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Management An Interactive Approach 1e Kelly Mollica, Nicole Coomber
(Test Bank All Chapters, 100% Original Verified, A+ Grade)
Management: An Interactive Approach, 1e (Mollica)
Chapter 1 Management and Ethics in a Global World
1) Terrell is excited to begin his new position as a manager for Cheddar's Restaurant. As a
manager, what is Terrell's primary task?
A) Creating an advertising campaign for the restaurant chain
B) Administering a new health insurance plan during open enrollment
C) Developing a new software program for promotion
D) Guiding employees toward achievement of the organization's goals
Answer: D
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: What Is Management?
Difficulty level: Challenging
AACSB: Application of knowledge
2) As a new manager in his department, Mauricio is focused on getting things done quickly by
using the least amount of resources and producing minimal waste. Mauricio's primary focus is
on:
A) efficiency.
B) effectiveness.
C) quality control.
D) financing.
Answer: A
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: What Is Management?
Difficulty level: Moderate
AACSB: Application of knowledge
3) Jeff is looking for a new job. On his resume, Jeff details his ability to get things done quickly
and using the least amount of resources such as money and employee effort. On Jeff's resume, he
focuses on:
A) effectiveness.
B) efficiency.
C) administration.
D) functional expertise.
Answer: B
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: What Is Management?
Difficulty level: Moderate
AACSB: Application of knowledge
1
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4) Omar was hired as a consultant for a multinational corporation. He determines that the
organization needs help getting things done quickly and using the least amount of resources such
as money and employee effort. Omar's recommendation for the organization would be to
improve:
A) effectiveness.
B) efficiency.
C) administration.
D) functional expertise.
Answer: B
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: What Is Management?
Difficulty level: Moderate
AACSB: Application of knowledge
5) Breanna is conducting performance appraisals with her employees. One of her employees has
not been meeting expectations with his level of performance. As Breanna meets with this
employee, her discussion includes the difference between efficiency and effectiveness. How
should Breanna explain efficiency and effectiveness to her employee?
A) Efficiency means developing a universal program for all newly hired candidates;
effectiveness means being the best in the industry.
B) Efficiency means focusing on future goals as a way to profitability; effectiveness means
creating development plans.
C) Efficiency means creating a sustainable competitive advantage; effectiveness means
accomplishing value, importance, and objectivity.
D) Efficiency means getting things done quickly with the least amount of resources;
effectiveness means achieving important goals.
Answer: D
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: What Is Management?
Difficulty level: Challenging
AACSB: Application of knowledge
6) On a recent job interview, Tara was asked about her effectiveness as a manager. What should
Tara include in her response to this question?
A) Tara should include her ability to get things done quickly.
B) Tara should include her ability to use the least amount of resources.
C) Tara should include her ability to achieve important goals.
D) Tara should include all of these.
Answer: C
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: What Is Management?
Difficulty level: Challenging
AACSB: Application of knowledge
2
.
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7) In a recent departmental meeting, Cynthia was asked to make a recommendation to the
management team on the organization's effectiveness. Which of the following is the best way for
Cynthia to describe effectiveness to the management team?
A) Getting things done quickly
B) Using the least amount of resources
C) Producing minimal waste
D) Achieving important goals
Answer: D
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: What Is Management?
Difficulty level: Moderate
AACSB: Application of knowledge
8) Victor was asked to complete a self-assessment prior to his performance appraisal with his
manager. He would like to discuss his ability to get things done quickly using the least amount of
resources and producing minimal effort. Victor's focus on his self-assessment is on:
A) effectiveness.
B) efficiency.
C) administration.
D) functional expertise.
Answer: B
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: What Is Management?
Difficulty level: Moderate
AACSB: Application of knowledge
9) Katelyn is developing her LinkedIn profile and wants to include her effectiveness on past
projects in her organization. Which of the following should Katelyn include as a measure of her
effectiveness?
A) Her ability to achieve important goals
B) Her ability to get things done quickly
C) Her ability to use the least amount of resources
D) Her ability to produce minimal waste
Answer: A
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: What Is Management?
Difficulty level: Moderate
AACSB: Application of knowledge
3
.
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10) Kalani is interviewing for her first job as a manager. What will likely be one of Kalani's key
responsibilities as a manager?
A) Develop a business plan for a new product
B) Raise the necessary capital from financial and nonfinancial institutions
C) Guide employees to achieve organizational goals
D) Export the company's main product into international markets
Answer: C
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: What Is Management?
Difficulty level: Easy
AACSB: Application of knowledge
11) Sunanda is giving a presentation to a group of businesspeople in her community. The topic
of her presentation is management. How should Sunanda describe management so that
businesspeople in her audience understand?
A) The ability to persuade others to buy the product
B) Collaborating with others to create a brand image
C) Creating a unique selling proposition
D) The practice of getting work done through others
Answer: D
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: What Is Management?
Difficulty level: Easy
AACSB: Application of knowledge
12) Lionel wants to increase the extent his employees feel emotionally connected to their jobs
and the organization. In this example, Lionel wants to increase his employees':
A) engagement.
B) profitability.
C) development.
D) mobility.
Answer: A
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: Why Is Having Great Managers Important?
Difficulty level: Easy
AACSB: Application of knowledge
4
.
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13) One of the strategic goals of Marissa's organization is to increase employee engagement.
Employee engagement is best described as the:
A) likelihood of merit increases based on performance.
B) tendency to create equity among team members.
C) ability to increase motivating and hygiene factors.
D) extent of emotional connection and commitment to job and organization.
Answer: D
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: Why Is Having Great Managers Important?
Difficulty level: Challenging
AACSB: Application of knowledge
14) As a manager with many years of experience, Derrick understands that it's important to keep
his employees engaged so that they will be committed to their jobs and the organization. Which
of the following should Derrick do to keep his employees engaged?
A) Define outcomes to be achieved
B) Provide feedback on how well employees are doing their jobs
C) Give frequent recognition for achievements and good work
D) All of these
Answer: D
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: Why Is Having Great Managers Important?
Difficulty level: Easy
AACSB: Application of knowledge
15) Ashley works hard to ensure that her employees feel emotionally connected and committed
to their job and the organization. In doing so, Ashley encourages:
A) delegation.
B) downsizing.
C) employee engagement.
D) all of these.
Answer: C
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: Why Is Having Great Managers Important?
Difficulty level: Moderate
AACSB: Application of knowledge
5
.
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16) Justin recently completed an employee survey to assess the level of employee engagement.
The results of the survey indicate that some employees do not feel actively engaged in their job
or in the organization. What could top management at Justin's organization do to keep employees
engaged?
A) Top management could downsize the organization.
B) Top management could give employees more time off.
C) Top management could restructure to a mechanistic organizational structure.
D) Top management could listen to and care about employees.
Answer: D
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: Why Is Having Great Managers Important?
Difficulty level: Challenging
AACSB: Application of knowledge
17) Kimberly tries to listen to and care about each of her employees so that they will feel
committed to the organization and perform their best work. Kimberly encourages:
A) delegation.
B) downsizing.
C) employee engagement.
D) all of these.
Answer: C
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: Why Is Having Great Managers Important?
Difficulty level: Moderate
AACSB: Application of knowledge
18) Helena recognizes that employee commitment is important to a productive organization and
wants her employees to feel committed to their jobs and the organization. One of the strategies
Helena should use to keep her employees engaged is:
A) require financial oversight of employee purchases over $1,000.
B) understand what employees do best and get them into roles where they can use their talents
and strengths.
C) create cross-functional teams in virtual organizations.
D) increase the availability of medical, dental, and vision insurance.
Answer: B
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: Why Is Having Great Managers Important?
Difficulty level: Moderate
AACSB: Application of knowledge
6
.
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19) Alaina's employees responded that they do not feel engaged at work on a recent employee
survey. What could Alaina do to encourage employee engagement in her organization?
A) Alaina can require employees to create individual development plans.
B) Alaina can encourage employees to gain additional certifications.
C) Alaina can ensure employees have adequate medical insurance and benefits.
D) Alaina can ask employees for their opinions and input.
Answer: D
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: Why Is Having Great Managers Important?
Difficulty level: Moderate
AACSB: Application of knowledge
20) Rajee's primary responsibilities are to develop a strategic plan for her organization, make
decisions on the overall direction of the business, formulate company-wide policies, and steer the
organization toward achieving its goals. Rajee would be considered a:
A) mid-level manager.
B) top-level manager.
C) lower-level manager.
D) community liaison.
Answer: B
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: What Are the Levels and Types of Managers?
Difficulty level: Moderate
AACSB: Application of knowledge
21) Emilio is participating in a networking activity with members of his industry to see if he can
make connections and find a new job as a lower-level manager. As a lower-level manager, what
would Emilio's responsibilities include?
A) Assigning tasks to hourly workers
B) Developing company-wide policies
C) Formulating the company's long-term strategy
D) Resolving conflicts among the various company divisions
Answer: A
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: What Are the Levels and Types of Managers?
Difficulty level: Challenging
AACSB: Application of knowledge
7
.
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22) Stuart is developing his LinkedIn profile to highlight his performance in his current position.
On the LinkedIn profile, Stuart details that he has experience assigning tasks to hourly
employees in his department, ensuring work gets done on schedule, and providing performance
feedback to employees. Stuart is most likely a:
A) mid-level manager.
B) top-level manager.
C) lower-level manager.
D) community liaison.
Answer: C
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: What Are the Levels and Types of Managers?
Difficulty level: Challenging
AACSB: Application of knowledge
23) Which of the following is an example of a mid-level manager?
A) Chief Operating Officer
B) Chief Information Officer
C) Sales Manager
D) Crew Leader
Answer: C
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: What Are the Levels and Types of Managers?
Difficulty level: Easy
AACSB: Application of knowledge
24) Giles is excited to be applying for a mid-level manager in his organization. What are the
primary responsibilities of a mid-level manager?
A) Oversee different departments of the organization
B) Formulate company-wide policies
C) Engage in strategic planning
D) Provide performance feedback
Answer: A
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: What Are the Levels and Types of Managers?
Difficulty level: Moderate
AACSB: Application of knowledge
8
.
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25) Olivia, Jacob, Brianna, and Brendan are working on a team to measure OSHA requirements
in their organization. Olivia's role is to determine what needs to be accomplished today,
tomorrow, and in the future. Olivia is focused on ________ in her team project.
A) organizing
B) controlling
C) planning
D) monitoring
Answer: C
Learning Objective: 1.2 Identify managerial functions, roles, and skills.
Topic/Concept: Planning
Difficulty level: Moderate
AACSB: Application of knowledge
26) As a top-level manager, Emma works to develop goals for the organization's future as part of
overall strategy. Which of the following factors should Emma consider as she plans for her
organization?
A) The economy
B) The organization's customers
C) The organization's competitors
D) All of these
Answer: D
Learning Objective: 1.2 Identify managerial functions, roles, and skills.
Topic/Concept: Planning
Difficulty level: Challenging
AACSB: Application of knowledge
27) As a manager in his organization, Nigel is responsible for deciding how to allocate people to
jobs, clustering jobs into departments and teams, and coordinating work across the organization.
Nigel's primary responsibility is in:
A) organizing.
B) controlling.
C) planning.
D) leading.
Answer: A
Learning Objective: 1.2 Identify managerial functions, roles, and skills.
Topic/Concept: Organizing
Difficulty level: Moderate
AACSB: Application of knowledge
9
.
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28) Jordan is looking for a new position at a competitor's organization. In his new position,
Jordan wants to be able to set a clear vision for his organization and use communication,
motivation, power, and influence to lead his employees toward the achievement of that vision.
Which managerial function is Jordan focusing on?
A) Organizing
B) Controlling
C) Planning
D) Leading
Answer: D
Learning Objective: 1.2 Identify managerial functions, roles, and skills.
Topic/Concept: Leading
Difficulty level: Moderate
AACSB: Application of knowledge
29) Everett is a consultant for a pharmaceutical company. As part of his monthly report, Everett
details how to set performance standards, monitors how well employees' activities are meeting
performance standards, and takes corrective action when standards aren't met. Everett's report
focuses on:
A) organizing.
B) controlling.
C) planning.
D) leading.
Answer: B
Learning Objective: 1.2 Identify managerial functions, roles, and skills.
Topic/Concept: Controlling
Difficulty level: Moderate
AACSB: Application of knowledge
30) Karyn wants to create control mechanisms for her organization so she can monitor how well
employees are meeting performance standards. For which of the following objectives is a control
mechanism needed?
A) Sales
B) Profits
C) Production quotas
D) All of these
Answer: D
Learning Objective: 1.2 Identify managerial functions, roles, and skills.
Topic/Concept: Controlling
Difficulty level: Moderate
AACSB: Application of knowledge
10
.
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31) Alondra is writing a research paper on the roles of managers for an upcoming conference.
She knows that there are 10 different types of roles. Which of the following is an example of an
informational role?
A) Figurehead
B) Disseminator
C) Leader
D) Liaison
Answer: B
Learning Objective: 1.2 Identify managerial functions, roles, and skills.
Topic/Concept: Managerial Roles
Difficulty level: Moderate
AACSB: Application of knowledge
32) Sayeed is reviewing his job description so that he can perform effectively in his role as midlevel manager. His job description highlights primarily the informational roles of the manager
position. Which of the following are informational roles that Sayeed would perform?
A) Figurehead, leader, liaison
B) Entrepreneur, distance handler, negotiator
C) Resource allocator, liaison, leader
D) Monitor, disseminator, spokesperson
Answer: D
Learning Objective: 1.2 Identify managerial functions, roles, and skills.
Topic/Concept: Managerial Roles
Difficulty level: Challenging
AACSB: Application of knowledge
33) Sebastian wants to learn more about the interpersonal roles that managers perform. He is
especially interested in the figurehead role. Which of the following best describes the figurehead
role?
A) Social, ceremonial, and legal responsibilities
B) Hire, train, develop, and reward employees
C) Communicate and network with internal and external contacts
D) Seek information related to the organization
Answer: A
Learning Objective: 1.2 Identify managerial functions, roles, and skills.
Topic/Concept: Managerial Roles
Difficulty level: Challenging
AACSB: Application of knowledge
11
.
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34) Anushka wants to increase her ability to act in a decisional role in her organization. She
believes that she would be a talented negotiator. What are Anushka's responsibilities as a
negotiator?
A) Generate new ideas
B) Hire, train, and develop employees
C) Seek information related to the organization
D) Get buy-in from employees and customers
Answer: D
Learning Objective: 1.2 Identify managerial functions, roles, and skills.
Topic/Concept: Managerial Roles
Difficulty level: Moderate
AACSB: Application of knowledge
35) Maya is studying to become a healthcare services manager. She knows she needs to improve
her technical skills so she can be effective in her organization. Which of the following best
describes technical skills?
A) Specialized knowledge, analytical ability, and competency in using tools and techniques
B) Interpersonal ability to interact with people
C) Effective communication to transition to new businesses
D) Ability to think abstractly with ideas and concepts
Answer: A
Learning Objective: 1.2 Identify managerial functions, roles, and skills.
Topic/Concept: Managerial Roles
Difficulty level: Moderate
AACSB: Application of knowledge
36) Tristan needs to hire a new member of his team in his department. He is looking for a
candidate who has the ability to think abstractly, work with ideas and concepts, and view the
organization holistically. Tristan should look for a candidate who has ________ skills.
A) interpersonal
B) conceptual
C) communication
D) technical
Answer: B
Learning Objective: 1.2 Identify managerial functions, roles, and skills.
Topic/Concept: Managerial Roles
Difficulty level: Moderate
AACSB: Application of knowledge
12
.
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37) Garrett wants to better understand bureaucratic management so that he can redesign the
structure of his organization. What is the focus of bureaucratic management?
A) Power and control to maximize productivity
B) Informal and passive approach
C) Ability to exceed performance standards
D) Workers choose best way to complete tasks
Answer: A
Learning Objective: 1.3 Describe historical and contemporary approaches to management and
organizations.
Topic/Concept: Classical Approaches to Management
Difficulty level: Moderate
AACSB: Application of knowledge
38) Dimitry works in an organization that uses bureaucratic management to maximize
productivity. Which of the following would likely be found in Dimitry's organization?
A) Clearly defined job responsibilities
B) Hierarchy of authority
C) Strictly enforced rules
D) All of these
Answer: D
Learning Objective: 1.3 Describe historical and contemporary approaches to management and
organizations.
Topic/Concept: Classical Approaches to Management
Difficulty level: Easy
AACSB: Application of knowledge
39) Sienna was asked to deliver a presentation to the sales team of her organization. The topic of
Sienna's presentation is the principles of administrative management. Which of the following
principles of administrative management would Sienna include in her presentation?
A) Division of work
B) Efficiency of lower-level workers daily
C) Proficiency of technical tasks
D) Pay for performance
Answer: A
Learning Objective: 1.3 Describe historical and contemporary approaches to management and
organizations.
Topic/Concept: Classical Approaches to Management
Difficulty level: Challenging
AACSB: Application of knowledge
13
.
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40) Darius's management style is based on his beliefs that employees should be involved in
decision-making with the support of their managers, and that teamwork can be effective as it
allows employees to combine their diverse talents. Darius's management style is best described
as:
A) administrative.
B) technical.
C) bureaucratic.
D) participative.
Answer: D
Learning Objective: 1.3 Describe historical and contemporary approaches to management and
organizations.
Topic/Concept: Classical Approaches to Management
Difficulty level: Moderate
AACSB: Application of knowledge
41) Vicky and Miranda are members of the leadership team in their organization. Vicky supports
the systems approach to management, while Miranda prefers the contingency approach to
management. The best way to describe the difference between the systems approach to
management and the contingency approach to management is:
A) the systems approach views the organization holistically; the contingency approach states that
there is no one best way to manage people.
B) the systems approach builds a culture where learning is a priority; the contingency approach
focuses on the advanced pace of change.
C) the systems approach understands change is an integral part of business; the contingency
approach develops the talent of employees.
D) the systems approach transfers knowledge to modify behavior; the contingency approach
shares employee expertise.
Answer: A
Learning Objective: 1.3 Describe historical and contemporary approaches to management and
organizations.
Topic/Concept: Management Science, Systems View, and Contingency Approach
Difficulty level: Challenging
AACSB: Application of knowledge
42) Carmen is talking with her coworker Judith about the benefits of management science. What
does management science focus on?
A) Engaging employees through feedback and objective performance measures
B) Recognizing that there is no one best way to manage employees
C) Setting the tone for integrity and ethical behavior in organizations
D) Improving organizational behavior based on quantitative data
Answer: D
Learning Objective: 1.3 Describe historical and contemporary approaches to management and
organizations.
Topic/Concept: Management Science, Systems View, and Contingency Approach
Difficulty level: Moderate
AACSB: Application of knowledge
14
.
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43) Caleb is working on his organization's strategic plan for the next five years. One of the
objectives of his organization's strategic plan is to effectively manage diversity. What does
managing diversity refer to?
A) Managing diversity refers to organizational practices that seek to include and integrate the
diverse perspectives of employees.
B) Managing diversity refers to quantitatively solving difficult problems and making objective
decisions.
C) Managing diversity refers to the study of the human aspects of work.
D) Managing diversity refers to the unique motivational needs of each employee.
Answer: A
Learning Objective: 1.4 Discuss the impact of workplace diversity, globalization, and culture
on management.
Topic/Concept: What Do Managers Need to Know About Diversity, Globalization, and
Culture?
Difficulty level: Challenging
AACSB: Application of knowledge
44) Heidi's organization is committed to diversity and has instituted several policies to
effectively manage the diversity in her organization. What can be the benefits of a diverse
organization?
A) More innovation
B) Increased creativity
C) Effective problem solving
D) All of these
Answer: D
Learning Objective: 1.4 Discuss the impact of workplace diversity, globalization, and culture
on management.
Topic/Concept: What Do Managers Need to Know About Diversity, Globalization, and
Culture?
Difficulty level: Easy
AACSB: Application of knowledge
45) Pradeep is an experienced manager at a petroleum organization. As the petroleum industry
operates globally, it's important for Pradeep to have a global mindset so he can be an effective
manager. A global mindset refers to:
A) having skill in influencing individuals, groups, and organizations from other parts of the
world.
B) promoting a problem-solving approach that focuses on uniformity, or the ways people think
similarly across cultures.
C) having access to information and being included in organizational activities.
D) hiring, promoting, retaining, and effectively managing a diverse workforce.
Answer: A
Learning Objective: 1.4 Discuss the impact of workplace diversity, globalization, and culture
on management.
Topic/Concept: Global Mindset
Difficulty level: Challenging
AACSB: Application of knowledge
15
.
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46) Faiyaz wants to work on developing his global mindset so he can influence individuals,
groups, and organizations from other parts of the world. To accomplish this, Faiyaz should
concentrate on three components of a global mindset, including:
A) intellectual capital, psychological capital, and social capital.
B) human relations, participative management, and behavioral science.
C) systems perspective, contingency approach, and classical approach.
D) bureaucratic approach, systems perspective, and subsystem science.
Answer: A
Learning Objective: 1.4 Discuss the impact of workplace diversity, globalization, and culture
on management.
Topic/Concept: Global Mindset
Difficulty level: Challenging
AACSB: Application of knowledge
47) Morgan wants to improve her global mindset by focusing on her intellectual capital. What
should Morgan work on to improve her intellectual capital?
A) Knowledge of international business
B) Human relations
C) Cognitive ability related to diversity
D) Ability to form connections with people
Answer: A
Learning Objective: 1.4 Discuss the impact of workplace diversity, globalization, and culture
on management.
Topic/Concept: Global Mindset
Difficulty level: Moderate
AACSB: Application of knowledge
48) Nadia is a new manager at a multinational organization. To improve her global mindset so
she can influence individuals, groups, and organizations from other parts of the world, Nadia
focuses on her ability to form connections with people from different cultures. Nadia's focus is
on:
A) intellectual capital.
B) psychological capital.
C) social capital.
D) bureaucratic capital.
Answer: C
Learning Objective: 1.4 Discuss the impact of workplace diversity, globalization, and culture
on management.
Topic/Concept: Global Mindset
Difficulty level: Moderate
AACSB: Application of knowledge
16
.
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49) ________ is the set of values, assumptions, beliefs, moral principles, and customs that are
shared among the population of a particular country or geographic region.
A) Intellectual capital
B) Psychological capital
C) Social capital
D) National culture
Answer: D
Learning Objective: 1.4 Discuss the impact of workplace diversity, globalization, and culture
on management.
Topic/Concept: Differences in National Culture
Difficulty level: Easy
AACSB: Application of knowledge
50) Pedro was selected to work abroad to fulfill his organization's commitment to a project. To
help Pedro be successful in his new country, he wants to learn about national culture. Which of
the following is the best way for Pedro to understand national culture?
A) National culture is when you are knowledgeable about geographic and cultural differences
around the world.
B) National culture is when you are open minded about learning about other cultures.
C) National culture is the interconnectedness of the world's economic, information technology,
political, and cultural systems.
D) National culture is the set of values, assumptions, beliefs, moral principles, and customs that
are shared among the population of a particular country or geographic region.
Answer: D
Learning Objective: 1.4 Discuss the impact of workplace diversity, globalization, and culture
on management.
Topic/Concept: Differences in National Culture
Difficulty level: Moderate
AACSB: Application of knowledge
51) Dylan is the Executive Director of a nonprofit organization. He wants to ensure that all
members of the nonprofit organization understand the principles, values, morals, and standards
that guide behavior in business settings. Which topic should Dylan include in the organization's
mission statement?
A) National culture
B) Business ethics
C) Globalization
D) Global mindset
Answer: B
Learning Objective: 1.5 Why are ethics and social responsibility important for managers?
Topic/Concept: Ethics and Ethical Dilemmas
Difficulty level: Easy
AACSB: Application of knowledge
17
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52) Daniel sees his coworker submit a falsified time sheet to their manager, indicating that the
coworker performed more hours than they actually did. Daniel considers whether he should tell
the manager about his coworker's falsified time sheet. This example represents a(n) ________
for Daniel.
A) national culture
B) business ethics
C) ethical dilemma
D) global mindset
Answer: C
Learning Objective: 1.5 Why are ethics and social responsibility important for managers?
Topic/Concept: Ethics and Ethical Dilemmas
Difficulty level: Moderate
AACSB: Application of knowledge
53) Hillary knows that it's wrong to falsify her travel reimbursement requests, but she feels that
as executive director, rules don't apply to her and she is entitled to the additional
reimbursements. In this example, Hillary rationalizes her unethical behavior through the
psychological dynamic of:
A) national culture.
B) cultural numbness.
C) omnipotence.
D) justified neglect.
Answer: C
Learning Objective: 1.5 Why are ethics and social responsibility important for managers?
Topic/Concept: Ethics and Ethical Dilemmas
Difficulty level: Moderate
AACSB: Application of knowledge
54) As a top manager in her organization, Sevil does as she wants because she believes that she's
entitled to behave as she likes. She behaves this way because she thinks rules are for other
people. Sevil rationalizes unethical behavior through:
A) national culture.
B) cultural numbness.
C) omnipotence.
D) justified neglect.
Answer: C
Learning Objective: 1.5 Why are ethics and social responsibility important for managers?
Topic/Concept: Ethics and Ethical Dilemmas
Difficulty level: Moderate
AACSB: Application of knowledge
18
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55) Violette didn't receive a raise this year as her company performed below expectations. Since
she didn't receive a raise, Violette stole $200 worth of office supplies because she felt she needed
an immediate reward and the risk of getting caught was low. In this example, Violette
rationalized her unethical behavior through the psychological dynamic of:
A) national culture.
B) cultural numbness.
C) omnipotence.
D) justified neglect.
Answer: D
Learning Objective: 1.5 Why are ethics and social responsibility important for managers?
Topic/Concept: Ethics and Ethical Dilemmas
Difficulty level: Moderate
AACSB: Application of knowledge
56) Pierre is a new member in his organization. He soon realizes that his coworkers add extra
hours to their time sheets so that the organization pays them for time not actually worked. Pierre
knows that this is wrong but he wants to fit into the organizational culture, so he adds extra hours
to his time sheet. In this example, Pierre rationalizes his unethical behavior through:
A) national culture.
B) cultural numbness.
C) omnipotence.
D) justified neglect.
Answer: B
Learning Objective: 1.5 Why are ethics and social responsibility important for managers?
Topic/Concept: Ethics and Ethical Dilemmas
Difficulty level: Moderate
AACSB: Application of knowledge
57) The three psychological dynamics that lead employees to rationalize their unethical behavior
in organizations are:
A) globalization, national culture, and global mindset.
B) generational, gender, and ethnic diversity.
C) intellectual, human, and conceptual capital.
D) justified neglect, cultural numbness, and omnipotence.
Answer: D
Learning Objective: 1.5 Why are ethics and social responsibility important for managers?
Topic/Concept: Ethics and Ethical Dilemmas
Difficulty level: Easy
AACSB: Application of knowledge
19
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58) Nicole, an organizational trainer, is presenting a workshop on business ethics. She wants to
include a discussion of why people rationalize unethical behavior. In the workshop, Nicole will
include which of the following three reasons for why people rationalize unethical behavior?
A) Intellectual, psychological, and social capital
B) Values, assumptions, and moral principles
C) National culture, geographic region, and dimensionality
D) Omnipotence, cultural numbness, and justified neglect
Answer: D
Learning Objective: 1.5 Why are ethics and social responsibility important for managers?
Topic/Concept: Why Do People Behave Unethically?
Difficulty level: Moderate
AACSB: Application of knowledge
59) Geraldo wants to start his own company making custom-made socks and hosiery. Geraldo
wants to maximize the company's positive effects on stakeholders and minimize the negative
effects. In this example, Geraldo practices:
A) national culture.
B) cultural numbness.
C) corporate social responsibility.
D) justified neglect.
Answer: C
Learning Objective: 1.5 Why are ethics and social responsibility important for managers?
Topic/Concept: Social Responsibility and Sustainability
Difficulty level: Moderate
AACSB: Application of knowledge
60) Karine believes that the most effective organizations are ones that focus on profitability as
well as on the needs of additional stakeholders such as the community, customers, suppliers, and
employees. Karine's belief is based on:
A) corporate social responsibility.
B) cultural numbness.
C) omnipotence.
D) justified neglect.
Answer: A
Learning Objective: 1.5 Why are ethics and social responsibility important for managers?
Topic/Concept: Social Responsibility and Sustainability
Difficulty level: Moderate
AACSB: Application of knowledge
20
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61) Which of the following is considered a stakeholder in organizations that practice corporate
social responsibility?
A) Employees
B) Customers
C) Investors
D) All of these
Answer: D
Learning Objective: 1.5 Why are ethics and social responsibility important for managers?
Topic/Concept: Social Responsibility and Sustainability
Difficulty level: Easy
AACSB: Application of knowledge
62) Tiffani believes that long-term environmental sustainability is a key factor in her
organization's success. Which of the following is an example of a long-term environmental
sustainability practice?
A) Minimizing energy usage
B) Focusing on financial stakeholders
C) Rewarding managers for on-time production
D) Setting realistic sales goals
Answer: A
Learning Objective: 1.5 Why are ethics and social responsibility important for managers?
Topic/Concept: Social Responsibility and Sustainability
Difficulty level: Moderate
AACSB: Application of knowledge
63) Mohammad believes that corporate social responsibility is a valuable goal for his
organization. The goal of corporate social responsibility is:
A) to ensure that employees stay true to their own moral values.
B) to participate in training for long-term career growth and development.
C) to maximize the positive effects on stakeholders while minimizing the negative effects.
D) to set realistic sales goals so that performance goals can be objectively assessed.
Answer: C
Learning Objective: 1.5 Why are ethics and social responsibility important for managers?
Topic/Concept: Social Responsibility and Sustainability
Difficulty level: Moderate
AACSB: Application of knowledge
21
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64) Justin is an entrepreneur. He enjoys starting new businesses and working with his team to
develop new business concepts with investors. Justin is also committed to long-term
environmental sustainability as he believes it is a necessary focus for today's businesses. Which
of the following projects should Justin complete so that environmental long-term sustainability
can be achieved?
A) Justin can satisfy the financial interests of a local organization.
B) Justin can recognize that his behavior in the organization is a role model for other employees.
C) Justin can take proactive steps to minimize energy use.
D) Justin can make sure the organizational culture is accepting and inclusive of other cultures.
Answer: C
Learning Objective: 1.5 Why are ethics and social responsibility important for managers?
Topic/Concept: Social Responsibility and Sustainability
Difficulty level: Challenging
AACSB: Application of knowledge
65) Amanda wants to be known as an efficient manager. To highlight this, Amanda should focus
on her ability to get things done quickly.
Answer: TRUE
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: What Is Management?
Difficulty level: Easy
AACSB: Application of knowledge
66) In a recent job interview, Camryn focused on her ability to achieve important goals. Camryn
highlighted her effectiveness in the interview.
Answer: TRUE
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: What Is Management?
Difficulty level: Moderate
AACSB: Application of knowledge
67) Tisnue recognizes that engaged employees are committed to their job and the organization.
One of the ways that Tisnue can keep her employees engaged is to give frequent recognition for
achievements and good work.
Answer: TRUE
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: Why Is Having Great Managers Important?
Difficulty level: Challenging
AACSB: Application of knowledge
22
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68) High employee engagement results in lower turnover, increased profits, and lower
absenteeism.
Answer: TRUE
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: Why Is Having Great Managers Important?
Difficulty level: Easy
AACSB: Application of knowledge
69) The controlling function of management involves setting a clear vision and skillfully using
communication, motivation, power, and influence to lead employees toward achievement of that
vision.
Answer: FALSE
Learning Objective: 1.2 Identify managerial functions, roles, and skills.
Topic/Concept: Controlling
Difficulty level: Moderate
AACSB: Application of knowledge
70) Liesl is writing a report on how the leading function of management differs from the
controlling function of management. In her report, Liesl states that leading involves setting a
vision and controlling involves deciding how to allocate people to jobs. Liesl's report accurately
describes the leading and controlling functions of management.
Answer: FALSE
Learning Objective: 1.2 Identify managerial functions, roles, and skills.
Topic/Concept: Controlling
Difficulty level: Challenging
AACSB: Application of knowledge
71) The three types of skills that managers need to be effective are technical, human, and
conceptual.
Answer: TRUE
Learning Objective: 1.2 Identify managerial functions, roles, and skills.
Topic/Concept: What Skills Do Managers Need?
Difficulty level: Easy
AACSB: Application of knowledge
72) Scientific management focuses on the efficiency of lower-level workers daily, while
administrative management and bureaucratic management focus on the structure and
management of the organization as a whole.
Answer: TRUE
Learning Objective: 1.3 Describe historical and contemporary approaches to management and
organizations.
Topic/Concept: Classical Approaches to Management
Difficulty level: Easy
AACSB: Application of knowledge
23
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73) Bureaucratic management focuses on the efficiency of lower-level workers daily where
managers use an informal and passive approach.
Answer: FALSE
Learning Objective: 1.3 Describe historical and contemporary approaches to management and
organizations.
Topic/Concept: Classical Approaches to Management
Difficulty level: Easy
AACSB: Application of knowledge
74) In a learning organization, managers view the organization holistically as a collection of
interdependent parts being affected by each other.
Answer: FALSE
Learning Objective: 1.3 Describe historical and contemporary approaches to management and
organizations.
Topic/Concept: Contemporary Perspective: The Learning Organization
Difficulty level: Moderate
AACSB: Application of knowledge
75) Harry is making a presentation on the importance of diversity in today's organization. In this
presentation, Harry should include that most progressive leaders realize that hiring, promoting,
and effectively managing a diverse workforce are integral to achieving business goals and being
innovative.
Answer: TRUE
Learning Objective: 1.4 Discuss the impact of workplace diversity, globalization, and culture
on management.
Topic/Concept: What Do Managers Need to Know About Diversity, Globalization, and
Culture?
Difficulty level: Easy
AACSB: Application of knowledge
76) Rebecca is committed to effectively managing diversity in her organization. The benefits of
effectively managing diversity in organizations include more innovation, creativity, and problem
solving.
Answer: TRUE
Learning Objective: 1.4 Discuss the impact of workplace diversity, globalization, and culture
on management.
Topic/Concept: What Do Managers Need to Know About Diversity, Globalization, and
Culture?
Difficulty level: Easy
AACSB: Application of knowledge
24
.
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77) Managers are responsible for not only making ethical decisions themselves, but also for
creating an organizational environment that supports their employees in making the right
choices.
Answer: TRUE
Learning Objective: 1.5 Why are ethics and social responsibility important for managers?
Topic/Concept: Ethics and Ethical Dilemmas
Difficulty level: Easy
AACSB: Application of knowledge
78) Gemma is happy to start her new job as a customer service representative. She sees some of
her coworkers steal office supplies for their own home use. Gemma knows that this is wrong but
she wants to fit in with the organizational culture, so she soon starts to take office supplies as
well. Gemma rationalized her unethical behavior through omnipotence.
Answer: FALSE
Learning Objective: 1.5 Why are ethics and social responsibility important for managers?
Topic/Concept: Ethics and Ethical Dilemmas
Difficulty level: Moderate
AACSB: Application of knowledge
79) National culture is one way to achieve corporate social responsibility by balancing the use of
natural resources over time so that the needs of future generations are met.
Answer: FALSE
Learning Objective: 1.5 Why are ethics and social responsibility important for managers?
Topic/Concept: Social Responsibility and Sustainability
Difficulty level: Easy
AACSB: Application of knowledge
80) Brandon recently accepted a new position as a manager in the food and restaurant industry.
What is the role of a manager? What should Brandon focus on as a manager?
Answer: Responses may vary. As a manager, Brandon will be directly responsible for guiding a
group of people toward the achievement of the organization's goals. Managers focus on both
effectiveness and efficiency. Brandon will focus on effectiveness by achieving important goals
such as quality, customer satisfaction, and innovative new products. In addition, Brandon will
focus on efficiency by getting things done quickly, using the least amount of resources such as
money and employee effort, and producing minimal waste.
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: What Is Management?
Difficulty level: Moderate
AACSB: Critical thinking
25
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81) Tessa wants to improve her employees' engagement in the organization so that they will be
more emotionally connected and committed to their jobs. What could Tessa do to improve her
employees' engagement?
Answer: Responses may vary. As Tessa is committed to improving her employees'
engagement, she can participate in the following: define outcome to be achieved, get employees
the materials and equipment they need to do their work, understand what employees do best,
provide feedback on how well employees are doing their job, give frequent recognition for
achievements and good work, and listen to and care about employees. Each of these actions will
assist Tessa in improving her employees' engagement.
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: Why Is Having Great Managers Important?
Difficulty level: Challenging
AACSB: Critical thinking
82) Daphne is looking at a popular job search website and sees many open positions with a
"manager" title. Help Daphne understand about managers by naming and describing the three
levels of managers.
Answer: Responses may vary. The three types of managers are top-level managers, mid-level
managers, and lower-level managers. Top-level managers engage in strategic planning and make
decisions for the overall direction of the business, formulate company-wide policies, and steer
the organization toward achieving its long-term vision. A mid-level manager sets goals and
performance objectives and coordinates the work of employees in their area of responsibility.
Lower-level managers assign tasks to hourly workers and ensure that work gets done on time.
Learning Objective: 1.1 Describe what management is and why having great managers is
important.
Topic/Concept: What Are the Levels and Types of Managers?
Difficulty level: Moderate
AACSB: Critical thinking
83) Marco has hired an educational consultant to help him develop his LinkedIn profile. He
knows he wants to be a manager but is unsure of the four managerial functions he should include
on his LinkedIn profile. Identify and describe each of the four managerial functions that Marco
should include on his LinkedIn profile.
Answer: Responses may vary. Marco should include the four managerial functions of planning,
organizing, leading, and controlling. Planning refers to crafting an organization's strategy,
developing goals for the future, and making decisions about specific actions needed to reach
those goals. Organizing refers to deciding how to allocate people to jobs, cluster jobs into
departments, and coordinate work across the organization. Leading refers to setting a clear vision
and skillfully using communication, motivation, power, and influence to lead employees toward
the achievement of that vision. Controlling refers to setting performance standards, monitoring
how well employees' activities are meeting performance standards, and taking corrective action
when those standards aren't met.
Learning Objective: 1.2 Identify managerial functions, roles, and skills.
Topic/Concept: What Do Managers Do?
Difficulty level: Moderate
AACSB: Critical thinking
26
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84) Dara is studying what managers actually do day-to-day in organizations. As a starting point,
she reviews the research Mintzberg conducted on managerial roles. Identify and explain the three
categories of managerial roles in Mintzberg's research.
Answer: Responses may vary. Dara should refer to Mintzberg's work and identify the three
categories of managerial roles as informational roles, interpersonal roles, and decisional roles.
Informational roles involve managing by information and include monitor, disseminator, and
spokesperson roles. Interpersonal roles involve managing through people and include figurehead,
lead, and liaison roles. Lastly, decisional roles involve managing through action and include
entrepreneur, disturbance handler, resource allocator, and negotiator roles.
Learning Objective: 1.2 Identify managerial functions, roles, and skills.
Topic/Concept: Managerial Roles
Difficulty level: Challenging
AACSB: Critical thinking
85) Julian is interested in transferring his skills to different industries. He recently completed a
personality assessment to determine his strengths and weaknesses. The assessment revealed that
Julian's strength as a future manager lies in a decisional role, according to Mintzberg's research
on managerial roles. Name and describe each of the decisional roles.
Answer: Responses may vary. Decisional roles involve managing through action and include
the roles of entrepreneur, disturbance handler, resource allocator, and negotiator. An
entrepreneur role focuses on generating and implementing new ideas to quickly solve problems.
A disturbance handler role mediates conflict and disputes and acts during a crisis. A resource
allocator decides how to best allocate organizational resources such as financial, human, and
physical resources. A negotiator role gets buy-in from employees and customers to handle
challenges and capitalize on opportunities.
Learning Objective: 1.2 Identify managerial functions, roles, and skills.
Topic/Concept: Managerial Roles
Difficulty level: Moderate
AACSB: Critical thinking
86) Cara was reviewing open positions at one of her favorite companies. She is excited to see
that a managerial position is open and is looking forward to applying for the position. Cara wants
to make sure that she has all of the required skills so that she can be an effective manager. Name
and explain the three skills that Cara needs to be an effective manager.
Answer: Responses may vary. To be an effective manager, Cara will need three skills: technical
skills, human skills, and conceptual skills. Technical skills refer to specialized knowledge,
analytical ability, and competency in using tools and techniques in the manager's specific
functional area. Human or interpersonal skills refer to the ability to interact with people
including employees, coworkers, other managers, and customers. The last skill Cara will need is
conceptual skills. Conceptual skills refer to understanding and crafting the organization's vision
and strategy. Conceptual skills require the ability to think abstractly and view the organization
holistically.
Learning Objective: 1.2 Identify managerial functions, roles, and skills.
Topic/Concept: What Skills Do Managers Need?
Difficulty level: Moderate
AACSB: Critical thinking
27
.
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87) Omar is working as a consultant for an organization that produces specialty home products.
After meeting with several top managers, Omar determines that the organization is using
administrative management to achieve goals. Identify the principles of administrative
management.
Answer: Responses may vary. The 14 management principles of administrative management
are division of work, authority, discipline, unity of command, subordination of individual
interests to the general interest, compensation, centralization, scalar chain, order, equity,
employee stability, initiative, and esprit de corps.
Learning Objective: 1.3 Describe historical and contemporary approaches to management and
organizations.
Topic/Concept: Classical Approaches to Management
Difficulty level: Challenging
AACSB: Critical thinking
88) Nhu was asked to deliver a presentation on management science to a group of organizational
consultants. While preparing her presentation, she wants to ensure that her audience clearly
understands how a systems approach varies from a contingency approach to management. How
should Nhu describe a systems approach and a contingency approach to management in her
presentation?
Answer: Responses may vary. In her presentation to a group of organizational dynamics
consultants, Nhu should identify that a systems approach views an organization holistically, as a
collection of interdependent parts with each part affecting the other. In contrast, a contingency
approach states that there is no "one best way" to manage people. Instead, the best approach will
depend on the situation. Using the contingency approach, managers consider the employee's
level of skill and motivation, the type of work, the size of the organization, and organizational
culture.
Learning Objective: 1.3 Describe historical and contemporary approaches to management and
organizations.
Topic/Concept: Management Science, Systems View, and Contingency Approach
Difficulty level: Moderate
AACSB: Critical thinking
28
.
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89) Cassidy recently accepted a managerial position in a large company with operations all over
the world. She knows she will need a global mindset in order to function effectively as a
manager. Define global mindset, and then identify and explain the three components of a global
mindset.
Answer: Responses may vary. A global mindset is an important quality to today's managers. It
refers to having skills in influencing individuals, groups, and organizations from other parts of
the world. The three components of a global mindset are intellectual capital, psychological
capital, and social capital. Intellectual capital includes knowledge of international business;
psychological capital includes openness to different cultures; and social capital refers to the
ability to form connections with people of different cultures.
Learning Objective: 1.4 Discuss the impact of workplace diversity, globalization, and culture
on management.
Topic/Concept: Global Mindset
Difficulty level: Moderate
AACSB: Critical thinking
90) Kelsey works in a retail store and sees her coworkers steal items from the stockroom. She is
curious why people rationalize their unethical behavior when they know the behavior is wrong.
Identify and describe the three psychological dynamics that lead people to rationalize unethical
behavior.
Answer: Responses may vary. The three psychological states that lead people to rationalize
unethical behavior include omnipotence, cultural numbness, and justified neglect. Omnipotence
refers to the tendency of some managers to feel that they are entitled to do as they wish because
the rules don't apply to them. For these managers, they follow the "do as I say, not as I do" rule.
Cultural numbness occurs when instead of staying true to their own beliefs, managers and
employees follow what occurs in their organizations. That is, they trade off what is important to
them for the sake of fitting in with the organizational culture. The last psychological state is
justified neglect. Justified neglect refers to managers and employees wanting to obtain an
immediate reward rather than doing the right thing. This tends to happen when the risk of getting
caught is low.
Learning Objective: 1.5 Why are ethics and social responsibility important for managers?
Topic/Concept: Why Do People Behave Unethically?
Difficulty level: Moderate
AACSB: Critical thinking
29
.
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