planning! coordinating! leading! and monitoring B) planning! organiing! leading! and motiating C) commanding! organiing! leading! and decision de cision ma(ing ") planning! organiing! leading! and controlling Answer$ " %&planation$ *he four functions are planning! organiing! organiing! leading! and controlling. *he other choices include part of these functions 8coordinating is a part of planningF monitoring is a part of controllingF motiating is a part of leadingF and decision ma(ing is a (ey part of all managerial functions). "iff$ /$ 1.7$ "escribe "escribe what managers do.

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:<) ow many management functions were w ere originally proposed by enri ayol? A) three$ plan! organie! lead B) four$ plan! organie! lead! control C) fie$ plan! organie! command! coordinate! control ") ten$ 7 interpersonal! 7 informational! : decisional Answer$ C %&planation$ ayol originally proposed proposed fie management functions$ functions$ plan! organie! organie! command! coordinate! and control. *wo of the fie! command and coordinate! were later condensed into a single function! ,lead,>so leadership was clearly not one of ayol#s original functions. ater! enry Mintberg proposed a different scheme with ten roles. "iff$ 1 /$ 1.7$ "escribe "escribe what managers do. :4) Which of the following is =/* considered to be a part of the planning function of a manager? A) defining goals B) motiating C) mapping out strategy ") ma(ing decisions Answer$ B %&planation$ "efining goals and mapping out strategy strategy are both fundamental parts of the planning function. Ma(ing decisions is not e&plicitly identified as being part of the planning function! but it is clearly part of all managerial functions and so must be ruled out as a correct answer here. *his leaes motiating which is a part of the leading function rather than the planning function. "iff$ /$ 1.7$ "escribe "escribe what managers do. :) *he controlling management function is largely a matter of 000000 00. A) resoling conflicts B) determining what needs to be done C) monitoring to see that tas(s are accomplished ") enforcing rules for employees Answer$ C %&planation$ 9esoling conflicts falls falls under the category of leading! while while determining what needs to be done is an organiing tas(. A minor part of controlling may inole enforcing of employee rules! but monitoring represents a much b etter choice! as the main goal of o f controlling is to ma(e sure that tas(s are being accomplished as planned. "iff$ /$ 1.7$ "escribe "escribe what managers do.

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:) /rganiing includes 00000000. A) defining organiational goals B) resoling conflicts C) motiating organiational members ") determining who does what tas(s Answer$ " %&planation$ *he (ey part of the organiing organiing function re@uires the manager to assign assign tas(s to different organiation organiation members. or e&le! a bicycle racing team#s manager will assign roles for each rider to coer during a race. "efining goals is a planning function! while resoling conflicts and motiating are both part of the leadership function. "iff$ /$ 1.7$ "escribe "escribe what managers do. ;3) 9esoling a conflict would be considered to fall under which managerial function? A) controlling B) planning C) directing ") leading Answer$ " %&planation$ Conflict resolution is thought to fall under the the leading function. Controlling is defined largely as a monitoring function and does not include resoling conflicts. 9esoling conflicts is also not a subfunction of planning. inally! directing is not one of the four major functions and is actually part of leading itself. "iff$ /$ 1.7$ "escribe "escribe what managers do. ;1) An important part of the controlling function is 00000000. A) ealuating B) structuring C) coordinating ") punishing Answer$ A %&planation$ /nce tas(s are assigned and wor( is ongoing! a manager must assess the performance of organiation members to see if the wor( is being carried carried out successfully. successfully. 'tructuring and coordinating are subfunctions of the organiing function. 6n e&treme cases! punishment might be considered a part of controlling! but ealuating is clearly a much more common part of the controlling function. "iff$ /$ 1.7$ "escribe "escribe what managers do.



;-) 00000000 deeloped a categoriation scheme for defining what managers do! consisting of 13 different but highly interrelated roles. A) enri ayol B) 9obert . at C) enry Mintberg ") enry ord Answer$ C %&planation$ enry Mintberg#s scheme scheme was deeloped after careful obserations obserations of managers in action and includes three interpersonal roles! three informational roles! and four decisional roles for a manager. ayol deeloped the fie 8later changed to four) functions for a manager. at focused on managerial s(ills! not actiities! while enry ord was! of course! a famed industrialist who did not contribute to management theory. "iff$ /$ 1.7$ "escribe "escribe what managers do. ;7) Diing a speech at an organiation ban@uet would fall into which Mintberg category? A) informational B) interpersonal C) decisional ") entrepreneurial Answer$ B %&planation$ 'peechma(ing sounds li(e it fits fits Mintberg#s ,spo(esperson, ,spo(esperson, category! category! which is an informational role. oweer! a ban@uet speech would be li(ely to be more inspirational than informational! so it would better fit the interpersonal role of leader and figurehead. *he decisional category does not describe the largely social function of ma(ing a speech. *he entrepreneurial role is a subcategory of the d ecisional role! so it is incorrect here also. "iff$ /$ 1.7$ "escribe "escribe what managers do. ;:) Mintberg deeloped his ten managerial roles by 00000000. A) sending out @uestionnaires to thousands of managers B) obsering hundreds of managers oer seeral years C) closely monitoring the wor( actiities of fie chief e&ecuties ") using common sense to analye the situation Answer$ C %&planation$ Mintberg#s conclusions conclusions were not the result of obsering hundreds of managers or sending out thousands of @uestionnaires. 6nstead! Mintberg deeloped his roles after closely obsering fie e&ecuties in action while they were on the job. Mintberg undoubtedly used common sense to draw some of his h is conclusions! but common sense was clearly not the primary means by which he created his categories. "iff$ /$ 1.7$ "escribe "escribe what managers do.

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;;) According to Mintberg! which of the following fit into the category of interpersonal roles? A) figurehead! leader! and liaison B) negotiator! liaison! and figurehead C) monitor! leader! leader! and resource allocator ") disturbance handler! liaison! and negotiator ne gotiator Answer$ A %&planation$ *he three roles that ma(e up the interpersonal roles are are figurehead! leader and liaison. *he roles that ma(e up informational roles are monitor! disseminator! and spo(esperson. *he roles that ma(e up decisional roles are entrepreneur! disturbance handler! resource allocator! and negotiator. negotiator. "iff$ /$ 1.7$ "escribe "escribe what managers do. ;<) A pharmaceutical company manager attending a meeting of academic scientists would be functioning in which role? A) informational B) figurehead C) liaison ") decisional Answer$ C %&planation$ A liaison liaison functions as a lin( from one organiation to another. another. 6n this case! the manager would be lin(ing her for+profit organiation organiation to an organiation that might proide it with aluable e&pertise or information. *he other choices here a re all somewhat alid as the manager would need to procure p rocure information! represent her company! and ma(e decisions. oweer! the liaison role is a much better fit for this situation. "iff$ AAC'B$ Application of (nowledge /$ 1.7$ "escribe "escribe what managers do. ;4) A finance manager who reads the Wall Street Journal on on a regular basis would be performing which role? A) leader B) monitor C) disseminator ") liaison Answer$ B %&planation$ /ne of the responsibilities responsibilities of a finance manager would be to (eep trac( or monitor important eents ta(ing place in the business bu siness world. 9eading the Wall Street Journal would would be a good way to do this. After After reading! the manager might disseminate some of the information he learned! but this would be secondary to the information monitoring function. A leader or liaison may indeed read a newspaper but only in the function of being an information monitor. "iff$ AAC'B$ Application of (nowledge /$ 1.7$ "escribe "escribe what managers do.

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;) *he emphasis that managers gie to arious actiities is generally based on their 00000000. A) organiational leel B) tenure with the organiation C) e&perience in their field ") s(ill specialty Answer$ A %&planation$ 'tudies show that all managers carry out the four basic functions of planning! organiing! leading! and controlling. oweer! the proportion of time they spend on these actiities usually correlates with organiational leel. *op managers! for e&le! tend to do more planning while first+line managers do more leading and superising. /rganiational tenure! e&perience! and s(ill specialty may contribute only in minor ways to how managers spend their time. "iff$ /$ 1.7$ "escribe "escribe what managers do. ;) *he current research on managerial s(ill points to four general management s(ills. Which of the following is =/* one of the four s(ills? A) 5olitical B) 6nterpersonal C) Conceptual ") 'cientific Answer$ " %&planation$ *he current research by at and others others point out four management s(ills s(ills which include! conceptual s(ills! interpersonal s(ills! technical s(ills and political s(ills. "iff$ 1 /$ 1.7$ "escribe "escribe what managers do. <3) *he four managerial functions first described by ayol are co nsidered the ,best, because 00000000. A) they were deised a long time ago B) most sources still use them C) they date bac( to ancient Dreece and 9ome ") they are no longer popular today Answer$ B %&planation$ ayol#s functions are considered to to be the ,best, because of their their usefulness and popularity. popularity. Most te&ts and authorities on managerial matters use the four functions because they are simple! elegant! and powerful in insight. "iff$ /$ 1.7$ "escribe "escribe what managers do.

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<1) All of the following are e&les of informational roles according to Mintberg %HC%5* 00000000. A) entrepreneur B) monitor C) disseminator ") spo(esperson Answer$ A %&planation$ *he role of an entrepreneur in an organiation is typically typically to identify and procure new business opportunities. 6n Mintberg#s scheme! an entrepreneur ta(es on a decisional role in deciding where to loo( for opportunities oppo rtunities and which ones to inest in. *he other three choices here>monitor! disseminator! disseminator! and spo(esperson>are informational in nature. A monitor (eeps trac( of information. Both a disseminator and spo(esperson distribute information. "iff$ /$ 1.7$ "escribe "escribe what managers do. <-) Which of the following is =/* an e&le of a decisional role according to Mintberg? A) spo(esperson B) entrepreneur C) disturbance handler ") resource allocator Answer$ A %&planation$ Mintberg sees entrepreneur! entrepreneur! disturbance disturbance handler! and resource allocator allocator as decisional roles. *he entrepreneur must decide which opportunity op portunity to select. A disturbance disturbance handler must stand in judgment of indiiduals in a conflict. A resource allocator must decide how to diide resources. Mintberg sees a spo(esperson haing a primary function of communicating what has already been decided. "iff$ /$ 1.7$ "escribe "escribe what managers do. <7) /ne managerial function that is identical in b oth ayol#s and Mintberg#s systems is 00000000. A) leader B) resource allocator C) monitor ") negotiator Answer$ A %&planation$ *here is a great deal of oerlap in the schemes of ayol and Mintberg! but only one category is identical in each system>that of leadership. *he resource allocator role of Mintberg corresponds to the organiing category of ayol. Mintberg#s monitor category is ta(en by ayol#s ay ol#s controlling category. inally! inally! Mintberg#s negotiator role falls under ayol#s leading category. category. "iff$ AAC'B$ 9eflectie thin(ing /$ 1.7$ "escribe "escribe what managers do.



<:) *he managerial role that changes the most between middle and top managers is 00000000. A) planning B) organiing C) controlling ") leading Answer$ A %&planation$ According to %&hibit 1+how much profit they ma(e>as a way to measure success. =on+profits loo( at more aried metrics$ a school may loo( at how well students testF a soup (itchen may loo( at how many people they help! and so on. *he way organiations ma(e decisions! motiate employees! and hire employees is irtually the same for both for+profit and non+profit organiations. "iff$ /$ 1.7$ "escribe "escribe what managers do. <<) *he role of 00000000 is more important for managers of small organiations than for managers wor(ing in large corporations. A) disseminator B) spo(esperson C) entrepreneur ") resource allocator Answer$ B %&planation$ A manager of a small small organiation must wear more than one hat at a time. 6n a small organiation! a manager must fre@uently ta(e on a role of spo(esperson! the embodiment of the organiation to the outside world. ess important for the small organiation manager is the role of official disseminator of information! as that function is usually carried out in a more personal! informal manner in a small firm than in a large large firm. 'mall firm managers must ta(e on entrepreneurial duties but not to the e&tent that their spo(esperson role ta(es. inally! though resource allocator is a major part of a manager#s job for a large firm! it plays almost no part in the priorities of a manager of a small firm. firm. "iff$ /$ 1.7$ "escribe "escribe what managers do.

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<4) 6n a small organiation! which of the following is =/* li(ely to be true? A) 5lanning is not li(ely to be an orchestrated ritual. B) 9elationships are more li(ely to be informal. C) Wor(ers Wor(ers are li(ely to be obsered by computeried monitoring systems. ") *he design of the organiation is li(ely to be less structured and comple&. Answer$ C %&planation$ A small small firm is typically more fle&ible! fle&ible! less formal! less structured! and less comple& than a large firm. 5lanning in a small firm is li(ely to be a freewheeling affair rather than follow a rigid protocol. /ne thing you would not see in a small firm would be computeried monitoring systems. 6nstead! you would e&pect monitoring to be done on a more personal basis! with plenty of opportunity for employees to rectify any mista(es they ma(e. "iff$ AAC'B$ 9eflectie thin(ing /$ 1.7$ "escribe "escribe what managers do. <) Which of the following is =/* a characteristic of a small business? A) has more formal managers than a large business B) has about -33 employees C) is not a ,player, with impact within its industry ") has a relatiely small mar(et share of its product Answer$ A %&planation$ A small small business as defined has ;33 or fewer employees! a small impact on its industry! industry! and a fairly small mar(et share of its product. oweer! owee r! the structure and formality that characterie a manager#s job in a large organiation tend to gie way to informality in small firms. "iff$ /$ 1.7$ "escribe "escribe what managers do. <) Why might a manager for a non+profit organiation seem as concerned with his or her organiation#s financial well+being as a for+profit manager? A) =on+profit managers are ealuated on financial performance only. B) =on+profit managers try to gie the illusion that they care about the ,bottom line., C) =ot+for+profit organiations organiations need to ma(e money to continue operating. ") =on+profit organiations hae an obligation to turn a p rofit. Answer$ C %&planation$ =ot+for+profit =ot+for+profit organiations still still need money if they are to operate and though performance is neer ealuated solely on finances! budgetary health is often critically important in helping the organiation achiee its goals. Being concerned about the ,bottom line, is neer an illusion to these organiations. "iff$ AAC'B$ 9eflectie thin(ing /$ 1.7$ "escribe "escribe what managers do.



43) Which of the following is =/* considered an interpersonal s(ill for a manager as suggested by at? A) communicating B) mentoring C) delegating ") decisieness Answer$ " %&planation$ Wor(ing well with other people both indiidually and in groups by communicating! motiating! mentoring! and delegating. "ecisieness is classified as another important managerial competency. competency. "iff$ /$ 1.7$ "escribe "escribe what managers do. 41) Compared to the manager of a large organiation! a small business manager is more li(ely to be a8n) 00000000. A) specialist B) figurehead C) generalist ") information monitor Answer$ C %&planation$ *he nature of a small business re@uires its managers to be generalists and ta(e ta(e on multiple roles that would be assumed by separate indiiduals in larger firms. or e&le! the manager of a bi(e shop might need to function as a long+range planner! salesperson! spo(esperson! and tas( superisor all at the same time. *his re@uirement of ersatility would rule out being a specialist. *hough a small firm manager may function e&clusiely as a figurehead and information monitor from time to time! a more accurate description of his or her job would be as a generalist. "iff$ 1 AAC'B$ 9eflectie thin(ing /$ 1.7$ "escribe "escribe what managers do. 4-) Enli(e the manager of a small business! the most important concerns of a manager in a large organiation are focused 00000000. A) e&ternally! e&ternally! particularly on entrepreneurial tas(s B) internally! internally! particularly on the allocation of resources C) on setting goals ") on planning ways to improe organiational structure Answer$ B %&planation$ 9esource allocation is typically typically the most important concern for for a manager in a large organiation. or e&le! goals and structural issues in a large car company are li(ely to be well wor(ed out! causing the manager to focus on apportioning the organiation#s ample resources wisely with respect to commitments of time! funds! manpower! and creatie energy. energy. Creation of new business opportunities are much less li(ely to be needed in a large firm than in a small one as the large firm may hae entire departments d eoted to that tas(. "iff$ /$ 1.7$ "escribe "escribe what managers do. -: Copyright 2 -314 5earson %ducation! 6nc.


47) Which of the following statements regarding management and national culture is the most correct? A) *he basic principles of management are uniersal. B) 9esearch shows that managerial practices across all countries are not consistent. C) *here are major differences in the way that most %nglish spea(ing countries iew management. ") *he route of the differences between how countries practice managemen t is based on their economic principles solely. solely. Answer$ B %&planation$ 6f managerial concepts were completely completely generic! they would also apply uniersally uniersally in any country in the world! regardless of economic! social! political! or cultural differences. 'tudies that hae compared managerial practices between countries hae not generally supported the uniersality of management concepts. "iff$ /$ 1.7$ "escribe "escribe what managers do. 4:) Which of the following would political s(ills be most li(ely to help a manager accomplish? A) increasing communication B) mentoring C) defining goals ") building a power base Answer$ " %&planation$ 5olitical s(ills help managers in building a power base base and establishing the right right connections so they can get needed resources for their groups. "iff$ /$ 1.7$ "escribe "escribe what managers do. 4;) Almost all managerial tas(s inole 00000000. A) decision ma(ing B) technical s(ills C) long+term planning ") superb political s(ills Answer$ A %&planation$ 'ome managerial tas(s! such as motiating store employees! re@uire re@uire little or no technical s(ill or long+term planning. %mployee motiation employs a modicum of political s(ill>e.g.! to enlist people to your cause>but a high+leel political s(ill is generally not re@uired. What can#t be aoided at a t all leels of management is the necessity of ma(ing decisions. *he manager trying to motiate employees! for e&le! must decide on the appropriate ,carrots and stic(s, to get his or o r her people to perform successfully. successfully. "iff$ /$ 1.7$ "escribe "escribe what managers do.

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4<) According to at! the four critical managerial s(ills can be classified as 00000000. A) technical! political! conceptual! and empirical B) interpersonal! political! empirical! and technical C) technical! interpersonal! political! and controlling ") technical! political! interpersonal! and conceptual Answer$ " %&planation$ %mpirical s(ills are not a part of at#s at#s scheme. Controlling is a ayol category for managerial function! not a at s(ill category. "iff$ 1 /$ 1.7$ "escribe "escribe what managers do. 44) Enderstanding building codes would be considered a8n) 00000000 s(ill for a building b uilding contractor. A) interpersonal B) technical C) conceptual ") political Answer$ B %&planation$ Building codes hae little to to do with understanding and relating relating to people! so interpersonal s(ills and political s(ills can be ruled out for this @uestion. 6nterpreting a b uilding code would re@uire a contractor con tractor to analye a comple& situation! so it would entail a measure of conceptual s(ill. oweer! the difficulty of dealing with a building code is largely a technical matter of understanding and interpreting the terms and arious highly specialied conentions of the code itself. "iff$ AAC'B$ Application of (nowledge /$ 1.7$ "escribe "escribe what managers do. 4) Ender which category would you classify s(ill in motiating subordinates? A) interpersonal s(ills B) conceptual s(ills C) technical s(ills ") political s(ills Answer$ A %&planation$ Conceptual and technical s(ills are are too abstract and impersonal to to @ualify as a classification for motiational s(ill. Motiating people can feature a considerable amount of political s(ill. oweer! oweer! motiation is less about manipulating a power base within an organiation than it is in simply relating well to other people! so interpersonal s(ills is the best choice for this @uestion. "iff$ AAC'B$ Written Written and oral communication /$ 1.7$ "escribe "escribe what managers do.

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4) "esigning a series of interiew @uestions to proide information about possible customers for a company would primarily re@uire 00000000. A) technical s(ills B) interpersonal s(ills C) conceptual s(ills ") political s(ills Answer$ C %&planation$ "esigning interiew @uestions would certainly re@uire some degree of both interpersonal and political s(ills. oweer! the main challenge of the problem is to thin( through the comple& situation of who would ma(e a li(ely customer for a product. *herefore! conceptual s(ills would be of the highest priority for this tas(. *he tas( would re@uire little! if any! technical s(ills as writing the @uestions could be easily accomplished with a simple word+processing program or pencil and paper. "iff$ AAC'B$ Application of (nowledge /$ 1.7$ "escribe "escribe what managers do. 3) *echnical *echnical s(ills might include 00000000. A) e&cellent erbal s(ills B) proficiency in computer programming C) e&ceptional writing ability ") decision+ma(ing ability Answer$ B %&planation$ *echnical s(ills typically inole the mastery of some (ind of specialied technology or techni@ue that is helpful h elpful for a job. Ierbal Ierbal s(ills and writing ability are too general to @ualify as ,technical., "ecision+ma(ing ability does not inole a special technology or techni@ue. Computer programming! though more common today than it was in preious decades! best @ualifies as a technical s(ill. "iff$ /$ 1.7$ "escribe "escribe what managers do. 1) Which leel of management would be more concerned with designing the oerall o erall structure of an organiation? A) Middle management B) 'uperisory management C) *op management ") irst line management Answer$ C %&planation$ *op managers are concerned with designing the oerall oerall organiation#s structure! structure! whereas middle and ower+leel managers focus on designing the jobs of indiiduals and wor( groups. "iff$ AAC'B$ 9eflectie thin(ing /$ 1.7$ "escribe "escribe what managers do.



-) Which set of s(ills would you e&pect the 5resident of the Enited 'tates to be least in n eed of? A) interpersonal B) political C) conceptual ") technical Answer$ " %&planation$ A president president undoubtedly needs all four s(ills! but not in e@ual @uantities. 5olitical s(ills are obiously re@uired for a politician to get elected and mobilie alliances once elected. 6nterpersonal s(ills would be critical to persuading people to support one#s point of iew. Conceptual s(ills would be re@uired for analying difficult situations situations and naigating through dangerous political waters. 6f any s(ill would be less needed! it would be technical! as technical matters for a president would li(ely be coered by subordinates. "iff$ AAC'B$ 9eflectie thin(ing /$ 1.7$ "escribe "escribe what managers do. Goe! the Manager 8'cenario) As a production superisor! Goe determines the number of output units his department will produce each wee(. /n Monday! he informs his team that the the schedule is going to be difficult this wee( due to the increased number of output units. e 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., %ach day during the wee(! Goe chec(s the amount of output that the employees hae completed and the number of units that hae been rejected. 7) When Goe chec(s the amount of output units that the team has completed and the number of units that hae been rejected! he is performing which management process? A) controlling B) leading C) planning ") organiing Answer$ A %&planation$ Controlling inoles monitoring monitoring ongoing tas(s and ealuating them to see if they are proceeding as planned. 'ince Goe is both monitoring and ealuating! the function he is performing is controlling. eading! planning! and organiing do not hae an e&plicit monitoring component! so controlling is the only function that fits here. "iff$ AAC'B$ Application of (nowledge /$ 1.7$ "escribe "escribe what managers do.

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:) When Goe tells the employees that he is sure they can fulfill the schedule because they are the ones ,who get going when the going gets tough!, he is performing which management process? A) controlling B) leading C) planning ") organiing Answer$ B %&planation$ eading inoles motiating employees and getting getting them to the point where they they ta(e ,ownership, of their tas( and are internally drien to do a good job. 'ince Goe is appealing to these impulses! he is demonstrating leadership. eading is the only function that specifically inoles motiating wor(ers! so it is the only choice that fits for this @uestion. Motiation is not a critical component of controlling! planning! or organiing. "iff$ AAC'B$ Application of (nowledge /$ 1.7$ "escribe "escribe what managers do. *he Busy "ay 8'cenario) "on 'a(aguchi! manager at Control 'ystems! 6nc.! sighs as he sips his coffee at ; A.M. and reads his agenda for the day. "on#s first duty is to preside oer a retirement party for a beloed employee and say a few words on her behalf. =e&t! he will gie a tour to a news reporter who is writing a story on the new plant e&pansion. "on then has a meeting with the unit manager! 5hil Gohnson! to discuss 5hil#s recent performance drop 8a tas( "o n always hates). inally! inally! in the late afternoon! "on will be reiewing the recent e@uipment malfunction and deciding whether to deploy e&tra people to get ge t the e@uipment running as soon as possible. What a dayJ ;) What role will "on be performing when he gies the plant tour to the newspaper reporter? A) monitor B) entrepreneur C) spo(esperson ") resource allocator Answer$ C %&planation$ Diing a tour to a newspaper newspaper reporter is an informational informational role. "on will be showcasing the features of the new plant e&pansion. *his role of spea(ing for the company fits that of a spo(esperson. Diing a tour is not a way of procuring new ne w business opportunities! so it is not an entrepreneurial role. "on is not chec(ing on ongoing tas(s! so he is not functioning as a monitor. monitor. inally! "on is spea(ing rather than ma(ing decisions! so he is no t functioning in the role of resource allocator. allocator. "iff$ AAC'B$ Application of (nowledge /$ 1.7$ "escribe "escribe what managers do.

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<) When "on attends the retirement party! he will be operating in which of the management roles? A) leader B) liaison C) monitor ") figurehead Answer$ " %&planation$ "on#s appearance at the party is largely a ceremonial role>he role>he is representing the organiation during an important eent>so he is performing the role of a figurehead. "on is not specifically proiding motiation for employees! so he is not functioning as a leader. e is not lin(ing to the outside world! so his role does not fit that of a liaison. inally! he is not ealuating or (eeping trac( of tas(s! so he is not functioning in the role of a monitor. monitor. "iff$ 7 AAC'B$ Application of (nowledge /$ 1.7$ "escribe "escribe what managers do. 4) When "on meets with 5hil to discuss 5hil#s output decline! in which management role will "on be operating? A) leader B) figurehead C) disseminator ") spo(esperson Answer$ A %&planation$ A person who resoles resoles conflicts and ,fi&es, tric(y situations that inole people is being a leader. "on#s ability ability to point out 5hil#s failings while at the same time e&horting e&horting 5hil to do better in the future is eidence of "on#s leadership talent. 'ince both disseminator and spo(esperson focus on informational rather than motiational issues! neither matches "on#s role in this tas(. Being a figurehead is an interpersonal role! but it does not inole ironing out interpersonal problems! so it is not the correct choice here. "iff$ 7 AAC'B$ Application of (nowledge /$ 1.7$ "escribe "escribe what managers do. ) What (ind of a manager is "on li(ely to be? A) first+line manager B) C%/ of a major corporation C) low+leel middle manager ") plant manager Answer$ " %&planation$ "on#s appearance at the party and role as host to the reporter reporter suggest that he is clearly aboe the leel of first+line manager and low+leel middle manager. "on is too inoled with eeryday actiities 85hil#s problem and e@uipment malfunction) to be a top C%/. All of this eidence suggests that "on is a fairly high+leel middle manager>a plant manager. "iff$ 7 AAC'B$ Application of (nowledge /$ 1.7$ "escribe "escribe what managers do. 73 Copyright 2 -314 5earson %ducation! 6nc.


) When "on reiews the e@uipment malfunction! what management role will he play in deciding whether to bring in e&tra people? A) monitor B) disseminator C) resource allocator ") disturbance handler Answer$ C %&planation$ *he decision of whether or not to bring in more wor(ers wor(ers is a matter of resource allocation>the resources being wor(ers and the allocation referring to how "on chooses to distribute the people he has on arious tas(s. *he malfunction itself could be classified as a disturbance and "on#s assessment of it a form of monitoring. oweer! the (ey here is "on#s decision to deploy e&tra people! and that again is a matter of resource allocation. "iff$ AAC'B$ Application of (nowledge /$ 1.7$ "escribe "escribe what managers do. *he Deneral Manager 8'cenario) Michelle is the general manager of a power plant. *his morning! she will meet with city officials to discuss enironmental issues. After the meeting! she will confer with the plant#s section managers to address the concerns of the city representaties. *his afternoon! Michelle will meet with a team leader to go oer a complaint filed by an employee. After the complaint meeting! Michelle plans to spend time in the library and on the 6nternet researching new technologies that can be used to improe the performance of her plant. 3) When Michelle learns from city officials about how her plant#s operations may be affecting the enironment! she is performing which management role? A) leader B) resource allocator C) entrepreneur ") liaison Answer$ " %&planation$ 6n meeting with officials officials outside of the the organiation! Michelle is proiding a lin( to the outside world! or functioning as a liaison. /f the other choices gien! leader and resource allocator do not inole communication with the outside world. An entrepreneur may connect with the outside world! but Michelle is not functioning as an entrepreneur because she is not loo(ing for business opportunities. 'o liaison is the only choice that ma(es sense here. "iff$ 7 AAC'B$ Application of (nowledge /$ 1.7$ "escribe "escribe what managers do.



1) When Michelle addresses a complaint filed by an employee! she is performing which management role? A) resource allocator B) disturbance handler C) liaison ") figurehead Answer$ B %&planation$ A complaint complaint is clearly a type of disturbance! so in addressing an employee#s complaint! Michelle is functioning as a disturbance handler. =one of the other roles>resource allocator! liaison! or figurehead>inole addressing problems d irectly or ,fi&ing, situations! so the correct choice here is disturbance handler h andler.. "iff$ AAC'B$ Application of (nowledge /$ 1.7$ "escribe "escribe what managers do. -) When Michelle meets with the section managers to brief them on the concerns of the city officials! which management role is she performing? A) disseminator B) liaison C) disturbance handler ") negotiator Answer$ A %&planation$ Michelle#s meeting with the the section managers is one in which she is dispensing dispensing information or functioning as a disseminator. Michelle is connecting with others here! but she is not a liaison because she is connecting conne cting within the organiation! not outside of it. Michelle is neither addressing a problem nor mediating between parties so she is not functioning in the role of disturbance handler or negotiator. "iff$ AAC'B$ Application of (nowledge /$ 1.7$ "escribe "escribe what managers do.

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7) When Michelle spends time searching for new technologies for her plant! she is performing which management role? A) leader B) entrepreneur C) spo(esperson ") disturbance handler Answer$ B %&planation$ 6n see(ing out and wor(ing to deelop new business opportunities! Michelle Michelle is clearly functioning as an entrepreneur. entrepreneur. An entrepreneur within an organiation deelops new products that can be used to improe the organiation. 6n this case! Michelle is see(ing to deelop a new process that will proide a better and more efficient product. *he other three choices>leader! spo(esperson! and disturbance handler>are all social functions. Being an entrepreneur can hae a social aspect! but a large part of entrepreneurship can be accomplished outside of a social conte&t. or e&le! a chemist can deelop a new formula without the aid of others. 6n this case! Michelle is deeloping a new product on her own. "iff$ 7 AAC'B$ Application of (nowledge /$ 1.7$ "escribe "escribe what managers do. :) Which type of management s(ill does Michelle use most during the day? A) conceptual B) informational C) interpersonal ") political Answer$ C %&planation$ *hree of Michelle#s actiities actiities for the day re@uire interpersonal s(ills>meeting s(ills>meeting with the city officials! meeting with the section managers! and handling the employee#s complaint. Michelle#s research is the only actiity she carries out that does not re@uire some measure of interpersonal s(ill. =one of the other s(ills>conceptual! informational! or political>is used as fre@uently. "iff$ AAC'B$ Application of (nowledge /$ 1.7$ "escribe "escribe what managers do.



;) Michelle#s ealuation of new technologies that can be used in the production processes of her plant is an e&le of which type of management s(ill? A) conceptual B) communication C) political ") interpersonal Answer$ A %&planation$ 6n ealuating new technologies! Michelle must must brea( down and sort out a great deal of comple& information and come to some conclusion about how some of it might be applied to her own situation. *his is clearly an e&le of conceptual s(ill>analying a comple& situation. *he tas( does not re@uire Michelle to communicate her conclusions at this point or use them in a social or political conte&t. 'o ' o the clear choice here is that Michelle is using conceptual s(ill. "iff$ AAC'B$ Application of (nowledge /$ 1.7$ "escribe "escribe what managers do. Application of '(ills 8'cenario) arris! a budding stand+up comedian! spent months hanging out at augh *own! a local club! meeting other stand+ups! doing a lot of listening and finding out how they learned their trade. 6t got to the point where seeral of the star acts were trying out their new material on arris. 6f arris laughed! the material must be good! they said. inally arris got to the point where he wanted to try out his own act. Bobby D! a successful comic! agreed to listen to arris. Bobby laughed a few times! but as he performed his material arris couldn#t help but wonder about the odd! pained e&pression on Bobby#s face. When it was oer! o er! Bobby told him! ,Iery ,Iery funny! arris. eep wor(ing on it., 6t was at that point that arris decided he would become an agent for other comedians. 'omehow! he (new that that was what he was truly suited for. <) 9ecogniing that the pained e&pression on Bobby D#s face had more meaning than Bobby#s encouraging words is an e&le of arris using which s(ill? A) conceptual s(ill B) political s(ill C) interpersonal s(ill ") technical s(ill Answer$ C %&planation$ *he clues Bobby gae that reealed his true true feelings were subtle subtle and difficult to to detect. Ket! Ket! arris used his interpersonal s(ill to infer Bobby#s true feelings about his act. arris noticed Bobby#s pained e&pression and realied that it! more than Bobby#s words! was telling him that his act was probably not ery funny. "iff$ AAC'B$ Application of (nowledge /$ 1.7$ "escribe "escribe what managers do.

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4) "etermining who reports to whom is part of the controlling function of management. Answer$ A'% %&planation$ *he controlling function is largely a process of monitoring and ealuation. 'ubordinates are obsered to see if they are wor(ing efficiently. efficiently. 5rograms are ealuated to ma(e sure they are progressing toward organiational goals. "eciding who reports to whom is not a part of this function. "iff$ 1 /$ 1.7$ "escribe "escribe what managers do. ) 5roiding motiation is part of the controlling function of management. Answer$ A'% %&planation$ Motiating employees falls under the category of leadership for a manager! not controlling. "iff$ /$ 1.7$ "escribe "escribe what managers do. ) "efining goals is a (ey part p art of the organiing function of management. Answer$ A'% %&planation$ "efining goals for an organiation organiation is part of the planning! rather than the organiing! function of management. Esually only top managers participate in defining broad! strategic goals! while all managers define goals for practical leels of organiation operation. "iff$ 1 /$ 1.7$ "escribe "escribe what managers do. 133) "eciding who will be assigned to which job is a part of the leading function of management. Answer$ A'% %&planation$ Assigning tas(s falls largely largely in the category of organiing. eading is concerned with directing and motiating employees. "iff$ 1 /$ 1.7$ "escribe "escribe what managers do. 131) ayol#s management processes are completely e@ uialent to Mintberg#s management roles. Answer$ A'% %&planation$ ayol#s four functions functions of management are planning! leading! controlling! controlling! and organiing. Mintberg#s categories include some of these functions! such as leading and ma(ing planning decisions! but leae out the others. *hough the two systems can ultimately be reconciled with one another! it would be a stretch to say that they are e@uialent. *he strength of the two systems is that they represent different points of iew and proide two different lenses with which to obsere and analye management. "iff$ 7 /$ 1.7$ "escribe "escribe what managers do.

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13-) 6n Mintberg#s iew! the roles of figurehead! leader! and liaison are all interpersonal roles. Answer$ *9E% %&planation$ Mintberg sees the the manager#s interpersonal chores as proiding motiation and support 8leading)! representing the part of the organiation you control 8figurehead)! and connecting with other parts of the organiation andLor the outside world 8liaison). "iff$ /$ 1.7$ "escribe "escribe what managers do. 137) "isturbance handler is one of Mintberg#s interpersonal roles. Answer$ A'% %&planation$ *hough ,disturbance handler, sounds li(e an interpersonal interpersonal role! it falls falls under Mintberg#s category of decisional roles. A disturbance handler must decide how to address problems that arise in a way that will best benefit the organiation. organiation. "iff$ /$ 1.7$ "escribe "escribe what managers do. 13:) A (ey difference difference between ayol#s and Mintberg#s iew of management is that ayol#s  ayol#s iew was based on empirical obserations of managers in action. Answer$ A'% %&planation$ 6t was Mintberg! Mintberg! rather than ayol! who based his categories categories on what managers actually do. ayol#s categories were based on e&perience! but his data was not collected in a systematic manner manne r. "iff$ /$ 1.7$ "escribe "escribe what managers do. 13;) Most people who study management thin( that ayol#s categories are more useful than Mintberg#s. Answer$ *9E% %&planation$ *hough ayol#s scheme was not based on scientifically collected data! the simplicity of his categories has made it more popular in managemen t circles than Mintberg#s more complicated scheme. "iff$ AAC'B$ 9eflectie thin(ing /$ 1.7$ "escribe "escribe what managers do. 13<) A typical typical first+leel manager spends more of his or her time leading than planning. Answer$ *9E% %&planation$ /f the three managerial leels! leels! first+leel managers proportionally spend the most time leading and the least time planning. *ypically! *ypically! first+leel managers spend about twice as much time leading as they do planning. "iff$ /$ 1.7$ "escribe "escribe what managers do.

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134) Because profit! or the ,bottom line!, is not the measure of success for not+for+profit organiations! managers of charitable organiations do not hae to co ncern themseles with the financial aspects of their organiations. o rganiations. Answer$ A'% %&planation$ Managers of non+profit organiations organiations are interested in the financial aspects of their their organiations primarily for reasons of efficiency. Denerally! Denerally! the less money and resources they waste in being inefficient! the more they hae for a ttaining their actual goals. "iff$ AAC'B$ 9eflectie thin(ing /$ 1.7$ "escribe "escribe what managers do. 13) All managers deote at least some of their time to planning. Answer$ *9E% %&planation$ *hough higher+leel managers generally do more planning! een the lowest first+ first+ leel manager will spend some of his or her time planning. Denerally! the lower the manager! the less strategic his or her planning is li(ely to be. "iff$ /$ 1.7$ "escribe "escribe what managers do. 13) A manager in a large business generally will spend more of h is or her time as a spo(esperson and entrepreneur than his or her h er counterpart in a small business. Answer$ A'% %&planation$ /nly the ery top managers in in a large firm spend much time in spo(esperson and entrepreneurial roles. 6n a small firm! a manager is much more li(ely to ta(e on the role as a spo(esperson or a ,rainma(er, who procures new business. "iff$ /$ 1.7$ "escribe "escribe what managers do. 113) *he political s(ills of a manager consist mainly of the ability to understand the wor(ings of goernment and to present information effectiely to others in the form of political speechma(ing. Answer$ A'% %&planation$ 5olitical s(ills hae little to do with with ma(ing speeches or understanding goernment. 6nstead! political s(ills for a manager inole ac@uiring a power base within an organiation of loyal allies who pledge support. "iff$ 7 /$ 1.7$ "escribe "escribe what managers do. 111) 111) *echnical *echnical s(ills inole a manager#s ability to thin( logically and effectiely about comple& situations. Answer$ A'% %&planation$ *hin(ing logically about comple& situations situations is a conceptual s(ill rather than a technical s(ill. "iff$ /$ 1.7$ "escribe "escribe what managers do.



11-) A small business manager in many ways combines the roles of top manager and first+line manager in a large business. Answer$ *9E% %&planation$ A small small business manager is usually a generalist. e or she may map out planning strategy li(e a top manager at one on e point in a day and superise wor(ers li(e a first+line manager during a different point in a day. "iff$ /$ 1.7$ "escribe "escribe what managers do. 117) 6n a short essay! essay! list and e&plain the four basic functions of management. Answer$ 5lanning inoles the process of defining goals! establishing establishing strategies for achieing those goals! and deeloping plans to integrate and coordinate actiities so the organiation can achiee its goals. 5lanning can be short term in scope>planning tomorrow#s schedule>or long term>creating a fie+year e&pansion plan. /rganiing inoles the process of determining what tas(s need to be done! who should do them! how the tas(s are to be grouped! who reports to whom! and where decisions are to be made. eading is primarily concerned with motiating subordinates and getting them to wor( in the most effectie and efficient ways possible. eading also inoles directing and instructing subordinates! as well as resoling any conflicts that arise between them. A leader is a role model who must always (eep in mind that his or her e&le is being obsered ob sered by subordinates. *ypically! ypically! a leader who is fair! consistent! sets high standards! and lies up to those standards has the best results. Controlling is largely a function of monitoring subordinates to ensure that wor( is proceeding as it should and goals will be met. %aluation is a (ey part of controlling. Managers Manag ers must correct inefficiencies and flaws in the process that is being carried out. Controlling also inoles rewarding productie indiiduals and disciplining unproductie indiiduals to g ie incentie for them to meet organiational goals. "iff$ AAC'B$ Analytical thin(ing /$ 1.7$ "escribe "escribe what managers do. 11:) 6n a short essay! essay! describe the four main types of managerial s(ills identified by 9obert at. Answer$ 9esearch by 9obert . at concluded that managers needed four essential s(ills. s(ills. *hese are technical s(ills! interpersonal s(ills! political s(ills! and conceptual s(ills. *echnical *echnical s(ills are the job+specific (nowledge and techni@ues ne eded to perform specific tas(s proficiently. proficiently. 6nterpersonal s(ills inole understanding! mentoring! and motiating indiiduals and groups of people. 5olitical s(ills include the ability to build a power base and establish beneficial connections. Conceptual s(ills are the s(ills managers use to thin( and to conceptualie about abstract and comple& situations. "iff$ 7 AAC'B$ Analytical thin(ing /$ 1.7$ "escribe "escribe what managers do.

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11;) What was the primary cause of demise for such companies as %nron! " ae  Barry#s! and Circuit City? A) poor management B) difficult economic conditions C) corruption ") goernmental regulation Answer$ A %&planation$ "ifficult economic conditions may hae contributed to the failure failure of the companies listed! but many of their competitors faced the same challenge and did not go ban(rupt. *here is no eidence that corruption had undue influence on any of these failed enterprises. 9egulation was also not a li(ely cause of their problems since again! competitors somehow managed to surie and een flourish under the same or similar circumstances. *his leaes poor management as the primary cause of the failure of each company. "iff$ /$ 1.:$ %&plain why it#s important to study management. 11<) Who stands to benefit least from studying management? A) a pro football coach B) a pro football fan C) a pro football owner ") a pro football player Answer$ B %&planation$ 5robably all four indiiduals can benefit from the study of management. *he coach! as a manager of players! can probably benefit the most from learning effectie management techni@ues. *he owner similarly functions as a top e& ecutie of an organiation 8the team) and can easily obtain benefit be nefit in better management. An indiidual player is not a manager per se! yet to gain insight into the behaior and priorities of both his coach and his fellow players! the player stands to gain from studying management. 6t is the fan! whose purpose is simply to enjoy the game! who has the least to gain from learning about management. Enderstanding how the game is organied and managed is not li(ely to increase a fan#s pleasure in watching the game. "iff$ 7 AAC'B$ 9eflectie thin(ing /$ 1.:$ %&plain why it#s important to study management.

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114) We We all hae a ested interest in understanding the way organiations are managed because 00000000. A) we all stand to gain financially from organiational profits B) we interact with organiations eery day of our lies C) we all depend on organiations for employment ") organiations dictate eery facet of our lies Answer$ B %&planation$ Many indiiduals do not gain financially financially from organiations organiations for employment or income. or e&le! a computer repair person may wor( completely independently and gain little or nothing directly from organiations. /rganiations hae great influence oer people#s lies! but it is an oerstatement to claim that they ,dictate, all facets of our lies. /rganiations may not determine eerything in our lies! but understanding such important entities can be ery helpful. "iff$ AAC'B$ 9eflectie thin(ing /$ 1.:$ %&plain why it#s important to study management. 11) %en people who hae no plans to be managers can benefit from studying management because 00000000. A) they are li(ely to be managed in their wor( career B) eeryone ends up managing C) they need to be able to outsmart their managers ") management helps people control their emotions Answer$ A %&planation$ Almost all people must interact with managers in their their wor( careers! and most of them will be managed in some capacity. capacity. 'o being aware of management concepts is useful for the ast majority of people. "iff$ /$ 1.:$ %&plain why it#s important to study management. 11) Which of the following is the mar( of a well+managed company? A) 6t can build b uild a customer base @uic(ly. @uic(ly. B) 6t can find ways to prosper een in economically challenging times. C) 6t doesn#t need to worry about customer loyalty. loyalty. ") 6t can find ways to prosper during economic ec onomic boom times. Answer$ B %&planation$ Many companies can ma(e a profit in in a good economic climate. *he mar( mar( of a company that is truly well run is that it can find ways to stay profitable in bad times or under conditions of adersity. adersity. Companies such as Apple hae needed to reinent themseles numerous times in order to succeed. "iff$ /$ 1.:$ %&plain why it#s important to study management.

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1-3) Companies that are well managed can prosper during difficult economic times by depending on 00000000. A) goernment bailouts B) filing for ban(ruptcy C) raising prices ") a loyal customer base Answer$ " %&planation$ Well+managed companies! barring catastrophic and undesered misfortune! misfortune! should neer need to depend on goernment bailouts or ban(ruptcy to surie>let alone prosper. 9aising prices is also not a wise strategy for braing braing hard economic times! as more e&pensie products could sere to decrease rather than increase reenue. *he best strategy for suriing adersity is haing a loyal customer base. Although reenues may decrease! haing faithful customers can usually get a company through a downturn. "iff$ /$ 1.:$ %&plain why it#s important to study management. 1-1) Which of the following is a difficult ethical challenge to new managers in today#s business climate? A) not being able to hire new employees B) haing to fire employees who are not productie C) not receiing training in the transition to management ") increasing the amount that employees pay for health care Answer$ C %&planation$ 6n the brea(out bo&! ,A Nuestion of %thics!, ;O of new managers indicated that they receied no training to ma(e the transition to manager. "iff$ /$ 1.:$ %&plain why it#s important to study management. 1--) %en people who hae no plans to be managers can benefit from studying management because 00000000. A) they are li(ely to be managed in their wor( career B) eeryone ends up managing C) they need to be able to outsmart their managers ") management helps people control their emotions Answer$ A %&planation$ Almost all people must interact with managers in their their wor( careers! and most of them will be managed in some capacity. capacity. 'o being aware of management concepts is useful for the ast majority of people. "iff$ /$ 1.:$ %&plain why it#s important to study management.



1-7) A business can hae 7;3 employees and still be considered a small business. Answer$ *9E% %&planation$ A small small business may hae up to ;33 employees if it doesn#t engage in any major innoatie practices or hae ha e a large impact on its industry. "iff$ 1 /$ 1.:$ %&plain why it#s important to study management. 1-:) Management has an impact on all businesses! but there are almost no e& amples of businesses that hae failed because of poor management. Answer$ A'% %&planation$ %&les of businesses that that hae filed for ban(ruptcy due to poor management include Dimbel#s! "ae  Barry#s! Circuit City! %nron! and many others. "iff$ /$ 1.:$ %&plain why it#s important to study management. 1-;) Management should stay out of the topic of social media. Answer$ A'% %&planation$ Managers today need a better understanding of social media in order to proide better guidelines for using them and because it is an important way to attract and interact with customers. "iff$ /$ 1.:$ %&plain why it#s important to study management. 1-<) 'tudying management can be e&tremely useful een for those who don#t plan to be managers themseles. Answer$ *9E% %&planation$ Most people will either either be managers or be managed. 'tudying management helps people deal with the managers in their lies. "iff$ 1 /$ 1.:$ %&plain why it#s important to study management.

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1-4) 6n a short essay! briefly discuss the importance of studying management. Answer$ or a future manager! studying management is a ,no+brainer., ,no+brainer., 6n general! the more you (now about successful management practices the more li(ely you are to become a successful manager. manager. %en if you are not going to become a manager! there are plenty of reasons to study management. 6f you become a nonmanagerial employee! for e&le! studying management can help you understand the managers you hae to deal with. 6f you end up wor(ing in a system that does not inole management>for manage ment>for e&le! as an artist or an actor>you are still highly li(ely to end up dealing with management in important ways. An artist! for e&le! may wor( on her own o wn for the most part! but she still must be able to negotiate the tric(y waters of dealing with galleries! dealers! museums! and so on! all of which inole managers and management. %en if you can aoid managers of all types! you will undoubtedly earn and inest money in your life! and understanding management will help you inest that money wisely. As recent economic troubles hae proed! good management is more important than eer. *hose who try to inest well without (nowing about good management managemen t practices inest at their peril. A final reason for studying management is the reality that most students! once they graduate from college and begin their careers! will either manage or be managed. "iff$ 7 AAC'B$ 9eflectie thin(ing /$ 1.:$ %&plain why it#s important to study management. 1-) 6n a short essay! e&plain why customer satisfaction is becoming increasingly important in today#s business world. Answer$ Companies are finding that their success often depends on customer loyalty! loyalty! and that loyalty in turn depends dep ends on the relationship the customer has with the company. A good e&le of this is 'tarbuc(s. A few years ago! as business for 'tarbuc(s began to wane! the company did some major rethin(ing of its products and serices. /ne ( ey thing that 'tarbuc(s did was listen to customers who didn#t li(e to pay for wi+fi serice when they went to a coffee shop. 'o 'tarbuc(s changed its long+term policy and proided free wi+fi for customers! a practice that increased business and showed customers that 'tarbuc(s really listened to them and was willing to change if an issue was important. "iff$ 7 AAC'B$ 9eflectie thin(ing /$ 1.:$ %&plain why it#s important to study management.



1-) 6n a short essay! e&plain why innoation is becoming increasingly important in today#s business world. Answer$ Companies are finding that if if they don#t (eep innoating they fall fall behind competitors. A good e&le of this situation inoles Apple. %en after being perhaps the most innoatie company of the last ;3 years! yea rs! inenting such things as i*unes! i5ods! i5ads! and i5hones! Apple finds that if it doesn#t (eep improing its innoations! it gets o erta(en by competition. An e&le is the i5hone. 6nstead of standing still and allowing "roid phones to ta(e oe r! Apple has recently ac@uired some amaing innoations that will (eep it ahead of its competitors>at least for a while. "iff$ 7 AAC'B$ 9eflectie thin(ing /$ 1.:$ %&plain why it#s important to study management. 173) A common factor that all managers face in today#s world is the 00000000. A) changing nature of wor( B) lagging deelopment of technology C) demand to moe to a production based economy ") boredom of employees Answer$ A %&planation$ 6n today#s world! world! managers are dealing dealing with changing wor(places! a changing wor(force! global economic and political po litical uncertainties! and changing technology. "iff$ 7 /$ 1.;$ "escribe the factors that are reshaping and redefining management. 171) *he decision of the Seattle the Seattle Post Intelligencer newspaper newspaper to go ,all+digital, resulted in 00000000. A) managers needing to hire new employees B) managers needing to drastically reduce their wor(force C) no wor(force changes! but changes in the price of the paper ") ery few changes in the way the paper did business Answer$ B %&planation$ *he digital ersion of the the newspaper resulted in a wor(force wor(force reduction of 1<; employees to about -3 employees. /biously! /biously! no new employees were needed! and there were large changes in the wor(force and the way the paper did business. "iff$ /$ 1.;$ "escribe the factors that are reshaping and redefining management.

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17-) ow do customers play a role in changing the job of the modern manager? A) Managers are learning to thin( of customers c ustomers as adersaries in a battle of surial. B) Managers are initing customers to ta(e control of the planning and design of new ne w products. C) Managers are increasingly de+emphasiing customer satisfaction as a major goal. ") Managers are increasingly including customer satisfaction as a major goal. Answer$ " %&planation$ Managers are beginning to see the the importance of customer satisfaction satisfaction as a measure of organiational success. 9ather than simply loo( at short+term profit! managers increasingly are focusing on the long+term goal of building a base of satisfied customers who will remain loyal. Accordingly! Accordingly! rather than de+emphasiing the customer! seeing the customer cu stomer as an enemy! or ,partnering!, managers are increasingly iewing customers as a database that proides meaningful feedbac( on the true alue of their product. "iff$ /$ 1.;$ "escribe the factors that are reshaping and redefining management. 177) *he C%/ of Cisco 'ystems li(es to 00000000. A) read emails from satisfied customers B) listen to oice mails from satisfied customers C) listen to oice mails from dissatisfied customers ") argue with dissatisfied customers and try to conince them that they are wrong Answer$ C %&planation$ *he C%/ of Cisco 'ystems 'ystems li(es to hear the emotion emotion and frustration in in a customer#s oice when lodging a complaint. *hat is why he listens to oice mails to get insight into how the company is performing. pe rforming. 9eading emails! he claims! does not proide the depth of feeling that oice mails proide. Arguing might be something that the C%/ is tempted to do but hasn#t reported doing so far. far. "iff$ /$ 1.;$ "escribe the factors that are reshaping and redefining management. 17:) What does a company#s prompt! courteous! an d helpful answering of a telephone with a human operator signal to the customer who is calling? A) *he company has high prices. B) *he company is wasting resources on telephone operators. C) *he company is responsie to the customer#s needs. ") *he company has low prices. Answer$ C %&planation$ 6n today#s competitie business business enironment! high+@uality customer serice serice sends a signal that the company is willing to do whateer is necessary to please the customer>including hiring costly human operators to field phone ca lls. *he other possible signals>that the company has high prices! low prices! or is wasteful>are ery un li(ely. li(ely. or most products! pricing would be minimally affected by the presence of human operators. ' ince customer serice is now recognied as being highly important! it is unli(ely u nli(ely that customers would iew high+@uality customer serice as wasteful. "iff$ /$ 1.;$ "escribe the factors that are reshaping and redefining management.

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17;) Why is innoation a (ey component compon ent of a manager#s job in today#s business enironment? A) 6nnoation (eeps employees on their toes. B) 6nnoation gies companies a ,fresh, image without changing much real substance. C) =ew approaches are always superior to old approaches. ") 6nnoation efforts are needed in all types of organiations. Answer$ " %&planation$ 6nnoation means doing things differently! differently! e&ploring new territory! territory! and ta(ing ris(s. And innoation isn#t just for high+tech or other technologically sophisticated organiationsF innoatie efforts are needed in all types of organiations. "iff$ /$ 1.;$ "escribe the factors that are reshaping and redefining management. 17<) Which of the following did a Dallop poll find to be the most important ariable in employee productiity? A) pay leel B) @uality of the employee+superisor relationship C) @uality of the wor(place enironment ") the benefits that employees enjoyed Answer$ B %&planation$ *he number one most important ariable ariable in ma&imiing productiity was found to be the relationship between employees and their superising managers. *his finding is a strong indication that good management really matters. %mployees who respect and hold a high opinion of their superisors wor( harder and more efficiently than those with less faorable relationships. "iff$ /$ 1.;$ "escribe the factors that are reshaping and redefining management. 174) 9esearch has shown that talented managers contribute about 00000000 percent more to profit than aerage managers. A) 13 B) -; C) ;3 ") 3 Answer$ C %&planation$ %idence from Dallup and other studies studies point to the higher success rate of engaging and talented managers. 9esearch has shown that talented managers contribute about : percent higher profit to their companies than do aerage managers. "iff$ /$ 1.;$ "escribe the factors that are reshaping and redefining management.

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17) Which management challenge refers to management#s responsibility to be attentie to enironmental and societal challenges? A) social media B) politics C) managerial ethics ") sustainability Answer$ " %&planation$ rom a business perspectie! perspectie! sustainability has been defined as a company#s ability to achiee its business goals and increase long+term shareholder alue by integrating economic! enironmental! and social opportunities o pportunities into its business strategies. "iff$ /$ 1.;$ "escribe the factors that are reshaping and redefining management. 17) "escribed as the new frontier! this new challenge for managers has the potential to both boast and drain employee productiity. productiity. A) organiational politics B) social media C) enironmental actiism ") intrapreneurship Answer$ B %&planation$ More and more businesses are turning to social media media not just as a way to connect with customers but also as a way to manage manag e their human resources and tap into their innoation and talent. *hat#s the potential power of social media! b ut the potential peril is in how it#s used. "iff$ /$ 1.;$ "escribe the factors that are reshaping and redefining management.


Test Bank for Fundamentals of Management 10th Edition by Robbins

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