Ch01 Test Bank

Schermerhorn-Management, 11
th
edition Test Bank
Ch01, Chapter 1: The Management Process
Introduction
1. The themes of the day for great organizations in the New Economy are
!. "artici#ation, $es#ect, Tradition, %n&o'&ement, Se'f-management
B. Se'f-management, %n&o'&ement, $es#ect, "artici#ation, Teamwork, Em#owerment
(. %n&o'&ement, $es#ect, Se'f-management, Teamwork, Shareho'der &a')e
*. $es#ect, %n&o'&ement, "artici#ation, Se'f-management, (ontro'
E. Se'f-management, "artici#ation, Teamwork, $es#ect, !ction
!ns B
$es#onse "age +
*iffic)'ty Moderate
!!(SB En&ironmenta' %nf')ence
B'oom,s Ta-onomy (om#rehension
Learning About Yourself
.. The /#en !rea of the 0ohari 1indow #ro&ides what is known to o)rse'&es as we'' as what is
known to others.
!ns Tr)e
$es#onse "age 2
*iffic)'ty Easy
!!(SB %ndi&id)a' *ynamics
B'oom,s Ta-onomy 3now'edge
2. The 0ohari 1indow #ro&ides )s with insights of what we know a4o)t o)rse'&es and what is
known 4y others a4o)t )s 4)t does not consider the )nknowns a4o)t )s.
!ns 5a'se
$es#onse "age 2
*iffic)'ty Moderate
+. Se'f-!wareness
!. he'#s )s 4)i'd on strengths
B. he'#s o&ercome weaknesses
(. he'#s )s a&oid tendencies toward se'f-enhancement
(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc.
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*. is easy to ta'k a4o)t 4)t hard to master
E. !'' of the a4o&e
!ns E
$es#onse "age 2
*iffic)'ty Easy
9. !ccording to the 0ohari 1indow, the B'ind S#ot, The :nknown and ;idden Se'f
!. (ha''enge o)r wi''ingness and ca#acities for se'f-disco&ery
B. $e#resent #erce#tions of o)rse'&es
(. $e#resent the #erce#tions others ha&e of )s
*. "ro&ide on'y what is known to others
E. None of the a4o&e
!ns !
$es#onse "age 2
*iffic)'ty Moderate
or!ing Toda"
<. E-#'ain why #eo#'e, an organization=s em#'oyees, are considered an in&a')a4'e asset.
!ns "eo#'e and their ta'ents >what they know, what they 'earn, and what they do with it>are the
)'timate fo)ndations of organizationa' #erformance. They re#resent what managers ca''
intellectual capital, the co''ecti&e 4rain#ower or shared know'edge of a workforce that can 4e
)sed to create &a')e. %ndeed, the )'timate e'egance of any organization is its a4i'ity to com4ine the
ta'ents of many #eo#'e, sometimes tho)sands of them, to achie&e )ni?)e and significant res)'ts.
$es#onse "age +-9
*iffic)'ty Easy
$ef 1orking Today
B'oom,s Ta-onomy !na'ysis

@. *escri4e the &ario)s cha''enges managers m)st face in the .1
st
cent)ry work#'ace. To what e-tent
are yo), as a f)t)re manager, #re#ared to meet each of these cha''engesA E-#'ain yo)r answer.
!ns The cha''enges that managers m)st face in the .1
st
cent)ry work en&ironment inc')de the
fo''owing
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%nte''ect)a' ca#ita' inte''ect)a' ca#ita' and know'edge workers increasing'y dri&e
organizationsB since know'edge constant'y 4ecomes o4so'ete, e&eryone is )nder #ress)re
to 'earn and contin)a''y a##'y new know'edge.
C'o4a'ization economic com#etiti&eness is a cha''enge of wor'dwide sco#e.
Techno'ogy the a&ai'a4i'ity and ease of transferring information is affecting
organizationa' work en&ironments and the &ery nat)re of 4)siness itse'f.
*i&ersity organizations and their mem4ers are 4eing cha''enged to dea' #ositi&e'y with
differences among #eo#'eB meeting this cha''enge creates strategic o##ort)nity.
Ethics modern society e-#ects managers and 'eaders in a'' organizations to cond)ct
their affairs according to high mora' standards.
(areers careers wi'' 4e different and e&eryone m)st 4e concerned with de&e'o#ing
their ski'' #ortfo'ios to remain &a')a4'e reso)rces to organizations
Each st)dent sho)'d assess hisDher own 'e&e' of com#etency with res#ect to dea'ing with these
cha''enges, as we'' as why heDshe isDisn=t #re#ared to meet these cha''enges.
$es#onse "age 9-E
*iffic)'ty Moderate
$ef 1orking Today
B'oom,s Ta-onomy Synthesis
F. !n em#'oyee=s ta'ents are what they know, what they 'earn, and what they do with it.
!ns Tr)e
$es#onse "age +
*iffic)'ty Moderate
E. Tech %G is the a4i'ity to )ti'ize techno'ogy in its c)rrent form witho)t consideration for new
ad&ancements in techno'ogy.
!ns 5a'se
$es#onse "age 9
*iffic)'ty Easy
!!(SB %nformation Techno'ogies
17. The a4i'ity to )se techno'ogy and commitment to stay informed on the 'atest techno'ogica'
de&e'o#ments is considered Tech %G.
!ns Tr)e
$es#onse "age 9
*iffic)'ty Easy
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11. !n indi&id)a' wanting to achie&e a high Tech %G wo)'d need to #ossess the a4i'ity to )se
techno'ogy at work and in the e&eryday 'i&ing and ha&e a commitment to staying informed on the
'atest techno'ogica' de&e'o#ments.
!ns Tr)e
$es#onse "age 9
*iffic)'ty Moderate
1.. ('o)d com#)ting a''ows the )ser to r)n software for their 4)siness witho)t 4eing re?)ired to
insta'' the software on the com#any com#)ters.
!ns Tr)e
$es#onse "age <
*iffic)'ty Easy
12. %nte''ect)a' ca#ita' is defined as the collective brainpower or shared knowledge of a workforce.
!ns Tr)e
$es#onse "age +
*iffic)'ty Easy
!!(SB /#erations Management
1+. The inte''ect)a' ca#ita' e?)ation is sim#'y inte''ect)a' ca#ita' H com#etency # commitment.
!ns Tr)e
$es#onse "age 9
*iffic)'ty Moderate
19. 1orkforce di&ersity descri4es demogra#hic differences among mem4ers of the workforce
foc)sing #rimari'y on income, socia' stat)s, ed)cation, and e-#erience.
!ns 5a'se
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$es#onse "age F
*iffic)'ty ;ard
!!(SB Cro)# *ynamics
1<. "reI)dice is the ho'ding of negati&e o#inions and attit)des a4o)t #eo#'e who 'ack inter#ersona' or
technica' ski''s.
!ns 5a'se
$es#onse "age F
*iffic)'ty Moderate
1@. *iscrimination refers to an in&isi4'e 4arrier that 'imits the career ad&ancement of women and
minorities.
!ns 5a'se
$es#onse "age F
*iffic)'ty Moderate
1F. The g'ass-cei'ing effect 'imits the career ad&ancement and #romotion of women and minorities.
!ns Tr)e
$es#onse "age F
*iffic)'ty Easy
1E. Nationa' and geogra#hic 4o)ndaries of wor'd 4)siness are 4ecoming increasing'y more we''-
defined as g'o4a' com#etition increases.
!ns 5a'se
$es#onse "age <
*iffic)'ty Moderate
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.7. C'o4a'ization refers to the wor'dwide interde#endence of reso)rce f'ows, #rod)ct markets, and
4)siness com#etition that characterizes the new economy.
!ns Tr)e
$es#onse "age <
*iffic)'ty Moderate
B'oom,s Ta-onomy !##'ication
.1. %m#ro&ements in techno'ogy, the dereg)'ation of markets, and the o#ening of nationa' 4orders
ha&e had 'itt'e im#act on 4)sinesses in the :nited States and E)ro#e.
!ns 5a'se
$es#onse "age <
*iffic)'ty Moderate
... The reach of the g'o4a' economy means that co)ntries and #eo#'e are increasing'y connected
thro)gh the media, information techno'ogy, tra&e', and 'ifesty'es.
!ns Tr)e
$es#onse "age <
*iffic)'ty Moderate
.2. Jirt)a' working en&ironments ha&e increased the need for face-to-face meetings, internationa'
tra&e' and sharing of information.
!ns 5a'se
$es#onse "age <
*iffic)'ty ;ard
.+. Ethics refers to a code of mora' #rinci#'es that sets standards of what is good and right as
o##osed to what is 4ad and wrong.
!ns Tr)e
$es#onse "age F
*iffic)'ty Easy
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!!(SB Ethica' $es#onsi4i'ities
.9. %ntegrity and ethica' 'eadershi# m)st 4e #racticed at a'' organizationa' 'e&e's.
!ns Tr)e
$es#onse "age F
*iffic)'ty Moderate
.<. Society is 4ecoming more 'enient in its e-#ectations that socia' instit)tions cond)ct their affairs
according to high mora' standards.
!ns 5a'se
$es#onse "age F
*iffic)'ty Moderate
.@. %nternshi#s are im#ortant #athways to first Io4 #'acements.
!ns Tr)e
$es#onse "age E
*iffic)'ty Moderate
.F. (har'es ;andy )ses the %rish shamrock to sym4o'ize the different career im#'ications of the three
distinct em#'oyment #atterns that ha&e emerged in the new economy.
!ns Tr)e
$es#onse "age E
*iffic)'ty Easy
.E. (ore workers, contract workers, and #art-time workers are the three different em#'oyment
#atterns in the %rish shamrock mode' )sed 4y (har'es ;andy.
!ns Tr)e
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$es#onse "age E
*iffic)'ty Moderate
27. %n (har'es ;andy=s descri#tion of career #'anning, a #erson who #erforms s#ecific tasks as
needed and is com#ensated on a fee-for-ser&ices 4asis is a known as a core worker.
!ns 5a'se
$es#onse "age E
*iffic)'ty Moderate
21. :ti'izing ser&ices s)ch as Monster.com and Kinked%n on'ine career sites for Io4 h)nting taking
ad&antage of yo)r on'ine access and )sing the right #rotoco's to access these reso)rces is an
e-am#'e of LLLLLLLLL.
!. 3now'edge 1orker
B. Tech %G
(. 1orkforce *i&ersity
*. %nte''ect)a' (a#ita'
!ns B
$es#onse "age <
*iffic)'ty Moderate
2.. $ache' enIoys working with techno'ogy and is comforta4'e )sing it in her e&eryday acti&ities
inc')ding at her Io4 as an acco)ntant. She 'ooks forward to the 'atest techno'ogica' ad&ancements and
em4races the change 4y 'earning a4o)t the new techno'ogy and how it can 4e a##'ied to her Io4. $ache' is
dis#'aying aMnN LLLLLLLLLL.
!. ;igh Tech %G
B. Techno'ogy !&ersion
(. %nte''ect)a' (a#ita' Crowth
*. E-am#'e of 3now'edge 1orker fatig)e
E. Ethics in the 1ork#'ace
!ns !
$es#onse "age 9
*iffic)'ty ;ard
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22. !ccording to the te-t, Tech %G is LLLLLLLLLLLLL.
!. The wor'dwide interde#endence of reso)rce f'ows, #rod)ct markets, and 4)siness
com#etition.
B. ! set of mora' standards, of what is good and right in one=s 4eha&ior.
(. The differences that e-ist among em#'oyees with regard to gender, age, ethnicity, etc.
*. ! #erson=s a4i'ity to )se techno'ogy at work and e&eryday 'i&ing, and commitment to stay
informed on the 'atest techno'ogica' de&e'o#ments.
E. ! #erson=s know'edge of their Io4 descri#tion within the organization
!ns *
$es#onse "age 9
*iffic)'ty Easy
2+. !B(, %nc. wo)'d 'ike to )ti'ize new software #rograms to track #otentia' c)stomers, kee# track of
e-isting ones, and track sa'es #erformance. They wo)'d 'ike to 4e a4'e to interact with this software and
r)n its a##'ications witho)t the need to insta'' the software on their com#any com#)ters. !B(, %nc.
a##ears to ha&e an interest in LLLLLLL.
!. ('o)d (om#)ting
B. 3now'edge 1orkers
(. Network Storage
*. C'o4a'ization
!ns !
$es#onse "age <
*iffic)'ty Moderate
29. %n today=s new work#'ace, careers are 4eing redefined in terms of
!. 5'e-i4i'ity, free agency, ski'' #ortfo'ios, and entre#rene)rshi#.
B. 5ree agency, Entre#rene)rshi#, Ski'' #ortfo'ios, (ontro'
(. Ski'' #ortfo'ios, 5ree agency, Entre#rene)rshi#, (om#etiti&eness
*. 5ree agency, Ski'' #ortfo'ios, Entre#rene)rshi#, *i&ersity
E. Entre#rene)rshi#, 5ree agency, Ski'' #ortfo'ios, Traditiona' &a')es
!ns !
$es#onse "age +
*iffic)'ty ;ard
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2<. %n addition to initiati&e and disci#'ine, career s)ccess today a'so re?)ires
!. (ontin)o)s 'earning
B. !ggressi&eness
(. (om#etiti&eness
*. ! strong sense of tradition
E. !sserti&eness
!ns !
$es#onse "age +
*iffic)'ty Moderate
2@. The one conce#t that does not acc)rate'y descri4e factors im#acting careers in the new economy
is
!. 5ree agency.
B. 5'e-i4i'ity.
(. Entre#rene)rshi#.
*. C)aranteed em#'oyment.
E. Ski'' #ortfo'ios.
!ns *
$es#onse "age +
*iffic)'ty Moderate
2F. The )'timate fo)ndation of organizationa' #erformance is LLLLLLLLLL.
!. The a&ai'a4i'ity and amo)nt of financia' ca#ita'.
B. The #rod)ction of ?)a'ity goods or the #ro&ision of ?)a'ity ser&ices.
(. 1hat #eo#'e know, what #eo#'e 'earn, and what #eo#'e do with what they know and 'earn.
*. Cenerating a good ret)rn on ca#ita' in&estments.
E. Enco)raging teamwork and em#'oyee in&o'&ement
!ns (
$es#onse "age +
*iffic)'ty Moderate
2E. LLLLLLLLLL is defined as the co''ecti&e 4rain#ower or shared know'edge of a workforce that can
4e )sed to create &a')e.
!. Manageria' e-#ertise
B. %nte''ect)a' ca#ita'
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(. ! 'earning organization
*. 3now'edge management
E. Manageria' com#etency
!ns B
$es#onse "age +
*iffic)'ty Easy
+7. ;a&ing a s)ccessf)' career in the new economy re?)ires a #erson to LLLLLLLLLL.
!. Be wi''ing to achie&e greater #ersona' com#etency and accom#'ishment
B. ;a&e a &ariety of #ersona' e-#eriences working in foreign co)ntries
(. Be a se'f-starter who is contin)o)s'y 'earning new things
*. Take risks
E. ! and (
!ns E
$es#onse "age 9
*iffic)'ty Moderate
+1. Someone whose mind is a critica' asset to em#'oyers and who contri4)tes to the inte''ect)a'
ca#ita' of the organization is referred to as aMnN LLLLLLLLLL.
!. 'eader
B. e-ec)ti&e
(. f)nctiona' manager
*. entre#rene)r
E. know'edge worker
!ns E
$es#onse "age 9
*iffic)'ty Easy
+.. *ifferences among mem4ers of the workforce s)ch as age, gender, re'igion, ethnicity, se-)a'
orientation, and a4'e-4odiedness are characteristics of LLLLLLLLLL.
!. racia' discrimination
B. workforce di&ersity
(. workforce demogra#hics
*. workforce #'anning and de&e'o#ment
E. h)man reso)rce management
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!ns B
$es#onse "age F
*iffic)'ty Moderate
+2. ;o'ding negati&e, irrationa' o#inions and attit)des toward mem4ers of di&erse #o#)'ations is
considered to 4e LLLLLLLLLL.
!. discrimination
B. )nethica'
(. i''ega'
*. #reI)dice
E. immora'
!ns *
$es#onse "age F
*iffic)'ty Moderate
++. Treating minority mem4ers )nfair'y and denying them the f)'' 4enefits of organizationa'
mem4ershi# is ca''ed LLLLLLLLLL.
!. #reI)dice
B. discrimination
(. the g'ass cei'ing effect
*. stereoty#ing
E. 4ias
!ns B
$es#onse "age F
*iffic)'ty Moderate
+9. !n in&isi4'e 4arrier that #re&ents women and minorities from rising a4o&e a certain 'e&e' of
organizationa' res#onsi4i'ity is ca''ed LLLLLLLLLL.
!. "reI)dice
B. The g'ass cei'ing effect
(. Cender Bias.
*. The Cood /'d Boy network
E. Stereoty#ing
!ns B
$es#onse "age F
*iffic)'ty Moderate
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+<. LLLLLLLLLL re#resents the wor'dwide interde#endence of reso)rce f'ows, #rod)ct markets, and
4)siness com#etition that characterizes the new economy.
!. %nternationa' entre#rene)rshi#
B. %nternationa' management
(. C'o4a'ization
*. S)##'y chain management
E. (ross-c)'t)ra' 4)siness
!ns (
$es#onse "age <
*iffic)'ty Moderate
+@. 1hich of the fo''owing statements does not acc)rate'y descri4e the im#act of the g'o4a'
economyA
!. The wor'd is increasing'y arranged in regiona' economic 4'ocks.
B. Co&ernment 'eaders in o)r g'o4a' economy are concerned a4o)t the com#etiti&eness of
nations.
(. The nationa' 4o)ndaries of 4)siness are disa##earing.
*. (o)ntries and #eo#'es are increasing'y interconnected.
E. There is 'ess economic interde#endence 4etween nations.
!ns E
$es#onse "age <
*iffic)'ty Moderate
+F. %n LLLLLLLLLLLLLL #eo#'e ho'd meetings, access common data4ases, share information and
fi'es,
make #'ans and so'&e #ro4'ems together.
!. 1e4 4'ogs
B. (onference ca''s
(. Te'ecomm)ting
*. Jirt)a' teams
!. /ne of the a4o&e
!ns *
$es#onse "age <
*iffic)'ty Easy
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+E. LLLLLLLLLL consists of a code of mora' #rinci#'es that sets standards of what is good and
right as o##osed to 4eing 4ad and wrong.
!. ! set of norms
B. "ersona' &a')es
(. Mora'ity
*. Ethics
E. Socia' res#onsi4i'ity
!ns *
$es#onse "age F
*iffic)'ty Moderate
97. LLLLLLLLLLLLL is a set of mora' standards that descri4es what is good and right in terms of one=s
4eha&ior.
!. Mora'ity
B. Norms and &a')es
(. (or#orate go&ernance
*. Ethics
E. Socia' res#onsi4i'ity
!ns *
$es#onse "age F
*iffic)'ty Easy
91. 1hich of the fo''owing co)'d he'# faci'itate a new co''ege grad)ate=s career entry #ointA
!. /n'ine res)me
B. /n'ine Io4 search we4site
(. Socia' networks
*. %nternshi#s
E. !'' of the a4o&e
!ns E
$es#onse "age E
*iffic)'ty Moderate
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9.. !ccording to (har'es ;andy, the %rish shamrock can 4e )sed to descri4e the changing
em#'oyment #atterns in organizations of LLLLLLLLLLLL.
!. 5)''-time workers, #art-time workers, and tem#orary workers
B. (ontract workers, f)''-time workers, and core em#'oyees
(. (ore workers, contract workers, and #art-time workers
*. Ski''ed workers, )nski''ed 'a4orers, and contract workers
E. Technica' em#'oyees, )nski''ed 'a4orers, and ski''ed workers
!ns (
$es#onse "age E
*iffic)'ty Moderate
92. !ccording to (har'es ;andy, a LLLLLLLLLL is a #erson who #)rs)es a standard career #ath.
!. tem#orary ski''ed worker
B. contract worker
(. #art-time worker
*. core worker
E. manager
!ns *
$es#onse "age E
*iffic)'ty Moderate
9+. %n (har'es ;andy=s descri#tion of changing careers, a #erson who maintains and )#grades their
ski''s in order to readi'y shift Io4s and e&en careers when necessary is a LLLLLLLLLL.
!. contingent worker
B. core worker
(. contract worker
*. tem#orary worker
E. #art-time worker
!ns (
$es#onse "age E
*iffic)'ty Moderate
99. 1hich of the fo''owing is not one of the ear'y career s)r&i&a' ski''s for the new work#'ace
identified in the te-tA
!. Entre#rene)rshi#.
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B. Ko&e of techno'ogy.
(. Marketing.
*. Teamwork.
E. Mastery.
!ns *
$es#onse "age E
*iffic)'ty ;ard
9<. To s)r&i&e in the new work#'ace, #eo#'e m)st do a'' of the fo''owing EO(E"T
!. Be a4'e to contri4)te something of &a')e to their em#'oyers
B. ;a&e 'inks with #eers and others inside and o)tside the organization in order to get things
done
(. Be a4'e to comm)nicate #ersona' and work gro)# s)ccesses and #rogress
*. !ct as if they are r)nning their own 4)sinesses
E. ;a&e an e-tensi&e know'edge of information techno'ogy
!ns E
$es#onse "age E
*iffic)'ty Moderate
$rgani%ations in the &e' or!place
9@. 1hat is an organizationA 1hat is a managerA 1hy do organizations need managersA
!ns !n organization is a co''ection of #eo#'e working together to achie&e a common #)r#ose. !
manager is a #erson in an organization who s)##orts and is res#onsi4'e for the work #erformance
of one or more other #ersons. E&ery manager=s Io4 inc')des the res#onsi4i'ity of he'#ing other
#eo#'e to achie&e high #erformance. 1itho)t this he'#, the efforts of the organization=s mem4ers
#ro4a4'y wo)'d not 4e coordinated s)fficient'y to achie&e the organization=s common #)r#ose.
$es#onse "age 17-1.
*iffic)'ty ;ard
$ef /rganizations in the New 1ork#'ace
9F. /rganizations in the new work#'ace sho)'d foc)s on more #rofits and 4e 'ess concerned with
making rea' and #ositi&e contri4)tions to society.
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!ns 5a'se
$es#onse "age 17
*iffic)'ty Easy
!!(SB Strategy
9E. To s)r&i&e in the new work#'ace, #eo#'e m)st ha&e 'inks with #eers and others inside and o)tside
the organization in order to get things done and 4e a4'e to comm)nicate #ersona' and work gro)#
s)ccesses and #rogress.
!ns Tr)e
$es#onse "age E
*iffic)'ty Moderate
<7. !n organization is a gro)# of #eo#'e working inde#endent'y whi'e at the same time #)rs)ing their
indi&id)a' goa's.
!ns 5a'se
$es#onse "age 17
*iffic)'ty Easy
<1. Each organization sho)'d ret)rn &a')e to society and satisfy c)stomers= needs in order to I)stify
its contin)ed e-istence.
!ns Tr)e
$es#onse "age 17
*iffic)'ty Moderate
!!(SB (reation of Ja')e
<.. !n o#en system interacts with its en&ironments to transform reso)rce in#)ts into #rod)ct o)t#)ts
s)ch as finished #rod)cts andDor ser&ices.
!ns Tr)e
$es#onse "age 17
*iffic)'ty Moderate
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<2. !n o#en system is a co''ection of s)4systems that f)nction inde#endent'y from one another.
!ns 5a'se
$es#onse "age 17
*iffic)'ty Easy
<+. /rganizations are com#'e- systems with many interre'ated #arts f)nctioning together to achie&e
common goa's.
!ns Tr)e
$es#onse "age 17
*iffic)'ty Easy
<9. The o#en systems mode' foc)ses on interna' rather than e-terna' factors that transform reso)rces
into finished #rod)ctsDser&ices.
!ns 5a'se
$es#onse "age 17
*iffic)'ty Moderate
<<. Ja')e creation is when a 4)siness or non#rofit organization adds &a')e to the origina' cost of
reso)rce in#)ts then the 4)siness organization earns a #rofit or the non#rofit organization adds
wea'th to society.
!ns Tr)e
$es#onse "age 11
*iffic)'ty Moderate
<@. "rod)cti&ity refers to the ?)antity or the amo)nt of work that is com#'eted 4y a gro)# or team.
!ns 5a'se
$es#onse "age 11
*iffic)'ty Moderate
1-1F
th
edition Test Bank
<F. "rod)cti&ity is a meas)re of the ?)antity and ?)a'ity of work #erformance taking into acco)nt
reso)rce )ti'ization.
!ns Tr)e
$es#onse "age 11
*iffic)'ty Easy
<E. "erformance effecti&eness is a meas)re of reso)rce costs associated with goa' accom#'ishment,
whereas #erformance efficiency is an o)t#)t meas)re of task or goa' accom#'ishment.
!ns 5a'se
$es#onse "age 11
*iffic)'ty Easy
@7. $eso)rce )ti'ization determines whether an organization is efficient.
!ns Tr)e
$es#onse "age 11
*iffic)'ty Easy
@1. Kow &ers)s high goa' attainment determines whether an organization is efficient 4)t not effecti&e.
!ns 5a'se
$es#onse "age 11
*iffic)'ty Moderate
@.. ! manager who em#hasizes meeting #rod)ction targets e&en if there is a cost o&err)n is more
interested in #erformance efficiency than in #erformance effecti&eness.
!ns 5a'se
1-1E
th
edition Test Bank
$es#onse "age 11
*iffic)'ty ;ard
!!(SB Strategy
@2. Ja')ing S)staina4i'ity is concerned with how o)r decisions wi'' im#act the en&ironment and the
we''-4eing of o)r workforce.
!ns Tr)e
$es#onse "age 1.
*iffic)'ty Moderate
!!(SB Strategy
@+. Creater foc)s on command and contro', concern for efficiency, and em#hasis on indi&id)a'
#erformance are some recent trends in managing organizations.
!ns 5a'se
$es#onse "age 1.
*iffic)'ty Moderate
@9. Beca)se of #ress)res to achie&e #erformance e-ce''ence, the command-and-contro' a##roach to
'eadershi# is 4eing re-em#hasized.
!ns 5a'se
$es#onse "age 1.
*iffic)'ty Moderate
@<. !ccording to yo)r te-t, some of the trends and transitions in o)r c)rrent en&ironment that wi''
im#act management inc')de
!. "reeminence of techno'ogy
B. *emise of (ommand and (ontro'
(. %m#ortance of networking
*. Em#hasis on teamwork
E. !'' of the a4o&e
!ns E
$es#onse "age 1.
*iffic)'ty Moderate
1-.7
th
edition Test Bank
@@. The )#side-down #yramid is a conce#t that 'ooks at the entire organization in order to
!. Esta4'ish a forma' chain of command
B. 5oc)s on ser&ing the c)stomer
(. ;a&e em#'oyees s)##ort the mangers
*. *etermine #romotion o##ort)nities
!ns B
$es#onse "age 1<
*iffic)'ty Moderate
!!(SB Strategy
@F. !n organization is a LLLLLLLLLL.
!. co''ection of #eo#'e working on the same #roIects
B. co''ection of #eo#'e working together to achie&e a common #)r#ose
(. co''ection of #eo#'e re#orting to the same manager
*. co''ection of #eo#'e working in different de#artments
E. co''ection of #eo#'e working together in a 4)siness
!ns B
$es#onse "age 17
*iffic)'ty Moderate
@E. "ro&iding )sef)' LLLLLLLLLL andDor LLLLLLLLLL is a 4road #)r#ose that a'' organizations share.
!. information reso)rces.
B. ski''s know'edge.
(. goods ser&ices.
*. str)ct)res techno'ogy.
E. information techno'ogy training.
!ns (
$es#onse "age 17
*iffic)'ty Moderate
1-.1
th
edition Test Bank
F7. LLLLLLLLLL is increasing'y &iewed as a so)rce of organizationa' strength and #erformance
ad&antage.
!. Making a #rofit and #ro&iding a high ret)rn to stockho'ders
B. "rod)cing ?)a'ity #rod)cts, #ro&iding c)stomer satisfaction and 4eing socia''y
res#onsi4'e
(. "rod)cing goods and ser&ices for wor'dwide cons)m#tion
*. Making the highest ret)rn on in&estment and ha&ing the greatest #rofita4i'ity
E. *i&ersification thro)gh mergers and ac?)isitions
!ns B
$es#onse "age 17
*iffic)'ty Moderate
F1. /rganizations are com#'e- systems com#osed of LLLLLLLLLL.
!. &ario)s s)4systems, each of which works for se#arate goa's
B. sets of organizationa' #o'icies and #rocesses
(. many interde#endent #arts that f)nction together to achie&e a common #)r#ose
*. different gro)#s or )nits working for the same organization
E. com#'ete'y inde#endent s)4systems that interact with their en&ironments
!ns (
$es#onse "age 17
*iffic)'ty Moderate
F.. 1hich of the fo''owing acc)rate'y descri4es an o#en systemA
!. !n o#en system is )sed to share and e-change information across organizationa' 4o)ndaries.
B. !n o#en system is a co''ection of s)4systems that are not connected to the e-terna'
en&ironment.
(. !n o#en system is one of many systems that ha&e a #ositi&e im#act on em#'oyee satisfaction.
*. !n o#en system interacts with their en&ironments in a contin)a' #rocess of transforming
reso)rce in#)ts into #rod)ct o)t#)ts in the form of finished goods andDor ser&ices.
E. !n o#en system treats its em#'oyees as an im#ortant asset.
!ns *
$es#onse "age 17
*iffic)'ty ;ard
F2. 1hich of the fo''owing statements acc)rate'y descri4es the o#en systems mode' of organizationsA
!. The en&ironment #ro&ides reso)rce in#)ts inc')ding finished goods andDor ser&ices.
1-..
th
edition Test Bank
B. The organization creates a transformation #rocess for t)rning reso)rce in#)ts into o)t#)ts.
(. The en&ironment cons)mes #rod)ct o)t#)ts inc')ding #eo#'e, money, materia's, techno'ogy,
and information.
*. $eso)rce in#)ts affect #rod)ct o)t#)ts thro)gh a feed4ack 'oo#.
E. 1orkf'ows are #art of the reso)rce in#)ts.
!ns B
$es#onse "age 17
*iffic)'ty Moderate
F+. LLLLLLLLLL refers to the o#eration in which a 4)siness or non#rofit organization adds &a')e to
the origina' cost of reso)rce in#)ts whi'e the 4)siness organization earns a #rofit or the non#rofit
organization adds wea'th to society.
!. "rod)ction
B. $eso)rce management
(. Ja')e creation
*. /#erations management
E. $eso)rce )ti'ization
!ns (
$es#onse "age 11
*iffic)'ty Moderate
F9. %f an o#eration adds &a')e to the origina' cost of reso)rce in#)ts, non#rofit organizations
LLLLLLLLLL and 4)siness organizations LLLLLLLLLL.
!. earn a #rofit increase shareho'der &a')e
B. 4enefit society earn a #rofit
(. earn a #rofit . #romote cor#orate socia' res#onsi4i'ity
*. increase shareho'der &a')e #romote cor#orate go&ernance
E. #romote cor#orate socia' res#onsi4i'ity increase market share
!ns B
$es#onse "age 11
*iffic)'ty ;ard
B'oom,s Ta-onomy E&a')ation
F<. LLLLLLLLLL refers to the ?)antity and ?)a'ity of work #erformance, with reso)rce )ti'ization
taken into acco)nt.
!. Effecti&eness.
1-.2
th
edition Test Bank
B. Efficiency.
(. "rofita4i'ity.
*. "rod)cti&ity.
E. /rganizationa' #erformance.
!ns *
$es#onse "age 11
*iffic)'ty Moderate
F@. !n o)t#)t meas)re of task or goa' accom#'ishment is ca''ed LLLLLLLLLL.
!. #erformance efficiency
B. #rod)cti&ity
(. ret)rn on in&estment
*. #erformance effecti&eness
E. &a')e creation
!ns *
$es#onse "age 11
*iffic)'ty Moderate
FF. !n in#)t meas)re of the reso)rce costs associated with goa' accom#'ishment is ca''ed
LLLLLLLLL.
!. #erformance efficiency
B. #rod)cti&ity
(. ret)rn on %n&estment
*. #erformance effecti&eness
E. &a')e creation
!ns !
$es#onse "age 11
*iffic)'ty Moderate
FE. 1hich of the fo''owing statements does N/T acc)rate'y descri4e the im#act of reso)rce
)ti'ization and goa' attainment on organizationa' #erformanceA
!. 1hen reso)rce )ti'ization is #oor and goa' attainment is 'ow, organizationa' #erformance is
neither effecti&e nor efficient.
B. 1hen reso)rce )ti'ization is good and goa' attainment is 'ow, organizationa' #erformance is
efficient 4)t not effecti&e.
1-.+
th
edition Test Bank
(. 1hen reso)rce )ti'ization is #oor and goa' attainment is high, organizationa' #erformance is
effecti&e 4)t not efficient.
*. 1hen reso)rce )ti'ization is good and goa' attainment is high, organizationa' #erformance is
4oth effecti&e and efficient.
E. /rganizationa' #erformance is )naffected 4y #oor &ers)s good reso)rce )ti'ization and 'ow
&ers)s high goa' attainment.
!ns E
$es#onse "age 11
*iffic)'ty ;ard
E7. ! manager who em#hasizes cost containment, e&en at the e-#ense of missing #rod)ction targets,
is more interested in LLLLLLLLLL than in LLLLLLLLLL.
!. #erformance efficiency #erformance effecti&eness.
B. #erformance effecti&eness #erformance efficiency.
(. #rod)cti&ity #erformance efficiency.
*. #rod)cti&ity #erformance effecti&eness.
E. #rod)cti&ity "rofita4i'ity.
!ns !
$es#onse "age 11
*iffic)'ty ;ard
!!(SB Strategy
E1. 1hich of the fo''owing is N/T one of the trends organizations are facing as mentioned in the
te-tA
!. "reeminence of techno'ogy.
B. *emise of command-and-contro'.
(. "rogressi&e 4rand marketing.
*. Be'ief in h)man ca#ita'.
E. Em#hasis on teamwork.
!ns (
$es#onse "age 11-1.
*iffic)'ty Moderate
E.. Em#hasis on teamwork, #re-eminence of techno'ogy, and im#ortance of networking are a''
e-am#'es of
!. "erformance effecti&eness
1-.9
th
edition Test Bank
B. "erformance efficiency
(. "rod)cti&ity
*. Today=s organizationa' trends
E. None of the a4o&e.
!ns *
$es#onse "age 11-1.
*iffic)'ty Moderate
Managers in the &e' or!place
E2. ! manager may 4e defined in the te-t as LLLLLLLLLL.
!. someone who direct'y s)##orts and he'#s acti&ate the work efforts and #erformance
accom#'ishments of others
B. someone who is 'oya' to the organization
(. someone who is res#onsi4'e for directing and s)#er&ising 'ower 'e&e' em#'oyees
*. someone who is #art of the organizationa' hierarchy
E. someone who tries to #rod)ce as m)ch o)t#)t with as 'itt'e #ersona' in#)t as #ossi4'e
!ns !
$es#onse "age 1.
*iffic)'ty Moderate
!!(SB ;$M
E+. 1hen managers are c'assified according to hierarchica' 'e&e' in the organization they are
descri4ed as LLLLLLLLLL.
!. #roIect and #rod)ct managers
B. g'o4a' and domestic
(. to#, midd'e, and team 'eaders or s)#er&isors
*. f)nctiona', staff, and 'ine
E. administrati&e and genera'
!ns (
$es#onse "age 12
*iffic)'ty Easy
!!(SB ;$M
E9. LLLLLLLLLL are res#onsi4'e for the #erformance of the organization as a who'e or for one of its
maIor #arts.
1-.<
th
edition Test Bank
!. To# 'e&e' managers
B. Midd'e 'e&e' managers
(. Team 'eaders or s)#er&isors
*. 5)nctiona' managers
E. "roIect managers
!ns !
$es#onse "age 12
*iffic)'ty Easy
E<. 1hich of the fo''owing statements does N/T acc)rate'y descri4e the acti&ities of to# managersA
!. To# managers #ay s#ecia' attention to the e-terna' en&ironment.
B. To# managers are a'ert to #otentia' 'ong-r)n #ro4'ems and o##ort)nities, and de&e'o#
a##ro#riate ways of dea'ing with them.
(. To# managers de&e'o# and im#'ement actions #'ans to accom#'ish organizationa' o4Iecti&es.
*. To# managers create and comm)nicate 'ong-term &ision.
E. To# managers ens)re that strategies and o4Iecti&es are consistent with the organization=s
mission.
!ns (
$es#onse "age 12
*iffic)'ty Moderate
E@. LLLLLLLLLL are in charge of re'ati&e'y 'arge de#artments or di&isions consisting of se&era'
sma''er work )nits.
!. To# managers
B. Midd'e managers
*. Cenera' managers
E. "roIect managers
!ns B
$es#onse "age 12
*iffic)'ty Moderate
EF. 1hich statement a4o)t midd'e management is T$:EA
!. Midd'e management inc')des e-ec)ti&es and &ice #residents.
B. Midd'e managers work with to# managers and coordinate with #eers to de&e'o# and
im#'ement action #'ans to accom#'ish organizationa' o4Iecti&es
1-.@
th
edition Test Bank
(. Midd'e managers de&e'o# high-'e&e' action #'ans for im#'ementation 4y #eo#'e at 'ower
'e&e's in the organization.
*. Midd'e managers do not ha&e other managers re#orting to them.
E. Midd'e managers constit)te the first 'e&e' of an organization=s hierarchy of a)thority.
!ns B
$es#onse "age 12
*iffic)'ty Moderate
EE. ! LLLLLLLLLL is in charge of a sma'' work gro)# com#osed of non-manageria' workers.
!. genera' manager
B. 'ine manager
(. team 'eader
*. midd'e manager
E. f)nctiona' manager
!ns (
$es#onse "age 12
*iffic)'ty Moderate
177. The res#onsi4i'ities of team 'eaders and s)#er&isors inc')de a'' of the fo''owing EO(E"T
!. Enco)raging high #erformance and teamwork.
B. %nforming team mem4ers a4o)t organizationa' goa's and e-#ectations.
(. *e&e'o#ing and im#'ementing action #'ans for 'arge de#artments or di&isions.
*. %nforming higher 'e&e's of team needs and accom#'ishments.
E. (oordinating with other teams and s)##orting their work efforts.
!ns (
$es#onse "age 1+
*iffic)'ty ;ard
171. LLLLLLLLLL #)rs)e work )nit #erformance o4Iecti&es that are consistent with higher-'e&e'
organizationa' goa's.
!. To# managers
B. Midd'e managers
*. 5)nctiona' managers
E. Cenera' managers
1-.F
th
edition Test Bank
!ns (
$es#onse "age 12
*iffic)'ty Moderate
17.. Managers who ha&e res#onsi4i'ity for work acti&ities with a direct contri4)tion to the
organization=s #rod)ct or ser&ice are ca''ed LLLLLLLLLL.
!. Cenera' managers
B. Kine managers
(. Midd'e managers
*. Staff managers
E. "roIect managers
!ns B
$es#onse "age 1+
*iffic)'ty Moderate
172. Managers who )se their s#ecia' technica' e-#ertise to s)##ort the efforts of 'ine workers are
ca''ed LLLLLLLLLL.
!. 'ine managers
B. staff managers
(. #roIect managers
*. genera' managers
E. administrators
!ns B
$es#onse "age 1+
*iffic)'ty Moderate
17+. LLLLLLLLLL managers )se their s#ecia' technica' e-#ertise to s)##ort the efforts of LLLLLLLLLL
workers.
!. Cenera' f)nctiona'
B. !dministrati&e #roIect
(. ;igher-'e&e' 'ower-'e&e'
*. Staff 'ine
E. Kine staff
!ns *
$es#onse "age 1+
1-.E
th
edition Test Bank
*iffic)'ty Moderate
179. ! manager who has res#onsi4i'ity for a sing'e area of acti&ity in the organization is LLLLLLLLLL.
!. a staff manager
B. a 'ine manager
(. a f)nctiona' manager
*. a genera' manager
E. a #roIect manager
!ns (
$es#onse "age 1+
*iffic)'ty Moderate
17<. ! manager who is res#onsi4'e for com#'e- organizationa' )nits that inc')de many f)nctiona'
areas is LLLLLLLLLL.
!. an administrator
B. a staff manager
(. a s)#er&isor
*. a team 'eader
E. a genera' manager
!ns E
$es#onse "age 1+
*iffic)'ty Moderate
17@. ! #'ant manager who o&ersees the #)rchasing, man)fact)ring, wareho)sing, sa'es, and #ersonne'
f)nctions may 4e descri4ed as aMnN LLLLLLLLLL.
!. genera' manager
B. administrator
(. f)nctiona' manager
*. staff manager
E. #roIect manager
!ns !
$es#onse "age 1+
*iffic)'ty Moderate
1-27
th
edition Test Bank
17F. Managers who work in #)4'ic or non#rofit organizations are ca''ed LLLLLLLLLL.
!. staff managers
B. 'ine managers
(. f)nctiona' managers
*. genera' managers
E. administrators
!ns E
$es#onse "age 1+
*iffic)'ty Moderate
17E. The re?)irement for one #erson to answer to a higher a)thority for #erformance res)'ts in his or
her area of work res#onsi4i'ity is known as LLLLLLLLLL.
!. #rod)cti&ity
B. ?)a'ity management
(. acco)nta4i'ity
*. chain of command
E. #erformance management
!ns (
$es#onse "age 1+
*iffic)'ty Moderate
117. Effecti&e managers )ti'ize organizationa' reso)rces res)'ting in 4oth LLLLLLLLLL and
LLLLLLLLLL.
!. high-#erformance o)tcomes P high 'e&e's of satisfaction for the workers
B. high-#erformance o)tcomes P high ret)rns to the stockho'ders
(. high-?)a'ity #rod)cts or ser&ices P high ret)rns to the stockho'ders
*. high #rofit margins P 'arge market shares
E. high ret)rns to the stockho'ders P high 'e&e's of satisfaction for the workers
!ns !
$es#onse "age 1+
*iffic)'ty ;ard
111. The o&era'' ?)a'ity of h)man e-#eriences in the work#'ace is known as LLLLLLLLLL.
!. h)man reso)rce management
1-21
th
edition Test Bank
B. working conditions
(. ?)a'ity of work 'ife
*. tota' ?)a'ity management
E. contin)o)s 'earning
!ns (
$es#onse "age 1+
*iffic)'ty Moderate
11.. *efine the three 'e&e's of management and e-#'ain the maIor res#onsi4i'ities of managers at each
'e&e'.
!ns The three 'e&e's of management are to# managers, midd'e managers, and team 'eaders or
s)#er&isors. To# managers ens)re that maIor #erformance o4Iecti&es are esta4'ished and
accom#'ished in accordance with the organization=s #)r#ose. To# managers are res#onsi4'e for
the #erformance of an organization as a who'e or for one of its 'arger #arts. Midd'e managers are
in charge of re'ati&e'y 'arge de#artments or di&isions consisting of se&era' sma''er work )nits.
Midd'e managers re#ort to to# managers and coordinate with #eers to de&e'o# and im#'ement
action #'ans to accom#'ish organizationa' o4Iecti&es. ! team 'eader or s)#er&isor is someone in
charge of a sma''er work )nit com#osed of non-manageria' workers. Team 'eaders or s)#er&isors
ens)re that their work teams or )nits meet #erformance o4Iecti&es that are consistent with the
#'ans of midd'e and to# management.
$es#onse "age 12
*iffic)'ty Easy
112. *efine the three 'e&e's of management and e-#'ain the maIor res#onsi4i'ities of managers at each
'e&e'.
!ns The three 'e&e's of management are to# managers, midd'e managers, and team 'eaders or
s)#er&isors. To# managers ens)re that maIor #erformance o4Iecti&es are esta4'ished and
accom#'ished in accordance with the organization=s #)r#ose. To# managers are res#onsi4'e for
the #erformance of an organization as a who'e or for one of its 'arger #arts. Midd'e managers are
in charge of re'ati&e'y 'arge de#artments or di&isions consisting of se&era' sma''er work )nits.
Midd'e managers re#ort to to# managers and coordinate with #eers to de&e'o# and im#'ement
action #'ans to accom#'ish organizationa' o4Iecti&es. ! team 'eader or s)#er&isor is someone in
charge of a sma''er work )nit com#osed of non-manageria' workers. Team 'eaders or s)#er&isors
ens)re that their work teams or )nits meet #erformance o4Iecti&es that are consistent with the
#'ans of midd'e and to# management.
$es#onse "age 12
*iffic)'ty Easy
1-2.
th
edition Test Bank
11+. !ccording to the te-t, "feffer and Jeiga re#orted that organizations #erform 4etter LLLLLLLLLL.
!. when they foc)s on increasing market share
B. treat c)stomers with res#ect
(. when they treat their em#'oyees 4etter
*. when they enco)rage workforce di&ersity
E. when they address )nsatisfactory #erformance
!ns (
$es#onse "age 1.
*iffic)'ty Moderate
119. /rganizations that treat their #eo#'e 4etter tend to #erform 4etter.
!ns Tr)e
$es#onse "age 1.
*iffic)'ty Easy
11<. ! manager is a #erson in an organization who s)##orts, s)#er&ises and is res#onsi4'e for the work
efforts and #erformance accom#'ishments of other #eo#'e.
!ns Tr)e
$es#onse "age 1.
*iffic)'ty Easy
!!(SB ;$M
11@. ! manager is a #erson who is #rimari'y res#onsi4'e for com#'eting hisDher own work, not
managing the o&era'' #erformance of the entire organization.
!ns 5a'se
$es#onse "age 1.
*iffic)'ty Moderate
!!(SB ;$M
11F. ! manager is a #erson in an organization who is res#onsi4'e for the work efforts and #erformance
accom#'ishments of other #eo#'e.
1-22
th
edition Test Bank
!ns Tr)e
$es#onse "age 1.
*iffic)'ty Easy
!!(SB ;$M
11E. Managers ha&e the 'east &ita' Io4 in society since their #rimary goa' is to he'# #eo#'e achie&e
their career o4Iecti&es.
!ns 5a'se
$es#onse "age 1.
*iffic)'ty Moderate
!!(SB ;$M
1.7. 5irst-'ine managers are res#onsi4'e for directing the day-to-day acti&ities of em#'oyees.
!ns Tr)e
$es#onse "age 1.-12
*iffic)'ty Easy
1.1. To# managers are more concerned with the dai'y o#erations of the interna' 4)siness #rocesses
than with acti&ities in the e-terna' en&ironment that im#act the organization.
!ns 5a'se
$es#onse "age 12
*iffic)'ty Moderate
1... Midd'e managers are in charge of re'ati&e'y 'arge de#artments or di&isions consisting of sma''er
work )nits.
!ns Tr)e
$es#onse "age 12
*iffic)'ty Easy
!!(SB ;$M
1-2+
th
edition Test Bank
1.2. Midd'e managers are res#onsi4'e for s)#er&ising sma'' gro)#s or work )nits.
!ns 5a'se
$es#onse "age 12
*iffic)'ty Moderate
1.+. !n e-am#'e of a midd'e manager is a c'inic director in a hos#ita' who de&e'o#s and im#'ements
action #'ans consistent with the o4Iecti&es set 4y the hos#ita'=s higher-'e&e' e-ec)ti&es.
!ns Tr)e
$es#onse "age 12
*iffic)'ty Moderate
1.9. ! team 'eader is someone who coordinates com#'e- #roIects with task dead'ines whi'e working
with many #ersons within and o)tside the organization.
!ns 5a'se
$es#onse "age 12
*iffic)'ty Moderate
1.<. Staff managers are res#onsi4'e for the work acti&ities that make a direct contri4)tion to the
organization=s o)t#)ts.
!ns 5a'se
$es#onse "age 1+
*iffic)'ty Moderate
1.@. Kine managers )se s#ecia' technica' e-#ertise to ad&ise and s)##ort the efforts of 'ine workers.
!ns 5a'se
$es#onse "age 1+
*iffic)'ty Easy
1-29
th
edition Test Bank
1.F. Cenera' managers ha&e res#onsi4i'ity for managing a sing'e area of acti&ity, s)ch as finance,
marketing, #rod)ction, h)man reso)rces, acco)nting, or sa'es.
!ns 5a'se
$es#onse "age 1+
*iffic)'ty Moderate
1.E. !dministrators are managers who are direct'y res#onsi4'e for managing 4)dgets and o#erations in
'arge cor#orations.
!ns 5a'se
$es#onse "age 1+
*iffic)'ty Easy
127. Managers he'# #eo#'e, working indi&id)a''y or in gro)#s, to #erform their d)ties and accom#'ish
organizationa' goa's.
!ns Tr)e
$es#onse "age 1.
*iffic)'ty Easy
121. !cco)nta4i'ity is the re?)irement of an em#'oyee to show #erformance res)'ts to someone of
higher a)thority within his or her area of res#onsi4i'ity.
!ns Tr)e
$es#onse "age 1+
*iffic)'ty Moderate
12.. Efficient managers he'# others to 4oth achie&e high 'e&e's of #erformance and e-#erience
satisfaction in their work.
!ns 5a'se
1-2<
th
edition Test Bank
$es#onse "age 1+
*iffic)'ty ;ard
122. G)a'ity of work 'ife is an indicator of the o&era'' ?)a'ity of h)man e-#eriences in the work#'ace.
!ns Tr)e
$es#onse "age 1+
*iffic)'ty Easy
12+. %n organizations that are o#erating with an )#side-down #yramid, o#erating workers are near the
to# of the organization, I)st 4e'ow the c)stomers and c'ients they ser&e, and are s)##orted 4y the
managers 'ocated at the 4ottom.
!ns Tr)e
$es#onse "age 19
*iffic)'ty Moderate
!!(SB Strategy
129. %n an )#side-down #yramid, managers sym4o'ica''y remain at the to# of the organizationa'
#yramid.
!ns 5a'se
$es#onse "age 19
*iffic)'ty Moderate
!!(SB Strategy
12<. %n an )#side-down #yramid, the 4est managers are often known for he'#ing and s)##orting
&ers)s directing and order-gi&ing.
!ns Tr)e
$es#onse "age 19
*iffic)'ty Moderate
!!(SB Strategy
1-2@
th
edition Test Bank
The Management Process
12@. 1hen the (E/ of a 'arge retai' store chain decided to se'' off or c'ose some of the 'ocations that
were not #rofita4'e, he was #erforming the management f)nction referred to asLLLLLLLLL
!. *e'egating.
B. "'anning.
(. /rganizing.
*. Keading.
E. (ontro''ing.
!ns B
$es#onse "age 1<
*iffic)'ty ;ard
!!(SB Keadershi# "rinci#'es
12F. The fo)r 4asic f)nctions of management are LLLLLLLLLL.
!. de'egating, #'anning, organizing, and order gi&ing.
B. organizing, 'eading, contro''ing, and order gi&ing.
(. #'anning, organizing, 'eading, and contro''ing.
*. de'egating, 'eading, contro''ing, and decision making.
E. #'anning, 'eading, contro''ing, and decision making.
!ns (
$es#onse "age 1<
*iffic)'ty Easy
12E. Setting #erformance o4Iecti&es and determining the action ste#s for accom#'ishing them
descri4es the management f)nction of LLLLLLLLLL.
!. #'anning
B. organizing
(. 'eading
*. contro''ing
E. decision making
!ns !
$es#onse "age 1<
*iffic)'ty Easy
1-2F
th
edition Test Bank
1+7. 0ennifer assigns Ceorge a #roIect to 4e com#'eted 4y the end of the month and then ho'ds
#eriodic meetings with him to re&iew his #rogress. 0ennifer is #erforming which management
f)nctionA
!. *e'egating
B. "'anning
(. /rganizing
*. Keading
E. (ontro''ing
!ns E
$es#onse "age 1F
*iffic)'ty Moderate
1+1. !ssigning tasks, a''ocating reso)rces, and coordinating acti&ities of indi&id)a's and gro)#s to
accom#'ish #'ans descri4es the management f)nction of LLLLLLLLLL.
!. de'egating
B. #'anning
(. organizing
*. 'eading
E. contro''ing
!ns (
$es#onse "age 1@
*iffic)'ty Moderate
1+.. %ns#iring and moti&ating em#'oyees to work hard and s)##orting their efforts to f)'fi'' #'ans and
accom#'ish o4Iecti&es descri4e the management f)nction of
!. "'anning
B. /rganizing
(. Moti&ating
*. Keading
E. (ontro''ing
!ns *
$es#onse "age 1F
*iffic)'ty Moderate
1-2E
th
edition Test Bank
1+2. The owner of /5(, a sma'', fami'y-owned 4)siness that man)fact)res and markets organic fr)it
s#reads, has hired eight teenagers to he'# d)ring the s)mmer season. The teens were di&ided into
two gro)#s. /ne gro)# 'ed 4y $)dy #re#ares the fr)it for cooking. The second gro)# 'ed 4y
!my #acks the fi''ed and coo'ed Iars in 4o-es. 1hen the owner meets with $)dy to find o)t why
his gro)# is not #re#aring the fr)it as ?)ick'y as was e-#ected, she is engaged in which
management f)nctionA
!. "'anning
B. /rganizing
(. Keading
*. Moti&ating
E. $e#rimanding
!ns (
$es#onse "age 1F
*iffic)'ty Moderate
1++. /5( is a sma'', fami'y-owned 4)siness that man)fact)res and markets fr)it s#reads. E&ery day at
4reak time, the owner of the com#any random'y se'ects a Iar from in&entory to ser&e to
em#'oyees. Each em#'oyee sam#'es the s#read and e&a')ates its ?)a'ity. This is an e-am#'e of
LLLLLLLLLLL.
!. #'anning
B. organizing
(. 'eading
*. contro''ing
E. de'egating
!ns *
$es#onse "age 1F
*iffic)'ty ;ard
1+9. ;enry Mintz4erg identified a set of ro'es that managers #erform. These ro'es are gro)#ed into
which of the fo''owing three categoriesA
!. %nter#ersona', strategic, and decisiona'.
B. Strategic, informationa', and a)thoritarian.
(. %nter#ersona', informationa', and decisiona'.
*. S)#er&isory, a)thoritarian, and decisiona'.
E. S)#er&isory, informationa', and strategic.
!ns (
$es#onse "age 1E
*iffic)'ty Moderate
1-+7
th
edition Test Bank
1+<. !ccording to ;enry Mintz4erg, manageria' ro'es that in&o'&e interactions with #eo#'e inside and
o)tside the organization are ca''ed LLLLLLLLLL.
!. informationa' ro'es
B. inter#ersona' ro'es
(. decisiona' ro'es
*. technica' ro'es
E. h)man ro'es
!ns B
$es#onse "age 1E
*iffic)'ty Moderate
1+@. !ccording to 0ohn 3otter, two acti&ities are f)ndamenta' to a manager=s s)ccess. These two
acti&ities are
!. Negotiating and directing.
B. Moti&ating and contro''ing.
(. "'anning and contro''ing.
*. !genda setting and networking.
E. (omm)nicating and 'eading.
!ns *
$es#onse "age .7
*iffic)'ty Moderate
1+F. 1hen managers de&e'o# action #riorities for their Io4s that inc')de goa's and #'ans s#anning 'ong
and short time frames, they are #erforming the im#ortant acti&ity of LLLLLLLLLL.
!. agenda setting
B. 'eading
(. moti&ating
*. contro''ing
E. information #rocessing
!ns !
$es#onse "age .7
*iffic)'ty Moderate
1-+1
th
edition Test Bank
1+E. Based on contin)ing research of the nat)re of manageria' work, the fo''owing ha&e 4een
doc)mented
!. Managers work 'ong ho)rs
B. Managers work at fragmented and &aried tasks
(. Managers work with many comm)nication media
*. Managers accom#'ish m)ch of their work thro)gh inter#ersona' re'ationshi#s
E. !'' of the a4o&e
!ns E
$es#onse "age .7
*iffic)'ty Moderate
197. *efine each of the fo)r f)nctions of management and Mintz4erg=s ten manageria' ro'es. *escri4e
how Mintz4erg=s manageria' ro'es might 4e )sed in #erforming the fo)r f)nctions of
management.
!ns The fo)r f)nctions of management are #'anning, organizing, 'eading, and contro''ing. "'anning is
the #rocess of setting o4Iecti&es and determining what actions sho)'d 4e taken to accom#'ish
them. /rganizing is the #rocess of assigning tasks, a''ocating reso)rces, and arranging and
coordinating the acti&ities of indi&id)a's and gro)#s to im#'ement #'ans. Keading is the #rocess of
aro)sing #eo#'e=s enth)siasm to work hard and direct their efforts to f)'fi'' #'ans and accom#'ish
o4Iecti&es. (ontro''ing is the #rocess of meas)ring work #erformance, com#aring res)'ts to
o4Iecti&es, and taking correcti&e action as needed.
Mintz4erg=s manageria' ro'es inc')de the fo''owing MaN inter#ersona' ro'es Mfig)rehead,
'eader, and 'iaisonN in&o'&e interactions with #eo#'e inside and o)tside the work )nitB M4N
informationa' ro'es Mmonitor, disseminator, and s#okes#ersonN in&o'&e gi&ing, recei&ing, and
ana'yzing informationB and McN decisiona' ro'es Mentre#rene)r, dist)r4ance hand'er, reso)rce
a''ocator, and negotiatorN in&o'&e )sing information to make decisions, so'&e #ro4'ems, or address
o##ort)nities.
1hi'e a'' ten manageria' ro'es might 4e )sed at one time or another in #erforming each of
the fo)r f)nctions of management, many of them are more 'ike'y to 4e )sed in carrying o)t
certain manageria' f)nctions. The entre#rene)ria' ro'e, for instance, is c'ose'y 'inked to the
manageria' f)nction of #'anning. %n this ro'e, direction is 4eing set for the organization. The
'iaison, disseminator, and reso)rce a''ocator ro'es are c'ose'y associated with organizing. The
fig)rehead, 'eader, and s#okes#erson ro'es are c'ose'y a'igned with 'eading. The monitor ro'e is
re'ated #rimari'y to contro''ing.
$es#onse "age 1<-1E
*iffic)'ty Moderate
$ef The Management "rocess
191. Management is the #rocess of #'anning, organizing, 'eading, and contro''ing the )se of reso)rces
to accom#'ish #erformance goa's.
1-+.
th
edition Test Bank
!ns Tr)e
$es#onse "age 1<
*iffic)'ty Moderate
19.. "'anning is the #rocess of meas)ring work #erformance, com#aring res)'ts to o4Iecti&es, and
taking correcti&e action as needed.
!ns 5a'se
$es#onse "age 1<
*iffic)'ty Moderate
192. /rganizing is the #rocess of assigning tasks, a''ocating reso)rces, and coordinating the acti&ities
of indi&id)a's and gro)#s to accom#'ish #'ans.
!ns Tr)e
$es#onse "age 1@
*iffic)'ty Easy
19+. Keading is the #rocess of aro)sing #eo#'e=s enth)siasm to work hard and ins#iring their efforts to
f)'fi'' #'ans and accom#'ish o4Iecti&es.
!ns Tr)e
$es#onse "age 1F
*iffic)'ty Easy
199. (ontro''ing is the #rocess of assigning tasks, a''ocating reso)rces, and coordinating acti&ities.
!ns 5a'se
$es#onse "age 1F
*iffic)'ty Easy
1-+2
th
edition Test Bank
19<. !ccording to ;enry Mintz4erg, the manager=s inter#ersona' ro'es inc')de 4eing an entre#rene)r,
dist)r4ance hand'er, reso)rce a''ocator, and negotiator.
!ns 5a'se
$es#onse "age 1E
*iffic)'ty Moderate
19@. !genda setting and networking are acti&ities that contri4)te to a genera' manager=s s)ccess.
!ns Tr)e
$es#onse "age .7
$es#onse Easy
19F. Cood managers foc)s on setting and im#'ementing goa's with the he'# of re'ati&e'y few #eo#'e
who work inside of the organization.
!ns 5a'se
$es#onse "age .7
*iffic)'ty Moderate
!!(SB Strategy
19E. Networking is the #rocess of 4)i'ding and maintaining #ositi&e re'ationshi#s with #eo#'e whose
he'# may 4e needed to im#'ement one=s agendas.
!ns Tr)e
$es#onse "age .7
*iffic)'ty Moderate
1<7. Manageria' work is 4)sy, demanding, and stressf)' on'y at the highest 'e&e's of management in
the organization.
!ns 5a'se
$es#onse "age .7
*iffic)'ty Easy
1-++
th
edition Test Bank
Learning (o' to Manage
1<1. LLLLLLLLLL is the #rocess of contin)o)s'y 'earning from a'' of o)r dai'y e-#eriences and
o##ort)nities.
!. ! manageria' com#etence
B. (ontin)o)s im#ro&ement
(. Kife'ong 'earning
*. E-#erienced-4ased ski'' de&e'o#ment
E. 3now'edge ac?)isition
!ns (
$es#onse "age .1
*iffic)'ty Easy
1<.. The a4i'ity to trans'ate know'edge into action that res)'ts in desired #erformance is ca''ed
LLLLLLLLLL.
!. action-orientation
B. decision-making
(. #erformance effecti&eness
*. #erformance efficiency
E. a ski''
!ns E
$es#onse "age .1
*iffic)'ty Easy
1<2. !ccording to $o4ert 3atz, the essentia' ski''s of management can 4e gro)#ed into three
categories. These categories are
!. (omm)nicati&e, #roced)ra', and strategic.
B. (omm)nicati&e, technica', and h)man.
(. ;)man, s)#er&isory, and conce#t)a'.
*. Technica', h)man, and conce#t)a'.
E. "roced)ra', s)#er&isory, and strategic.
!ns *
$es#onse "age .1
1-+9
th
edition Test Bank
*iffic)'ty Easy
1<+. !ccording to $o4ert 3atz, the manageria' ski''s KE!ST im#ortant to a to# manager are
!. Technica' ski''s.
B. /rganizationa' ski''s.
(. !dministrati&e ski''s.
*. (once#t)a' ski''s.
E. S)#er&isory ski''s.
!ns !
$es#onse "age .1
*iffic)'ty Moderate
1<9. Brenda is ca'c)'ating the in&entory t)rno&er statistics for her de#artment. She is drawing main'y
on her LLLLL ski''s.
!. s)#er&isory
B. conce#t)a'
(. creati&e
*. technica'
E. strategic
!ns *
$es#onse "age .1
*iffic)'ty Easy
1<<. *e&in, the manager of a car#et man)fact)rer has a re#)tation for 4eing o#en and s)##orti&e with
his em#'oyees. Em#'oyees fee' free to ta'k to him a4o)t any #ro4'ems they ha&e. *e&in is
demonstrating
!. ! technica' ski''.
B. ! h)man ski''.
(. ! comm)nicati&e ski''.
*. !n administrati&e ski''.
E. ! conce#t)a' ski''.
!ns B
$es#onse "age .1
*iffic)'ty Moderate
1-+<
th
edition Test Bank
1<@. !t the LLLLL 'e&e', technica' ski''s are #artic)'ar'y im#ortant.
!. to# management
B. administrati&e
(. midd'e
*. 'ower-'e&e' management
E. 4oard of directors
!ns *
$es#onse "age .1
*iffic)'ty Easy
1<F. !n im#ortant com#onent of LLLLLLLLLL is the a4i'ity to manage o)rse'&es and o)r re'ationshi#s
effecti&e'y, which is a'so known as LLLLLLLLLL
!. h)man ski''s emotiona' inte''igence.
B. h)man ski''s se'f-management.
(. informationa' ro'es se'f-management.
*. emotiona' inte''igence inter#ersona' ro'es.
E. emotiona' inte''igence interactiona' ski''s.
!ns !
$es#onse "age ..
*iffic)'ty Moderate
1<E. !ccording to $o4ert 3atz, the degree of im#ortance associated with LLLLLLLLLL ski''s remains
re'ati&e'y consistent across a'' 'e&e's of management.
!. technica'
B. h)man
(. diagnostic
*. conce#t)a'
E. !na'ytica'
!ns B
$es#onse "age ..
*iffic)'ty Moderate
1-+@
th
edition Test Bank
1@7. LLLLLLLLLL ski''s inc')de the a4i'ity to 4reak down #ro4'ems into sma''er #arts, to see the
re'ations among the #arts, and to recognize the im#'ications of any one #ro4'em for others.
!. Strategic
B. !dministrati&e
(. (once#t)a'
*. S)#er&isory
E. ;o'istic
!ns (
$es#onse "age ..
*iffic)'ty Easy
1@1. ! management team that is thinking critica''y and ana'ytica''y in de&e'o#ing an organizationa'
strategy for dea'ing with a high'y com#etiti&e g'o4a' en&ironment is )sing LLLLLLLLLL ski''s.
!. technica'
B. strategic
(. conce#t)a'
*. 'earning
E. h)man
!ns (
$es#onse "age ..
*iffic)'ty Easy
1@.. 1hich statement concerning the re'ati&e im#ortance of technica', h)man, and conce#t)a' ski''s at
different management 'e&e's is T$:EA
!. Their re'ati&e im#ortance tends to 4e a4o)t the same at each manageria' 'e&e'.
B. Technica' ski''s are of greatest im#ortance for midd'e managers.
(. (once#t)a' ski''s are most im#ortant for to# managers.
*. ;)man ski''s are of greatest im#ortance for 'ower-'e&e' managers.
E. Technica' ski''s are not needed at a'' 4y to# managers.
!ns (
$es#onse "age .1
*iffic)'ty Moderate
1@2. Manageria' com#etencies are im#'ied in which of the fo''owing manageria' e'ementsA
!. The management #rocesses of #'anning, organizing, 'eading, and contro''ing.
B. The information, inter#ersona', and decision-making demands of manageria' ro'es.
1-+F
th
edition Test Bank
(. The manageria' acti&ities of agenda setting and networking.
*. !'' of the a4o&e ref'ect manageria' com#etencies.
E. None of the a4o&e ref'ects manageria' com#etencies.
!ns *
$es#onse "age 1<-.7
*iffic)'ty Moderate
1@+. ;)man ski''s are more im#ortant to 'ower-'e&e' managers &ers)s to#-'e&e' managers.
!ns 5a'se
$es#onse "age ..
*iffic)'ty Moderate
1@9. The demands of today=s organizations create #ro4'ems, o##ort)nities, and #erformance
e-#ectations making #eo#'e=s career s)ccess de#endent on a commitment to contin)o)s 'ife'ong
'earning.
!ns Tr)e
$es#onse "age .1
*iffic)'ty ;ard
1@<. Kife'ong 'earning is the a4i'ity to trans'ate know'edge into action that res)'ts in desired
#erformance.
!ns 5a'se
$es#onse "age .1
*iffic)'ty Moderate
1@@. ! technica' ski'' is the a4i'ity to work we'' in coo#eration with other #eo#'e, whereas a h)man
ski'' is the a4i'ity to &iew a sit)ation 4road'y and so'&e #ro4'ems to the 4enefit of a'' concerned.
!ns 5a'se
$es#onse "age .1
*iffic)'ty Moderate
1-+E
th
edition Test Bank
1@F. Emotiona' inte''igence re'ates to one=s a4i'ity to de&e'o# socia' and inter#ersona' ski''s.
!ns Tr)e
$es#onse "age ..
*iffic)'ty Moderate
1@E. ! conce#t)a' ski'' is the a4i'ity to )se s#ecia' ski''s or e-#ertise to do one=s work.
!ns 5a'se
$es#onse "age ..
*iffic)'ty Moderate
1F7. Se'f-management is the a4i'ity to work we'' in coo#eration with other #eo#'e.
!ns 5a'se
$es#onse "age .1
*iffic)'ty Moderate
1-97

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