-
Chapter 1 Introduction to Management and
Organizations
TRUE/FALSE
QUESTIONS
A MANAGER’S
DILEMMA
1.
Today’s
managers are just as likely to be women as they
are men
.
2.
Management
affects employee morale but not a company’s
financial performance
.
WHO ARE MANAGERS?
3.
In order to be
considered a manager, an individual must
coordinate the work of others.
4.
Supervisors
and foremen may both be considered first-line
managers.
WHAT IS
MANAGEMENT?
5.
Effectiveness refers to the
relationship between inputs and outputs.
6.
Effectiveness is concerned with the
means of getting things done, while efficiency is
concerned with
the attainment of
organizational goals.
7.
A goal of
efficiency is to minimize resource costs.
8.
Efficiency is often referred to as
“doing things right.”
9.
Managers who
are effective at meeting organizational goals
always act efficiently.
WHAT DO MANAGERS DO?
10.
The four
contemporary functions of management are planning,
organizing, leading, and controlling.
11.
Determining
who reports to whom is part of the controlling
function of management.
12.
Directing and
motivating are part of the controlling function of
management.
13.
Fayol’s management functions
are basically equivalent to
Mintzberg’s management
roles.
14.
The roles of
figurehead, leader, and liaison are all
interpersonal roles.
15.
Disturbance
handler is one of Mintzberg’s interpersonal
roles.
16.
Mintzberg’s
informational
management
role
involves
receiving,
collecting,
and
disseminating
information.
1
17.
Mintzberg’s resource allocation role is
similar to Fayol’s planning
function
because it involves the
coordination of
employee’s activities
.
18.
Resource
allocation and disturbance handling are both
considered decisional roles.
19.
A finance
manager who reads the
Wall Street
Journal
on a regular basis would be
performing the
figurehead role.
20.
Katz found that managers needed three
essential skills: technical, human, and
informational.
21.
Technical
skills become less important as a manager moves
into higher levels of management.
22.
Conceptual
skills become less important as a manager moves
into top management.
23.
Interpersonal skills
involve
a manager’s ability to think about
abstract situations.
24.
Coaching and
budgeting are skills closely related to the
management function of leading.
25.
Budgeting is
a skill that is related to both planning and
controlling.
26.
In
today’s
world,
organizational
managers
at
all
levels
and
in
all
areas
need
to
encourage
their
employees to be on the look-out for new
ideas and new approaches.
27.
Only first-
line managers and employees need to be concerned
with being customer-responsive.
28.
Innovation is
only important in high-tech firms.
WHAT IS AN ORGANIZATION?
29.
A distinct
purpose is important in defining an organization.
30.
A
nontaxable organization, such as the United Way,
cannot be considered an organization.
MULTIPLE-CHOICE QUESTIONS
For each of the following choose the
answer that
most completely
answers the question.
A
MANAGER’S DILEMMA
31.
Which of the
following statements regarding managers in today’s
world is accurate?
a.
Their age
range is limited to between 30 and 65.
b.
They are found
only in large corporations.
c.
They can be
found exclusively in for-profit organizations.
d.
The
single
most
important
variable
in
employee
productivity
and
loyalty
is
the
quality
of
the
relationship between employees and
their direct supervisors.
2
32.
According to data collected by
Catalyst, a nonprofit research group, _________
percent of corporate
officers in
Fortune
500 companies are
women.
a.
55.3
b.
15.7
c.
39.7
d.
21.9
WHO ARE MANAGERS?
33.
Someone who works with and through
other people by coordinating their work activities
in order to
accomplish organizational
goals is ___________.
a.
an assembly line worker
b.
a laborer
c.
a manager
d.
a salesperson
34.
In the past, nonmanagerial employees
were viewed as employees who ___________.
a.
reported to
top executives
b.
reported to middle managers
c.
supervised
others
d.
had no
others reporting to them
35.
Which of the
following types of managers is responsible for
making organization-wide decisions and
establishing the plans and goals that
affect the entire organization?
a.
first-line
managers
b.
top
managers
c.
production managers
d.
research
managers
36.
All
levels
of
management
between
the
supervisory
level
and
the
top
level
of
the
organization
are
termed _____________.
a.
middle
managers
b.
first-line managers
c.
supervisors
d.
foremen
37.
Which
of
the
following
levels
of
management
is
associated
with
positions
such
as
executive
vice
president
,
chief
operating officer
,
chief
executive officer
, and
chairman of the board?
a.
team leaders
b.
middle
managers
c.
first-line managers
d.
top managers
38.
Agency head
or
plant manager
is most likely
associated with which of the following?
3
a.
b.
c.
d.
team leaders
middle managers
first-line
managers
top managers
39.
The lowest
level of management is ______________.
a.
a
nonmanagerial employee
b.
a department of research manager
c.
a vice
president
d.
a
first-line manager
40.
Supervisor is
another name for which of the following?
a.
team leader
b.
middle manager
c.
first-line
manager
d.
top
manager
41.
Managers
with
titles
such
as
regional
manager
,
project
leader
,
or
plant
manager
are
_______________.
a.
first-line
managers
b.
top
managers
c.
production managers
d.
middle
managers
42.
Which of the following best reflects
the management structure of a traditional
organization?
a.
pyramid
b.
circle
c.
hub with spokes
d.
infinite line
43.
Division manager
is
associated with which of the following levels of
management?
a.
team leaders
b.
middle managers
c.
first-line
managers
d.
top
managers
WHAT IS
MANAGEMENT?
44.
_____________
is
the
process
of
getting
activities
completed
efficiently
and
effectively
with
and
through
other people.
a.
Leading
b.
Management
c.
Supervision
d.
Controlling
4
45.
The distinction between a managerial
position and a nonmanagerial position is
_______________.
a.
planning the work of others
b.
coordinating
the work of others
c.
controlling the work of others
d.
organizing the
work of others
46.
Which of the
following is an example of an efficient
manufacturing technique?
a.
cutting inventory levels
b.
increasing the
amount of time to manufacture products
c.
increasing
product reject rates
d.
decreasing product output
47.
Wasting
resources is considered to be an example of
managerial _____________.
a.
efficiency
b.
effectiveness
c.
inefficiency
d.
ineffectiveness
48.
An automobile
manufacturer that increased the total number of
cars produced at the same cost, but
with many defects, would be
_____________.
a.
efficient and effective
b.
increasing
efficiency
c.
increasing effectiveness
d.
concerned with
inputs
49.
Effectiveness is synonymous with
_____________.
a.
cost minimization
b.
resource
control
c.
goal
attainment
d.
efficiency
50.
Efficiency
refers to _____________.
a.
the relationship between inputs and
outputs
b.
the
additive relationship between costs and benefits
c.
the
exponential nature of costs and outputs
d.
increasing
outputs regardless of cost
51.
In successful
organizations, ______________.
a.
low efficiency
and high effectiveness go hand in hand
b.
high
efficiency and low effectiveness go hand in hand
c.
high
efficiency and high effectiveness go hand in hand
d.
high
efficiency and high equity go hand in hand
52.
Whereas
_____________
is
concerned
with
the
means
of
getting
things
done,
_____________
is
concerned with the ends,
or attainment of organizational goals.
5
a.
b.
c.
d.
effectiveness; efficiency
efficiency; effectiveness
effectiveness; goal attainment
goal attainment; efficiency
WHAT DO MANAGERS DO?
MANAGEMENT FUNCTIONS
53.
How many management functions were
originally proposed in the early part of the
twentieth century?
a.
three
b.
four
c.
five
d.
nine
54.
_____________
was a French industrialist who first identified
the basic management functions.
a.
Weber
b.
Taylor
c.
Herzberg
d.
Fayol
55.
Today, the basic management functions
are considered to be ______________.
a.
planning,
coordinating, staffing, and directing
b.
planning,
organizing, leading, and directing
c.
commanding,
organizing, leading, and staffing
d.
planning,
organizing, leading, and controlling
56.
Which of the
following management functions from the mid-1950s
is no longer included in the basic
functions of management?
a.
commanding
b.
staffing
c.
leading
d.
controlling
57.
Writing an organizational strategic
plan is an example of the ______________
management function.
a.
leading
b.
coordinating
c.
planning
d.
organizing
58.
Organizing
includes _____________.
a.
defining organizational goals
b.
hiring
organizational members
c.
motivating organizational members
d.
determining
who does what tasks
6
59.
A manager resolving conflict among
organizational members is performing what
function?
a.
controlling
b.
commanding
c.
directing
d.
leading
60.
The process
of monitoring, comparing, and correcting is called
_____________.
a.
controlling
b.
coordinating
c.
leading
d.
organizing
MANAGEMENT ROLES
61.
__________
developed
a
categorization
scheme
for
defining
what
managers
do,
consisting
of
10
different but highly interrelated
roles.
a.
Henri
Fayol
b.
Henry
Ford
c.
Henry
Mintzberg
d.
Henry Morris
62.
According to
Mintzberg’s management roles, the _____________
roles are those that involve people
and
other duties that are ceremonial and symbolic in
nature.
a.
informational
b.
interpersonal
c.
technical
d.
decisional
63.
The roles of
disseminator, figurehead, negotiator, liaison,
and spokesperson
are more
important
at
the __________
levels of the organization.
a.
lower
b.
middle
c.
higher
d.
supervisory
64.
Which of the following is not an
example of a decisional role according to
Mintzberg?
a.
spokesperson
b.
entrepreneur
c.
disturbance handler
d.
resource
allocator
65.
A
human
resource
manager
attending
a
local
Society
for
Human
Resource
Management
meeting
would be functioning
in which role?
a.
informational
b.
leader
7
c.
liaison
d.
disseminator
66.
A
finance manager who reads the
Wall
Street Journal
on a regular basis would
be performing which
role?
a.
figurehead
b.
monitor
c.
disseminator
d.
interpersonal
67.
The _____________ role is more
important for lower-level managers than it is for
either middle- or
top-level managers.
a.
leader
b.
entrepreneur
c.
spokesperson
d.
disseminator
68.
The emphasis that managers give to
various roles seems to be based on their
_____________.
a.
organizational level
b.
tenure with
the organization
c.
experience in their field
d.
personality
69.
Which of the following is not an
example of an interpersonal role according to
Mintzberg?
a.
figurehead
b.
leader
c.
liaison
d.
spokesperson
70.
According
to
Mintzberg’s
management
roles,
the
______________
roles
involve
receiving,
collecting, and
disseminating information.
a.
interpersonal
b.
informational
c.
technical
d.
decisional
71.
All
of
the
following
are
examples
of
informational
roles
according
to
Mintzberg
except
____________.
a.
liaison
b.
monitor
c.
disseminator
d.
spokesperson
72.
Which of the
following is not an example of a decisional role
according to Mintzberg?
a.
spokesperson
8
b.
entrepreneur
c.
disturbance
handler
d.
resource allocator
73.
All
of
the
following
are
managerial
roles
that
are
more
important
at
the
higher
levels
of
the
organization except
________________.
a.
leader
b.
disseminator
c.
figurehead
d.
negotiator
74.
Which of the
fol
lowing represents the most useful
way of describing the manager’s job?
a.
roles
b.
functions
c.
skills
d.
organizational
level
75.
Many
of
Mintzberg’s
roles
align
with
the
basic
functions
of
management.
For
example,
the
_____________ role is a part of
planning.
a.
figurehead
b.
leader
c.
liaison
d.
resource allocation
76.
All three of
Mintzberg’s
interpersonal roles are
part of the _____________ function.
a.
organizing
b.
planning
c.
leading
d.
controlling
MANAGEMENT SKILLS
77.
Which of the following identified the
three essential managerial skills?
a.
Katz
b.
Lewisberg
c.
Raines
d.
Chambers
78.
The three essential managerial skills
include _____________.
a.
technical, human, and empirical
b.
human,
empirical, and conceptual
c.
technical, interpersonal, and
controlling
d.
technical, human, and conceptual
79.
Understanding building codes would be
considered a _____________ skill for a building
contractor.
9
a.
b.
c.
d.
human
technical
conceptual
empirical
80.
Which of the following is true
concerning technical and managerial skills?
a.
Human skills
and technical skills remain equally important as
managers move to higher levels.
b.
Technical-
skill needs remain necessary and human skills
decrease as managers move to higher
levels.
c.
Human skills remain necessary and
technical-skill needs decrease as managers move to
higher
levels.
d.
Both human-
skill and technical-skill needs decrease as
managers move to higher levels.
81.
Managers with
good __________ are able to get the best out of
their people.
a.
human skills
b.
conceptual skills
c.
technical
skills
d.
visual
skills
82.
Technical skills include
_______________.
a.
leadership and efficiency in a certain
specialized field
b.
knowledge of and proficiency in a
certain specialized field
c.
familiarity with and interest in a
general field of endeavor
d.
skill and interest in a general field
of endeavor
83.
The
ability
to
work
well
with
other
people,
both
individually
and
in
a
group,
requires
________________.
a.
technical
skills
b.
assessment skills
c.
planning
skills
d.
human
skills
84.
Which
of
the
following
types
of
skills
are
described
with
terms
such
as
abstract
situations
and
visualization
?
a.
interpersonal
b.
human
c.
technical
d.
conceptual
85.
Which one of the following phrases is
best associated with managerial conceptual skills?
a.
decision
making
b.
communicating with customers
c.
using
information to solve business problems
d.
product
knowledge
10
86.
Which of the
following skills are more important at lower
levels of management, as these managers
are dealing directly with employees
doing the organization’s work?
a.
human
b.
technical
c.
conceptual
d.
empirical
87.
Budgeting is associated with the
management functions of planning and
_____________.
a.
directing
b.
organizing
c.
leading
d.
controlling
88.
Mentoring is
primarily associated with the management function
of _____________.
a.
planning
b.
organizing
c.
leading
d.
controlling
WHAT
IS AN ORGANIZATION?
89.
An
organization is ______________.
a.
the physical
location where people work
b.
a collection
of individuals working for the same company
c.
a deliberate
arrangement of people to accomplish some specific
purpose
d.
a
group of individuals focused on profit making for
their shareholders
90.
One
of
the
common
characteristics
of
all
organizations
is
____________,
which
is
typically
expressed in terms
of
the organization’s
goals.
a.
its people
b.
its goals
c.
its systematic
structure
d.
its
purpose
91.
One of the common characteristics of
all organizations
is _____________,
which clarifies members’
work
relationships.
a.
its people
b.
its goals
c.
its deliberate structure
d.
its purpose
92.
A
deliberate arrangement of people to accomplish
some specific purpose is _____________.
a.
a structure.
b.
a process.
c.
an
organization.
11
d.
an assembly
operation
93.
A difference between traditional
organizations and new organizations is that the
new organizations
tend to be more
_____________.
a.
stable
b.
command oriented
c.
rule oriented
d.
dynamic
WHY STUDY MANAGEMENT?
94.
Which of the following best describes
the concept that management is needed in all types
and sizes
of organizations, no matter
the country in which they’re located?
a.
the partiality
of management
b.
the segmentation of management
c.
the
universality of management
d.
the cultures
of management
95.
Universality
of management means that _____________
a.
all managers
in all organizations perform the four management
functions
b.
all
managers in all organizations can perform their
job the same way
c.
all organizations can hire any manager
to perform the management jobs
d.
any manager
can work in any organization and perform any
management job
96.
As members of
the general public, we have a vested interest in
improving the way organizations are
managed because _________________.
a.
we
stand to benefit personally from an
individual organization’s profits
b.
we interact
with organizations every single day of our lives
c.
if
organizations don’t improve
,
we won’t have a place to work in the
future
d.
organizations supply inputs to other
organizations
97.
Organizations
that are well managed ____________.
a.
choose the
best suppliers for their products
b.
compete on an
international basis because they have the best
products
c.
always have the lowest-cost products
d.
develop a
loyal customer base, grow, and prosper
98.
According to
management expert Peter Drucker, management is
about ______________.
a.
profits
b.
people
c.
planning
d.
participation
99.
Which of the
following types of managerial positions is most
likely to involve clerical duties?
a.
shift
supervisor
12
b.
regional
department head
c.
project manager
d.
chief
executive officer
100.
A manager’s
success is typically _______________.
a.
dependent on
how hard the manager works
b.
how closely
the manager supervises the employees
c.
based on how
skilled the manager is at the technical elements
of the job
d.
dependent on others’ work
performance
101.
A primary
responsibility of managers is creating a work
environment that _______________.
a.
is safe and
well lit
b.
is
clean and organized
c.
allows employees to do their work to
the best of their ability
d.
provides
excellent customer service
102.
Managers
often ______________.
a.
are prevented from making business
decisions
b.
change their career paths during their
work lives
c.
have opportunities to think creatively
and use their imaginations
d.
must depend on
their employees for guidance in dealing with
superiors
103.
Which of the following represents a
challenge of management?
a.
enjoy relatively easy work
b.
work with a
variety of people
c.
have little influence on organizational
outcomes
d.
have
to deal with a variety of personalities
104.
Each of the following represents a
challenge of management except _______________.
a.
must operate
with limited resources
b.
are highly valued by organizations
c.
must motivate
workers in uncertain situations
d.
success
depends on others’ performance
SCENARIOS AND QUESTIONS
For each of the following choose the
answer that
most completely
answers the question.
WHO
ARE MANAGERS?
Managerial
Basic Training (Scenario)
Imagine
that
your
marketing
company
has
just
merged
with
a
manufacturing
organization.
You
have
been
asked
to
help
provide
some
“basic”
managerial
training
to
the
engineers
in
the
research
and
development unit of the new sister
company. To make sure you are covering the
necessary issues, your
boss has asked
to see an overview of materials that you will be
providing the engineers.
13