Chapter 1
Managing in Turbulent Times
True/False Questions
1.
As a leader, Anne Mulcahy, CEO of Xerox Corporation was faced with strong Japanese
competitors, a weakening US economy, and charges from the Securities and Exchange
Commission.
Answer: True
2.
Type: F
Level: 2
Page: 6
Type: F
Level: 3
Page: 7
Type: F
Level: 2
Page: 8
Type: F
Management often is considered universal because it uses organizational resources to
accomplish goals and attain high performance in all types of profit and not-for-profit
organizations
Answer: True
7.
Page: 6
Getting things done through people and other resources and providing leadership and
direction are what managers do.
Answer: True
6.
Level: 2
Good managers know that the only way they can accomplish anything at all is to do the
tasks themselves in the organization and not rely on others.
Answer: False
5.
Type: F
At the heart of the new management approach is a tight top-down control and
management by impersonal measurements and analysis.
Answer: False
4.
Page: 5
Organizational structures are becoming flatter, in today's companies, with teams of
frontline workers playing new roles as decision-makers.
Answer: True
3.
Level: 2
Level: 1
Page: 8
Type: F
The attainment of organizational goals through planning, organizing, leading and
controlling reflects the essence of the management process.
Answer: True
Level: 1
Page: 8
Chapter One * Managing in Turbulent Times
Test Bank * Page 1
Type: F
8.
Controlling defines where the organization wants to be in the future and how to get there.
Answer: False
9.
Type: F
Level: 2
Page: 9
Type: F
Level: 2
Page: 9
Type: F
Level: 1
Page: 10
Type: F
Level: 2
Page: 10
Type: F
Level: 2
Page: 10
Type: F
To be goal directed means to achieve some outcome, such as making a profit.
Answer: True
17.
Page: 9
In a large company, given the focus on loss of retention, the ideal control mechanism is
for the CEO to supervise all the managers personally.
Answer: False
16.
Level: 1
New trends towards empowerment and trust of employees have led many companies to
place less emphasis on top-down control.
Answer: True
15.
Type: F
Controlling involves monitoring employee’s activities and taking corrective action as
necessary.
Answer: True
14.
Page: 8
Organizing means creating a shared culture and values.
Answer: False
13.
Level: 2
In today’s corporate America, to be an exceptional leader, one must be a well-known top
manager.
Answer: False
12.
Type: F
The use of influence to motivate employees to achieve the organization's goals refers to
leading.
Answer: True
11.
Page: 8
Organizing means defining goals for future organizational performance and deciding on
the tasks and resources needed to attain them.
Answer: False
10.
Level: 1
Level: 1
Page: 11
Type: F
A social entity that is goal directed and deliberately structured is called an organization.
Answer: True
Level: 1
Page: 11
Chapter One * Managing in Turbulent Times
Test Bank * Page 2
Type: F
18.
Deliberately structured, in the definition of an organization, means being made up of two
or more people and designed to achieve some outcomes.
Answer: False
19.
Type: A
Level: 1
Page: 11
Type: F
Level: 1
Page: 11
Type: F
Level: 2
Page: 12
Type: F
Level: 2
Page: 12
Type: F
Level: 1
Page: 12
Type: F
Technical skills are most important at lower organizational levels while human skills
become more important as managers move up the organizational hierarchy.
Answer: True
27.
Page: 11
Human skills are the manager's ability to work with and through other people and to work
effectively as a group member.
Answer: True
26.
Level: 2
Only the top managers in organizations need conceptual skills since it involves planning.
Answer: False
25.
Type: F
Though the degree of each skill necessary at different levels of an organization may vary,
to perform effectively, all managers must possess conceptual, human, and technical skills.
Answer: True
24.
Page: 11
Even if organizational performance is low, the ultimate responsibility of the manager is to
make money.
Answer: False
23.
Level: 2
Efficiency can be calculated as the amount of resources used to produce a product or
service.
Answer: True
22.
Type: F
Since Eaton Corporation streamlined ordering and shipping and ultimately cut costs, they
should be recognized for their significant increase in effectiveness.
Answer: False
21.
Page: 11
Efficiency refers to the degree to which the organization achieves a stated objective.
Answer: False
20.
Level: 2
Level: 2
Page: 13
Type: F
Technical skills are utilized in the understanding and proficiency of general tasks.
Answer: False
Level: 1
Page: 13
Chapter One * Managing in Turbulent Times
Test Bank * Page 3
Type: F
28.
Middle managers are responsible for setting organizational goals, defining strategies for
achieving them, and making decisions that affect the entire organization.
Answer: False
29.
Page: 16
Type: A
Level: 2
Page: 16
Type: F
Level: 2
Page: 17
Type: F
Level: 2
Page: 17
Type: F
Level: 2
Page: 17
Type: F
Variety, fragmentation, and brevity characterize managerial activity.
Answer: True
36.
Level: 3
A general manager is responsible for a self-contained division.
Answer: True
35.
Type: A
Staff managers are responsible for the manufacturing and marketing departments that
make or sell the products or services.
Answer: False
34.
Page: 16
Often with staff managers assisting them in these decisions, first line managers are the
managers who have the responsibility for making the significant strategic policy
decisions.
Answer: False
33.
Level: 3
Given the significantly reduced importance of the middle manager’s jobs in today’s
workplace, these levels have been eliminated in organizations.
Answer: False
32.
Type: F
As a manager, Juan is generally concerned with the near future and is expected to
establish good relationships with peers around the organization, encourage teamwork, and
resolve conflicts. Juan can be described as a middle manager.
Answer: True
31.
Page: 15-16
Antonio is head of the advertising department at Terrific Tortillas, Inc. He can be
described as a general manager.
Answer: False
30.
Level: 2
Level: 1
Page: 18
Type: F
Henry Mintzberg conducted research in which he followed managers around, recording
all of their activities. He discovered that the most successful managers were able to
carefully plan their day into significant blocks of time, and they follow their plan.
Answer: False
Level: 2
Page: 18
Chapter One * Managing in Turbulent Times
Test Bank * Page 4
Type: F
37.
The monitor role involves the initiation of change.
Answer: False
38.
Page: 20
Type: F
Level: 3
Page: 23
Type: F
Level: 3
Page: 24
Type: F
Level: 1
Page: 24
Type: F
Level: 2
Page: 24
Type: F
The primary characteristic of the new workplace is that it is centered around atoms rather
than bits.
Answer: False
45.
Level: 2
According to research, managers in not-for-profit organizations should place less
emphasis on the roles of spokesperson, leader, and resource allocator.
Answer: False
44.
Type: F
Not-for-profit organizations, such as The Red Cross and the Girl Scouts, represent a
major application of management talent.
Answer: True
43.
Page: 19
Managers in small companies often see their most important role as resource allocator.
Answer: False
42.
Level: 2
Nearly half of the respondents, according to the survey on trends and future development
in small business, saw inadequate management skills as a threat to their companies, as
compared to less than 25 percent in larger companies.
Answer: True
41.
Type: F
The disturbance handler role involves the initiation of change, thinking about the future
and how to get there.
Answer: False
40.
Page: 19
The manager performs ceremonial and symbolic duties in the figurehead role.
Answer: True
39.
Level: 2
Level: 2
Page: 26
Type: F
The new workplace is organized around networks rather than rigid hierarchies, and work
is often virtual.
Answer: True
Level: 2
Page: 26
Chapter One * Managing in Turbulent Times
Test Bank * Page 5
Type: F
46.
Because of changes in technology, globalization, and diversity, organizations are learning
to value stability and efficiency over change and speed.
Answer: False
47.
Page: 27
Type: F
In today’s economy, production teams who work to manufacture products have become
the foundation of organizations.
Answer: False
48.
Level: 2
Level: 2
Page: 27
Type: F
Being visible and putting people before business are among the important leadership
skills during crisis management.
Answer: True
Level: 2
Page: 30
Type: F
Multiple Choice Questions
1.
Which of the following is(are) true regarding Anne Mulcahy, CEO of Xerox
Corporation?
a.
b.
c.
d.
e.
She was thrown into chaos.
She had high company loyalty.
She was facing market share competition from Japanese companies.
At the time she took over, Xerox Corporation was being charged with defraud by
the SEC.
All of the above are correct.
Answer: e
2.
Page: 5
Type: F
One of the important ideas in the text's definition of management is
a.
b.
c.
d.
e.
the management functions of planning, organizing, leading, and controlling.
the attainment of societal goals.
effectiveness is more important than efficiency.
management is unique to for-profit organizations.
efficiency is more important than effectiveness.
Answer: a
3.
Level: 2
Level: 1
Page: 8
________ is not a function of management.
a.
b.
Plan
Control
Chapter One * Managing in Turbulent Times
Test Bank * Page 6
Type: F
c.
d.
e.
Organize
Lead
Performance
Answer: e
4.
Level: 2
Page: 8
Type: A
Selecting goals and ways to attain them refers to
a.
b.
c.
d.
e.
controlling.
planning.
organizing.
staffing.
leading.
Answer: b
Level: 1
Page: 8
Type: F
Which of these can best describe organizing?
a.
b.
c.
d.
e.
Assigning responsibility for task accomplishment.
Using influence to motivate employees.
Monitoring activities and making corrections.
Selecting goals and ways to attain them.
None of the above.
Answer: a
7.
Type: F
planning.
organizing.
leading.
controlling.
dreaming.
Answer: a
6.
Page: 8
When senior managers at Gap, Inc. decided to become the number one service-quality
clothing company in the world, they were engaging in the management function of
a.
b.
c.
d.
e.
5.
Level: 1
Level: 3
Page: 9
Type: F
Using influence to motivate employees describes which of these functions?
a.
b.
c.
d.
e.
Controlling
Planning
Leading
Monitoring
Organizing
Answer: c
Level: 1
Page: 9
Chapter One * Managing in Turbulent Times
Test Bank * Page 7
Type: F
8.
Monitoring activities and making corrections refer to
a.
b.
c.
d.
e.
organizing.
planning.
leading.
staffing.
controlling.
Answer: e
9.
Level: 1
Type: F
How an organization goes about accomplishing a plan is a key part of the management
function of
a.
b.
c.
d.
e.
planning.
organizing.
leading.
controlling.
motivating.
Answer: b
10.
Page: 9
Level: 1
Page: 9
Type: F
When Jared Andersen of CommuniCom, Inc. created smaller, more independent
maintenance units, he was performing the function of
a.
b.
c.
d.
e.
controlling.
human relations skills.
leading.
organizing.
resources.
Answer: d
11.
Level: 3
Page: 9
Type: A
is the use of influence to motivate employees to achieve organizational
goals.
a.
b.
c.
d.
e.
Leading
Controlling
Organizing
Planning
Staffing
Answer: a
12.
Level: 1
Page: 9
Type: F
Tonya Price, President of Autos-R-Us, recognizes the factory employees for their
outstanding performance at the monthly awards banquet on the shop floor by presenting a
Chapter One * Managing in Turbulent Times
Test Bank * Page 8
plaque and a check for $100. She is engaging in the management function of
a.
b.
c.
d.
e.
bribery.
organizing.
technical skills.
leading.
controlling.
Answer: d
13.
Level: 2
Page: 10
Type: A
Which of these is the management function concerned with monitoring employees'
activities, keeping the organization on track toward its goals, and making corrections as
needed?
a.
b.
c.
d.
e.
Planning
Resource allocation
Controlling
Organizing
Efficiency
Answer: c
Level: 1
Page: 10
Type: F
When Fred measures his employees’ performance and compares their performance
against the goals he set for them, he is performing which of these functions?
a.
b.
c.
d.
e.
Staffing
Leading
Organizing
Controlling
Planning
Answer: d
16.
Type: A
planning.
technical skills.
organizing.
controlling.
conceptual skills.
Answer: d
15.
Page: 9
Basket Makers uses phone surveys of customers to gather information about service and
quality. This is an example of the management function of
a.
b.
c.
d.
e.
14.
Level: 3
Level: 2
Page: 10
Type: A
Arunas Chesonis attributes PaeTec’s success on a corporate culture that puts ______ first.
a.
customers
Chapter One * Managing in Turbulent Times
Test Bank * Page 9
b.
c.
d.
e.
management
employees
creativity
work/life balance
Answer: c
17.
Level: 2
Page: 10
Type: F
organization.
management.
employees.
students.
tasks.
Answer: a
Level: 1
Page: 11
Type: F
A trainer is training a group of 75 new employees this hiring season, instead of 15 new
hires last season. The trainer can best be described as
a.
b.
c.
d.
e.
an effective trainer this season.
an efficient trainer this season.
committed to training this season.
an efficient trainer last season.
a greedy trainer this season.
Answer: b
20.
Type: F
A social entity that is goal directed and deliberately structured is referred to as a(n)
a.
b.
c.
d.
e.
19.
Page: 10
PaeTec places a high value on __________, which reflects in high customer retention
rate.
a.
customers
b.
management
c.
employees
d.
creativity
e.
work/life balance
Answer: c
18.
Level: 2
Level: 2
Page: 11
Type: A
The degree to which an organization achieves a stated goal refers to
a.
b.
c.
d.
e.
effectiveness.
synergy.
conceptual skill.
efficiency.
human skill.
Chapter One * Managing in Turbulent Times
Test Bank * Page 10
Answer: a
21.
Level: 1
Page: 11
Type: F
For a widget manufacturing company, worker-hours per widget is a measure of
a.
b.
c.
d.
e.
organizational effectiveness.
organizational performance.
organizational efficiency.
organizational structure.
none of the above.
Answer: c
Level: 2
Page: 11
Type: A
Telephone Pole Corporation set a goal of producing 100,000 poles. It produced 90,000.
Last year, the number of worker-hours per pole was 22. This year, the number of workerhours per pole was 15. From this information, which of the following best describes
Telephone Pole Corporation?
a.
b.
c.
d.
e.
It is an effective organization.
It was more effective last year.
It was more efficient last year.
It is more efficient this year.
It is an inefficient organization.
Answer: d
24.
Type: F
Effectiveness
Synergy
Performance
Efficiency
Management
Answer: d
23.
Page: 11
________ refers to the amount of resources used to achieve an organization’s goal.
a.
b.
c.
d.
e.
22.
Level: 1
Level: 3
Page: 11
The ultimate responsibility of managers is to achieve high
a.
b.
c.
d.
e.
Type: A
.
resources
performance
compensation
profitability
turnover
Answer: b
Level: 1
Page: 11
Chapter One * Managing in Turbulent Times
Test Bank * Page 11
Type: F
25.
Conceptual, human, and technical skills are important to which managerial level?
a.
b.
c.
d.
e.
Top managers
Middle managers
First-line managers
Non managers
All of the above
Answer: e
26.
Level: 2
Page: 12
Type: F
Human
Resource allocation
Conceptual
Negotiation
Technical
Answer: c
Level: 1
Page: 12
Type: F
Raul Rodriguez is the President of WV Railroad. His organization faces issues related to
the environment, government regulation, and competition. He will need to rely primarily
on his
a.
b.
c.
d.
e.
conceptual skills.
technical skills.
human skills.
controlling skills.
interpersonal skills.
Answer: a
29.
Type: F
Which of these skills is the cognitive ability to see the organization as a whole and the
relationship among its parts?
a.
b.
c.
d.
e.
28.
Page: 12
As uncertainty increases, managers are now focusing more attention on the __________
and __________ needs of their employees.
a.
physical/security
b.
social/security
c.
information/emotional
d.
physical/emotional
e.
compensation/developmental
Answer: d
27.
Level: 1
Level: 3
Page: 12
Type: A
Which of the following skills are most important at the top management level?
a.
Conceptual skills
Chapter One * Managing in Turbulent Times
Test Bank * Page 12
b.
c.
d.
e.
Human skills
Technical skills
Project skills
All of the above
Answer: a
30.
Level: 1
Page: 12
Type: F
Which of the following managerial skills involves cheerleading, coaching, and nurturing?
a.
b.
c.
d.
e.
Planning skills
Human skills
Technical skills
Organizing skills
Intellectual skills
Answer: b
Level: 2
Page: 12
Type: F
_______ are most important at lower organizational levels.
a.
b.
c.
d.
e.
Planning skills
Human skills
Conceptual skills
Technical skills
None of the above
Answer: d
33.
Type: F
Human
Conceptual
Technical
Intellectual
Planning
Answer: a
32.
Page: 12
skill is the manager's ability to work with and through other people and to
work effectively as a group member.
a.
b.
c.
d.
e.
31.
Level: 2
Level: 2
Page: 13
Type: F
Organizations often loose good employees because front-line managers fail to
__________.
a.
give direction
b.
offer challenge
c.
show respect
d.
show recognition
e.
listen to new ideas
Chapter One * Managing in Turbulent Times
Test Bank * Page 13
Answer: c
34.
Page: 13
Type: F
develop a culture of competition
adapt to the changes in the external world
display compassion to employees
create employee recognition programs
focus on productivity
Answer: b
Level: 2
Page: 14
Type: F
Managers who create a culture of __________ often miss important signals from the
marketplace.
a.
internal congestion
b.
competition
c.
fear
d.
creativity
e.
customer focus
Answer: c
Level: 2
Page: 14
Type: F
Critical management missteps include:
a.
poor communication skills
b.
suppressing dissenting views
c.
inability to build a team
d.
treating people as instruments
e.
all of the above
Answer: e
38.
Level: 1
The biggest mistake that many manager’s make is the failure to __________.
a.
b.
c.
d.
e.
37.
Type: F
Human skill
Conceptual skill
Interpersonal skill
Technical skill
Leadership skill
Answer: d
36.
Page: 13
Which of these is the understanding of and proficiency in the performance of specific
tasks?
a.
b.
c.
d.
e.
35.
Level: 2
Level: 1
Page: 14
Type: F
Marley is the executive director of the local Community for Critters. Her level in the
Chapter One * Managing in Turbulent Times
Test Bank * Page 14
management hierarchy is that of a(n)
a.
b.
c.
d.
e.
first-line manager.
middle manager.
top manager.
consultant.
operative.
Answer: c
39.
Level: 3
Page: 16
Type: A
Tara Kelso is the head of the finance department at Muumuu Manufacturing, Inc. Her
level in the management hierarchy is that of a(n)
a.
b.
c.
d.
e.
first-line manager.
middle manager.
top manager.
chief executive officer.
operative.
Answer: b
Level: 2
Page: 16
Type: A
Rather than managing the flow of information up and down the hierarchy, today's middle
manager is responsible for creating a
a.
b.
c.
d.
e.
vertical chain.
horizontal network.
diagonal system of communication.
spiral network.
chaos-based evaluation system
Answer: b
42.
Type: A
Karen Baxter does more planning than Tiffany Blanchard.
Timothy Thompson does more leading than Karen Baxter.
Tiffany Blanchard does more controlling than Timothy Thompson.
Tiffany Blanchard does more planning than Karen Baxter.
None of the above.
Answer: d
41.
Page: 15
Consider the following three managers from Outrageous Outfitters, Inc. Tiffany
Blanchard is the president, Timothy Thompson is the director of marketing, and Karen
Baxter is a maintenance supervisor. Which of the following statements is true?
a.
b.
c.
d.
e.
40.
Level: 2
Level: 2
Page: 16
Type: F
Kurt Fredericks, manager of the jewelry division of a major dept. store, coordinated the
work of several people across several departments to accomplish a $500,000 fundraising
Chapter One * Managing in Turbulent Times
Test Bank * Page 15
for an animal shelter. He can best be described in his fundraising activities as a(n)
a.
b.
c.
d.
e.
top manager.
middle manager.
project manager.
first-line manager.
operative.
Answer: c
43.
Level: 3
Page: 16
Type: A
Temporary management professionals who work on specific projects are called
_________.
a.
b.
c.
d.
e.
middle managers
project managers
interim managers
first line managers
functional managers
Answer: c
Level: 2
Page: 16
Type: F
The benefits of using interim managers include:
a.
b.
c.
d.
e.
an organization’s use of specialist skills
no long-term commitment for the organization
the manager has some flexibility
the manager faces new and interesting challenges
all of the above
Answer: e
46.
Type: A
He is responsible for several departments that perform different functions.
He is required to have significant human skills.
He is responsible for self-contained division and all the departments within it.
He supervises employees with similar training and skills.
All of the above.
Answer: c
45.
Page: 16
Which of the following best describes Terrance's position as a project manager?
a.
b.
c.
d.
e.
44.
Level: 3
Level: 1
Page: 16
Type: F
Cindy Carroll is the director of human resources at Pet Grooming, Inc. She can be best
described as a
a.
b.
top level manager.
project manager.
Chapter One * Managing in Turbulent Times
Test Bank * Page 16
c.
d.
e.
general manager.
first-line manager
functional manager.
Answer: e
47.
Level: 2
Page: 17
Type: A
Which of the following is a functional manager?
a.
b.
c.
d.
e.
President
Executive Vice-president
Financial Vice-president
Project manager
All of the above
Answer: c
Level: 1
Page: 17
Type: F
Which of the following best describes Stacey's position as a functional manager?
a.
b.
c.
d.
e.
She is responsible for several departments that perform different functions.
She organizes people across departments to perform a specific task.
She is responsible for a self-contained division and all the departments within it.
She supervises employees with similar training and skills.
None of the above.
Answer: d
50.
Type: A
first-line manager.
middle manager.
top manager.
consultant.
operative.
Answer: a
49.
Page: 17
Matt Richards is the office manager of a local accounting firm. His level in the
management hierarchy is that of a(n)
a.
b.
c.
d.
e.
48.
Level: 3
Level: 3
Page: 17
Type: A
________ managers are responsible for the manufacturing and marketing departments
that make or sell the product or service.
a.
b.
c.
d.
e.
Top
Line
First-line
Staff
Project
Chapter One * Managing in Turbulent Times
Test Bank * Page 17
Answer: b
51.
Page: 17
Type: F
She is responsible for several departments that perform different functions.
She organizes people across departments to perform a specific task.
She is responsible for one specific department (e.g., marketing).
She supervises employees with similar training and skills.
None of the above
Answer: a
Level: 3
Page: 17
Type: A
Which of these managers are responsible for departments that perform a single task and
have employees with similar training skills?
a.
b.
c.
d.
e.
Top managers
Middle managers
General managers
Functional managers
First-Line managers
Answer: d
Level: 2
Page: 17
Type: F
One of the things managers enjoy doing the most is:
a.
b.
c.
d.
e.
financial planning
controlling activities
planning for future decisions
leading others
hiring new employees
Answer: d
55.
Level: 1
Sadie Dodrill is a general manager. Which of the following best describes her position?
a.
b.
c.
d.
e.
54.
Type: F
Line
Project
Top
Operatives
Staff
Answer: e
53.
Page: 17
Which of these managers are in charge of departments such as finance and HR that
support line departments?
a.
b.
c.
d.
e.
52.
Level: 1
Level: 2
Page: 17
Type: F
Research shows that managers enjoy all of the following except:
Chapter One * Managing in Turbulent Times
Test Bank * Page 18
a.
b.
c.
d.
e.
networking
innovation
leading others
managing time
all of the above
Answer: d
56.
Level: 2
Page: 17
Type: F
_______ is an informational role, according to Mintzberg.
a.
b.
c.
d.
e.
Entrepreneur role
Leader role
Monitor role
Disturbance handler role
Figurehead role
Answer: c
Level: 2
Page: 19
Type: F
Gail Griffith, manager of the finance division, distributes relevant information everyday
to all her employees enabling them to make quality decisions. Gail is performing which
of the following roles?
a.
b.
c.
d.
e.
Monitor role
Disseminator role
Spokesperson role
Disturbance handler role
Figurehead role
Answer: b
59.
Type: F
financial planning
controlling activities
planning for future decisions
handling paperwork
networking
Answer: d
58.
Page: 17
Of all management duties, one of the things managers like the least is:
a.
b.
c.
d.
e.
57.
Level: 2
Level: 2
Page: 19
Type: A
The president of Pepsi Company is the keynote speaker at a retirement dinner for a long
time bottler. This is an example of which of the following roles?
a.
b.
Liaison role
Figurehead role
Chapter One * Managing in Turbulent Times
Test Bank * Page 19
c.
d.
e.
Negotiator role
Leader role
Monitor role
Answer: b
60.
Level: 3
Page: 19
Type: A
If Bradley Hak is responsible for maintaining information links both inside and outside
organizations by using mail, phone calls, and conducting meetings as daily activities, he
would be considered a
a.
b.
c.
d.
e.
figurehead.
liaison.
negotiator.
monitor.
spokesperson.
Answer: b
Level: 2
Page: 20
Type: A
Which of the following is not a decisional role?
a.
b.
c.
d.
e.
Entrepreneur
Negotiator
Resource allocator
Disturbance handler
Liaison
Answer: e
63.
Type: A
Monitoring
Figurehead
Spokesperson
Leader
Liaison
Answer: b
62.
Page: 19
When Amanda attends a subordinate’s wedding, according to Mintzberg, she is
performing which of these roles?
a.
b.
c.
d.
e.
61.
Level: 3
Level: 1
Page: 20
Type: F
The ______ role involves resolving conflicts among subordinates between the managers
department and other departments.
a.
b.
c.
d.
resource allocator
entrepreneur
negotiator
liaison
Chapter One * Managing in Turbulent Times
Test Bank * Page 20
e.
disturbance handler
Answer: e
64.
Level: 1
Page: 20
Type F
Maintaining information links are the activities consistent with the ______ role.
a.
b.
c.
d.
e.
leader
spokesperson
monitor
liaison
entrepreneur
Answer: d
Level: 2
Page: 20
Type: F
Before becoming a manager, FedEx often has would-be managers consider which of the
following parts of a manager’s experience:
a.
b.
c.
d.
e.
time for the increased workload.
the unrelenting sense of obligation.
the responsibility of managing others
the position of always being in the middle
all of the above
Answer: e
67.
Type: F
Monitor
Negotiator
Liaison
Disturbance handler
Spokesperson
Answer: c
66.
Page: 20
Which of these, according to Mintzberg, is an interpersonal role?
a.
b.
c.
d.
e.
65.
Level: 2
Level: 2
Page: 21
Type: F
The __________ role involves bargaining with others to meet the unit or departmental
goals.
a.
b.
c.
d.
e.
negotiator
resource allocator
figurehead
monitor
leader
Answer: a
Level: 2
Page: 22
Chapter One * Managing in Turbulent Times
Test Bank * Page 21
Type: F
68.
If a manager finds a severe decline in employee morale and direction, they may need to
spend more time in the __________ role.
a.
b.
c.
d.
e.
negotiator
resource allocator
figurehead
monitor
leader
Answer: e
69.
Level: 2
Page: 22
Type: F
Which of these is the most important managerial role in small firms?
a.
b.
c.
d.
e.
Leader
Resource allocator
Negotiator
Spokesperson
Monitor
Answer: d
Level: 2
Page: 24
Type: F
Since not-for-profit organizations do not have a conventional _______, managers may
struggle with the question of what constitutes results and effectiveness.
a.
b.
c.
d.
e.
hierarchy
bottom line
information system
decision-making process
structure
Answer: b
72.
Type: F
negotiator
resource allocator
figurehead
monitor
leader
Answer: d
71.
Page: 22
If a manager finds several new competitors on the horizon, they may need to spend more
time in the __________ role.
a.
b.
c.
d.
e.
70.
Level: 2
Level: 2
Page: 24
Type: F
A manager in for-profit business focuses primarily on __________, while a manager of a
non-profit focuses on __________.
Chapter One * Managing in Turbulent Times
Test Bank * Page 22
a.
b.
c.
d.
e.
the bottom-line, employee morale
the bottom-line, social impact
profitability, customer satisfaction
market share, the bottom-line
customer satisfaction, organization reputation
Answer: b
73.
Level: 2
Page: 24
Type: F
One of the roles that a non-profit manager may emphasize over their counterpart in a forprofit organization is __________.
a.
b.
c.
d.
e.
negotiator
spokesperson
liaison
resource allocator
entrepreneur
Answer: b
Level: 2
Page: 24
Type: F
74. Which of these is not a management competency?
a.
b.
c.
d.
e.
Leadership
Resources
Relationships
Design
Focus
Answer: b
75.
Page: 26
Type: F
In today’s organizations, teams could include all of the following EXCEPT
a.
b.
c.
d.
e.
outside contractors.
free agents.
customers.
competitors.
government agencies.
Answer: e
76.
Level: 2
Level: 2
Page: 27
Type: F
In many contemporary top organizations, leadership is often found __________.
a.
b.
c.
d.
dispersed throughout the organization
at the top
building from the bottom up
through a creative enterprise
Chapter One * Managing in Turbulent Times
Test Bank * Page 23
e.
in a centralized group of creative people
Answer: a
77.
Level: 1
Page: 27
Type: F
Today’s best managers embrace ambiguity and create organizations that are all of these
EXCEPT
a.
b.
c.
d.
e.
command-and-control directed.
fast.
flexible.
adaptable.
relationship-oriented.
Answer: a
Level: 2
Page: 27
Type: F
Success in the “new” workplace depends on __________.
a.
b.
c.
d.
e.
creativity
strong leadership
collaborative relationships
managers who are good negotiators
environmental surveyors.
Answer: c
80.
Type: F
work place diversity.
globalization.
paradigm shifts.
technology.
the increased importance of organizing.
Answer: e
79.
Page: 27
Major changes on the way for which managers must prepare include all of the following
EXCEPT
a.
b.
c.
d.
e.
78.
Level: 2
Level: 2
Page: 28
Type: F
Page: 28
Type: F
A learning organization includes:
a.
b.
c.
d.
e.
experimentation
high risk taking
current technology
nontraditional thinking
all of the above
Answer: e
Level: 1
Chapter One * Managing in Turbulent Times
Test Bank * Page 24
81. All of the following are included in the five leadership skills that are important because of
crisis management EXCEPT
a.
b.
c.
d.
e.
staying calm.
telling the truth.
putting business before people.
being visible.
knowing when to get back to business.
Answer: c
Level: 2
Page: 30
Type: F
Scenario Questions
Scenario—Stephen Hedricks
The promotion to first line manager took place just six weeks ago for Stephen Hedricks. He was
well qualified for the promotion, but the new job still required a lot of training. One of the
challenges has been to coordinate the production of his team with the needs of the sales
department and with the availability of raw materials from his suppliers. Setting priorities and
developing schedules to accomplish the work is a part of Stephen’s job that he has really
enjoyed. The challenges to maintain high rapport and to build a strong team with his employees
have already brought him a lot of satisfaction. In reflecting about the last six weeks, Stephen
concludes that he is very happy about his new job.
1.
Stephen Hedricks was exhibiting the interpersonal role of
a.
b.
c.
d.
e.
figurehead.
leader.
liaison.
monitor.
spokesperson.
Answer: c
2.
Type: A
Stephen was participating in the decisional role of
a.
b.
c.
d.
e.
entrepreneur.
disturbance handler.
disseminator.
resource allocator.
monitor.
Answer: d
Type: A
Chapter One * Managing in Turbulent Times
Test Bank * Page 25
3.
The managerial skill that is least important at Stephen’s middle-level management
position is
a.
b.
c.
d.
e.
conceptual.
human.
technical.
all of these skills are vital.
none of the skills are important.
Answer: c
4.
Type: A
In his job, Stephen needs to
a.
b.
c.
d.
e.
plan.
organize.
lead.
control.
all of the above.
Answer: e
Type: A
Short-Answer Questions
1.
is the attainment of organizational goals in an effective and efficient manner
through planning, organizing, leading, and controlling organizational resources.
Answer: Management
2.
_______ is concerned with defining goals for future organizational performance.
Answer: Planning
3.
Page: 8
is the management function concerned with assigning tasks, grouping tasks into
departments, and allocating resources to departments.
Answer: Organizing
4.
Page: 8
Page: 8
List the six major components of the management process model.
Answer: Planning, organizing, controlling, leading, resources, and performance
Page: 9
Chapter One * Managing in Turbulent Times
Test Bank * Page 26
5.
The management function that involves the use of influence to motivate employees to
achieve the organization's goals is referred to as
.
Answer: leading
6.
is the management function concerned with monitoring employees' activities,
keeping the organization on track toward its goals, and making corrections as needed.
Answer: Controlling
7.
Organizational
goal.
Answer: efficiency
10.
Page: 11
Page: 12
Page: 12
Page: 12
skill is the understanding of and proficiency in the performance of specific tasks.
Answer: Technical
14.
refers to the amount of resources used to achieve an organizational
skill is the manager's ability to work with and through other people and to work
effectively as a group member.
Answer: Human
13.
Page: 11
Conceptual skills are especially important for _______ managers.
Answer: top
12.
.
skill is the cognitive ability to see the organization as a whole and the relationship
among its parts.
Answer: Conceptual
11.
.
Page: 11
The degree to which the organization achieves a stated goal is called
Answer: effectiveness
9.
Page: 10
A social entity that is goal directed and deliberately structured is called a(n)
Answer: organization
8.
Page: 9
Page: 13
Department heads and division managers are examples of _______ managers.
Answer: middle
Page: 16
Chapter One * Managing in Turbulent Times
Test Bank * Page 27
15.
A(n)
is responsible for a temporary work project that involves the participation
of people from various functions and levels of the organization, and perhaps from outside
the company as well.
Answer: project manager
16.
Page: 16
are responsible for departments that perform a single functional task and have
employees with similar training and skills.
Answer: Functional managers Page: 17
17.
are responsible for several departments that perform different functions.
Answer: General managers
18.
A set of expectations for a manager's behaviors is known as a(n) _______.
Answer: role
19.
Page: 19
A(n) __________ would be responsible for performing ceremonial and symbolic duties
such as greeting visitors and signing legal documents.
Answer: figurehead
20.
Page: 17
Page: 19
List five of Mintzberg's ten managerial roles.
Answer: Any five of the following -- monitor, spokesperson, disseminator, figurehead,
leader, liaison, entrepreneur, disturbance handler, resource allocator, and negotiator.
Page: 19-20
21.
The _______ role involves deciding who gets what resources.
Answer: resource allocator
22.
________ for not-for-profit organizations usually come from government appropriations,
grants, and donations.
Answer: Financial resources
23.
Page: 24
The primary characteristic of the new workplace is that it is centered on __________
rather than machines and physical assets.
Answer: information
24.
Page: 22
Page: 27
Having a cross-cultural workforce is called being _______.
Chapter One * Managing in Turbulent Times
Test Bank * Page 28
Answer: diverse
Page: 27
Essay Questions
1.
Briefly describe the process of management.
ANSWER:
The answer should focus on the six components of management process: Resources,
planning, organizing, leading, controlling, and performance. Please refer to exhibit 1-1 in
the text.
Level: 1
2.
Page 8-9
The United States was competing in the 1960's to be the first nation to land a man on the
moon and return him safely to earth. Analyze this competition in terms of efficiency and
effectiveness from the point of view of the United States.
ANSWER:
The answer should focus on the success of the United States; that is, the United States
was effective in accomplishing its goal. The legendary stories of the overpricing and lack
of financial control suggest a low level of efficiency.
Level: 3
3.
Page: 11
Describe the skills necessary for performing a manager's job. Provide examples of each.
ANSWER:
The skills are conceptual, human, and technical. Please refer to exhibit 1-2 in the text.
Level: 1
4.
Page 12-13
Why are conceptual skills most important for top managers?
ANSWER:
As the book points out in the Bill Gates example, top managers are often the keys to
holding the whole company together. In order to accomplish this, top managers must be
able to see the "big picture," i.e., perceive the critical situational issues as well as the
relationships between all organizational parts.
Level: 1
Page: 12
Chapter One * Managing in Turbulent Times
Test Bank * Page 29
5.
Briefly discuss the relationship between management skills and management level.
ANSWER:
The answer should contain both of the following points: (a) conceptual and human skills
become more important as a manager moves up through the organization; and (b)
technical skills become less important as a manager moves up through the organization.
Level: 2
6.
Page: 12-13
What are technical skills? At what level are they most important and why?
ANSWER:
Technical skill is the understanding of and the proficiency in the performance of specific
tasks. Technical skills also include specialized knowledge, analytical ability, and the
competent use of tools and techniques to solve problems in that specific discipline. Many
managers get promoted to the first management job by having excellent technical skills.
Level: 2
7.
Page: 13
Describe the three categories of managerial roles and explain how do they differ.
ANSWER:
The three categories of managerial roles are informational, interpersonal, and decisional.
Informational roles describe the activities used to maintain and develop an information
network. Interpersonal roles pertain to relationships with others and are related to human
skills. Decisional skills relate to those events about which the manager must make a
choice and take action. Actual roles that are under each category may be included.
Level: 2
8.
Page 15-17
Identify and explain the change that has affected organizations and management the most.
ANSWER:
Technology has affected organizations and management because of the explosion of its
usages. The use of computers and the Internet, as well as wireless technology and digital
networking has grown to astonishing numbers, and organizations and management must
keep up with the growth in order to keep a profitable business.
Level: 2
Page: 26
Chapter One * Managing in Turbulent Times
Test Bank * Page 30