-
Chapter
1
—
Management
TRUE/FALSE
1.
While good management is
basic to starting and growing a business, once
some measures of success
has been
achieved, good management becomes less
important.
ANS:
F
Good management is basic to starting a
business, growing a business, and maintaining a
business once
it has achieved some
measure of success.
PTS:
1
DIF:
Easy
REF:
3
NAT:
Level I Knowledge
TOP:
AACSB Analytic
KEY:
Leadership Principles
2.
Managers are responsible for doing the
basic work in the company.
ANS:
F
The
manager's job is not to do the basic work in the
company but to help others do their
work.
PTS:
1
DIF:
Easy
REF:
3
NAT:
Level I
Knowledge
TOP:
AACSB
Analytic
KEY:
Leadership Principles
3.
Companies
that plan have larger profits and faster
growth than companies that
don’t.
ANS:
T
PTS:
1
DIF:
Easy
REF:
4
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership
Principles | Strategy
4.
Top managers are the
managers responsible for facilitating team
activities toward goal
accomplishment.
ANS:
F
Top
managers are executives responsible for the
overall direction of the organization. Team
leaders are
the managers responsible
for facilitating team activities toward goal
accomplishment.
PTS:
1
DIF:
Moderate
REF:
6
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership Principles
5.
Typical titles used for top managers
are general manager, plant manager, regional
manager, and
divisional
manager.
ANS:
F
These are typical titles for middle
managers, not top managers.
PTS:
1
DIF:
Moderate
REF:
6
NAT:
Level I Knowledge
TOP:
AACSB Analytic
KEY:
Leadership
Principles
6.
Top managers are responsible for
creating a context climate for change in an
organization.
ANS:
T
PTS:
1
DIF:
Moderate
REF:
7-8
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership Principles
7.
8.
9.
10.
11.
12.
13.
First-line managers are responsible for
setting objectives consistent with organizational
goals and
planning and implementing
subunit strategies for achieving these
objectives.
ANS:
F
This is one of the
responsibilities of middle managers.
PTS:
1
DIF:
Moderate
REF:
6-7
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership
Principles
Middle managers
are typically responsible for coordinating, and
linking groups, departments, and
divisions within a company.
ANS:
T
PTS:
1
DIF:
Moderate
REF:
6-7
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership Principles
First-line managers are the
only managers who do not supervise other
managers.
ANS:
T
PTS:
1
DIF:
Easy
REF:
7
NAT:
Level I Knowledge
TOP:
AACSB
Analytic
KEY:
Leadership Principles
Middle managers engage in plans and
actions that typically produce results within a
short time period.
within two
weeks.
ANS:
F
First-line managers engage in such
plans and actions. Middle managers plan 6 to 18
months out.
PTS:
1
DIF:
Moderate
REF:
7-8
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership Principles
The job of team leader
would NOT be considered a management
position.
ANS:
F
The job of team leader is indeed one of
the four kinds of management jobs, which are top
managers,
middle managers, first-line
managers, and team leaders.
PTS:
1
DIF:
Easy
REF:
8-9
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership
Principles
Team leaders are
responsible for managing both internal team
relationships and external relationships
with other teams, departments, and
divisions in a company.
ANS:
T
PTS:
1
DIF:
Moderate
REF:
8-9
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership Principles
While strong interpersonal
conflict management skills are important for
is a critical skill first-
line
managers, it is not a very
important skill for team leaders.
ANS:
F
14.
15.
16.
17.
18.
19.
This is a
critical skill for team leaders. Team leaders are
responsible for internal team relations. Since
the entire team suffers when a conflict
arises between members, it is critical for team
leaders to know
how to help team
members resolve conflicts.
PTS:
1
DIF:
Easy
REF:
8-9
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership
Principles
The three
interpersonal roles are monitor, disseminator, and
spokesperson.
ANS:
F
The three interpersonal
roles are figurehead, leader, and liaison. See
Exhibit 1.3.
PTS:
1
DIF:
Moderate
REF:
10
NAT:
Level I Knowledge
TOP:
AACSB Analytic
KEY:
Leadership Principles
There are four decisional
roles. They are entrepreneur, disturbance handler,
resource allocator, and
spokesperson.
ANS:
F
The four
decisional roles are entrepreneur, disturbance
handler, resource allocator, and negotiator.
Spokesperson is an informational
role.
PTS:
1
DIF:
Difficult
REF:
11-12
NAT:
Level I Knowledge
TOP:
AACSB Analytic
KEY:
Leadership Principles
In the entrepreneur role,
managers adapt themselves, their subordinates, and
their units to incremental
change.
ANS:
T
PTS:
1
DIF:
Moderate
REF:
11-12
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership Principles
Companies look for a total
of four sets of skills in individuals to identify
potential managers. These
desired
skills are technical skills, human skills,
conceptual skills, and motivation to
manage.
ANS:
T
See Exhibit 1.4.
PTS:
1
DIF:
Easy
REF:
13
NAT:
Level I Knowledge
TOP:
AACSB Analytic
KEY:
Leadership
Principles | HRM
Technical
skill refers to the ability to see the
organization as a whole, how the different parts
affect
each other, and how the company
fits into or is affected by its
environment.
ANS:
F
Technical skill refers to
the ability to apply the specialized procedures,
techniques, and knowledge
required to
get the job done. The question defines conceptual
skill.
PTS:
1
DIF:
Moderate
REF:
13
NAT:
Level I Knowledge
TOP:
AACSB Analytic
KEY:
Leadership Principles |
HRM
Conceptual skills are
most important for lower-level managers to
possess.
ANS:
F
20.
21.
22.
23.
Technical
skills are most important for lower-level managers
and team leaders.
PTS:
1
DIF:
Easy
REF:
13
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership Principles |
HRM
Upper-level managers may
actually spend more time dealing with people than
lower-level managers.
ANS:
T
PTS:
1
DIF:
Moderate
REF:
13
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership Principles |
HRM
The motivation to manage
tends to be higher among managers at higher levels
in the organization than
it is among
managers at lower levels in the
organization.
ANS:
T
PTS:
1
DIF:
Difficult
REF:
14
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership Principles |
HRM
The number one mistake,
made by managers, who were derailed from their
fast track up the
managerial ranks was
that they didn't develop or possess the necessary
technical skills.
ANS:
F
The number one mistake
made by managers who were derailed from their fast
track up the managerial
ranks was that
they were insensitive to others by virtue of their
abrasive, intimidating, and bullying
management style.
PTS:
1
DIF:
Moderate
REF:
14
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership
Principles | HRM
A
management study discovered that companies, which
invest in their people, will create long-term
competitive advantages difficult for
other companies to duplicate.
ANS:
T
PTS:
1
DIF:
Moderate
REF:
17
NAT:
Level I Knowledge
TOP:
AACSB Analytic
KEY:
Leadership
Principles | HRM | Strategy
MULTIPLE CHOICE
1.
____ is defined as
getting work done through others.
a.
Management
b.
Planning
c.
Organizing
d.
Strategizing
e.
Controlling
ANS:
A
Management is defined as
getting work done through others.
PTS:
1
DIF:
Easy
REF:
3
NAT:
Level I Knowledge
TOP:
AACSB Analytic
KEY:
Leadership
Principles
2.
When Ruth was hired to be the second-
in-command at Graham Mailing Services, she was
told that her
job was to deal with the
employees to make sure they got the mailing done
to the customers’
specifications. She
was not instructed on how to run machines or in
any other technical area because
Her
was a job in:
a.
marketing
b.
relationship control
c.
management
d.
customer service
e.
strategizing
ANS:
C
Management
is getting work done through others.
PTS:
1
DIF:
Moderate
REF:
3
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership
Principles | HRM
3.
A manager striving to improve
organizational ____ is accomplishing tasks that
help achieve
organizational objectives.
a.
efficiency
b.
effectiveness
c.
functionality
d.
synergy
e.
productivity
ANS:
B
Effectiveness is accomplishing tasks
that help fulfill organizational
objectives.
PTS:
1
DIF:
Moderate
REF:
4
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership Principles |
Strategy
4.
Coca-
Cola and PepsiCo spent a total of $$75 million to
launch two sodas, banking on the low-carb
trend. Carb-conscious consumers
rejected the drinks en masse. The new brands
grabbed a combined
market share of less
than 1 percent. Given that the objective of both
soft drink manufacturers was to
increase their market share, the
introductions were notably:
a.
synergistic
b.
empathetic
c.
inefficient
d.
autonomous
e.
reciprocal
ANS:
C
Efficiency
is getting work done with a minimum of effort,
expense, and waste.
PTS:
1
DIF:
Difficult
REF:
3-4
NAT:
Level IV Analysis
TOP:
AACSB Analytic
KEY:
Operations Management |
Strategy
5.
One
of the primary reasons for the slow response to
help the victims of Hurricane Katrina was an
antiquated government system that was
bogged down in bureaucratic red tape. In other
words, the
failure of assistance to
arrive in a timely fashion was due to a lack of:
a.
apathy
b.
efficiency
c.
instrumentality
d.
effectiveness
e.
the absence of entropy
ANS:
B
Efficiency means getting work done with
a minimum of effort, expense, or waste.
PTS:
1
DIF:
Moderate
REF:
3-4
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Operations
Management | Strategy
6.
____ is the accomplishment of tasks
that help fulfill organizational objectives.
a.
Benchmarking
b.
Optimizing
c.
Satisficing
d.
Efficiency
e.
Effectiveness
ANS:
E
Effectiveness is the accomplishment of
tasks that help fulfill organizational
objectives.
PTS:
1
DIF:
Easy
REF:
4
NAT:
Level I Knowledge
TOP:
AACSB Analytic
KEY:
Operations Management |
Strategy
7.
To
achieve its goal of increased market share, Krispy
Kreme launched a program in Palm Beach
County, Florida, that awards grade-
school students a free doughnut for every A on
their report cards.
Creating this
program was primarily the function of which
management function? Which management
function was used to create this
program?
a.
controlling
b.
leading
c.
focusing
d.
planning
e.
organizing
ANS:
D
Planning
involves determining the means to achieve an
organizational goal.
PTS:
1
DIF:
Easy
REF:
4-5
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership Principles |
Strategy
8.
Nestlé
was unsuccessful in
early attempts to sell its chocolate in India. It
discovered its chocolate bars
were not
suitable for the Indian markets because the candy
had to sit in direct sunlight without benefit
of air conditioning and became messy.
Nestlé
adopted an innovation strategy
and developed
Chocostick, a liquid
chocolate, which is very popular. Solving this
problem involved what
management
function?
a.
planning
b.
meeting the competition
c.
making things happen
d.
organizing people,
processes, and projects
e.
leading
ANS:
A
Planning
is defined as determining organizational goals and
a means of achieving them.
PTS:
1
DIF:
Easy
REF:
4-5
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership
Principles | Strategy
9.
A manager engaged in the management
function of ____ is determining organizational
goals and the
means for achieving them.
a.
planning
b.
c.
d.
e.
organizing
leading
human resources management
controlling
ANS:
A
This is the definition of
planning.
PTS:
1
DIF:
Easy
REF:
4-5
NAT:
Level I
Knowledge
TOP:
AACSB
Analytic
KEY:
Leadership Principles
10.
After the
makers of Wonder bread, declared bankruptcy, their
objectives were to increase its revenues
by at least 5 percent and reduce its
net losses by at least 80 percent. Which
management function was
used to set
these goals and will help the company meet them?
a.
planning
b.
organizing
c.
controlling
d.
motivating
e.
leading
ANS:
A
Planning is determining
organizational objectives and a means for
achieving them.
PTS:
1
DIF:
Moderate
REF:
4-5
NAT:
Level III Application
TOP:
AACSB Analytic
KEY:
Leadership Principles |
Strategy
11.
A manager engaged in the management
function of ____ is monitoring progress toward
goal
achievement and taking corrective
action when needed.
a.
planning
b.
organizing
c.
leading
d.
controlling
e.
motivating
ANS:
D
This is the definition of
controlling.
PTS:
1
DIF:
Easy
REF:
5-6
NAT:
Level I Knowledge
TOP:
AACSB Analytic
KEY:
Leadership Principles
12.
A business school administrator who is
determining what classes will be offered in which
rooms and
who will teach each specific
class is involved in which classical management
function?
a.
making things
happen
b.
organizing
c.
controlling
d.
motivating
e.
leading
ANS:
B
Organizing is defined as
deciding where decisions will be made, who will do
what jobs and tasks, and
who will work
for whom.
PTS:
1
DIF:
Easy
REF:
5
NAT:
Level II
Comprehension
TOP:
AACSB
Analytic
KEY:
Leadership Principles
13.
A U.S.
Marine drill instructor motivating new recruits to
challenge themselves is engaged in which
management function?
a.
planning
b.
organizing
c.
controlling
d.
motivating
e.
leading
ANS:
E
Leading is defined as
inspiring and motivating workers to work hard to
achieve organizational goals.
Motivating is not one of the four
management functions but is part of
leading.
PTS:
1
DIF:
Easy
REF:
5
NAT:
Level II
Comprehension
TOP:
AACSB
Analytic
KEY:
Leadership Principles
14.
Southern
Living
magazine
was forced to pull an issue off
newsstands and mail warnings to 2.5 million
subscribers after it became clear that
a recipe for dinner rolls described as
was considered controversial. The
management function of ____ was used when the
warnings were
mailed to subscribers.
a.
planning
b.
organizing
c.
controlling
d.
motivating
e.
leading
ANS:
C
Controlling involves
taking corrective action when
necessary.
PTS:
1
DIF:
Moderate
REF:
5-6
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership Principles
15.
Hormel Foods had to recall 104,000
pounds of Stagg canned
chili
—
labeled
green
chilies
—
after the kick
turned out to come instead from the ground-up
parts of a plastic
handheld calculator.
The recall was the application of which management
function?
a.
controlling
b.
leading
c.
motivating
d.
planning
e.
organizing
ANS:
A
Controlling is the
monitoring of progress toward the achievement of
goals and then taking what
corrective
action will resolve problems discovered during the
monitoring process.
PTS:
1
DIF:
Easy
REF:
5-6
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership Principles
16.
As the human resources manager for
Spring Engineering and Manufacturing Corp. in
Canton,
Michigan, Kim Radeback had to
find inexpensive ways to reward high performing
employees and
bolster morale during a
sales-flattening economic downturn. Radeback had
to engage in which
management function?
a.
Planning
b.
Organizing
c.
Leading
d.
Controlling
e.
Evaluating
ANS:
C
A manager engaged in the
management function of leading inspires and
motivates workers to continue
to work
hard to achieve organizational goals.
PTS:
1
DIF:
Easy
REF:
5
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership
Principles | HRM
17.
Jane is in charge of her
Rotary Club’s annual fund
-raising
auction. She will decide who will ask local
businesses for prizes, and she will
determine the site, and she will decide who will
sell tickets to
customers, and who will
work the night of the auction. She is engaged in
the management function of:
a.
Planning
b.
Controlling
c.
Leading
d.
resource allocation
e.
Organizing
ANS:
E
Organizing is deciding
where decisions will be made, who will do what
jobs, and who will work for
whom.
PTS:
1
DIF:
Moderate
REF:
5
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership Principles
18.
Robert Rothschild Farm boosted morale
and showed its gratitude to its 75 employees at
its retail store
by hosting its first
employee appreciation week. It used the management
function of ____ to boost
morale.
a.
Leading
b.
Commanding
c.
Organizing
d.
Controlling
e.
resource allocation
ANS:
A
Leading
involves inspiring employees to work harder to
achieve organizational goals.
PTS:
1
DIF:
Moderate
REF:
5
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership
Principles
19.
Eastman Kodak owns a company that
manufactures dental radiation equipment. The
company, which
is run as an independent
unit, has experienced excessive financial losses
the last three years. The ____
for the
company would be expected to develop the long-term
plans needed to make the company
profitable.
a.
supervising manager
b.
top manager
c.
first-line manager
d.
middle-level manager
e.
department manager
ANS:
B
Top
managers are responsible for the overall direction
of the organization.
PTS:
1
DIF:
Easy
REF:
6
NAT:
Level III Application
TOP:
AACSB Analytic
KEY:
Leadership Principles
20.
Coca-Cola and PepsiCo spent a total of
$$75 million to launch mid-calorie sodas The new
brands
grabbed a combined market share
of less than 1 percent.
Coke
’s and PepsiCo’s ____
would be
responsible for determining
that the product should be deleted from each of
their product lines.
a.
middle-level management
b.
first-line management
c.
team leaders
d.
product supervisors
e.
top management
ANS:
E
Top
managers are responsible for the overall direction
of the organization.
PTS:
1
DIF:
Easy
REF:
6
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership Principles
21.
Which of the following typically is NOT
performed by top managers?
a.
setting objectives consistent with
organizational goals or planning and implementing
subunit strategies for achieving these
objectives
b.
developing in
employees the attitudes of commitment to and
ownership of the company's
performance
c.
creating a positive
organizational culture through language and action
d.
monitoring the business
environment
e.
creating a
context for change
ANS:
A
Alternative A describes a
task performed by middle managers.
PTS:
1
DIF:
Moderate
REF:
6
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership
Principles
22.
A top manager for a management
consulting firm would:
a.
establish a positive organizational
culture that encourages employees to be passionate
about their clients
b.
make sure employees are attired
according to the company dress code
c.
evaluate the performance of individual
consultants
d.
monitor
expense statements turned in by consultants
e.
coordinate activities
within and between consultants working in the
field and support staff
in the office
ANS:
A
This is the third responsibility
identified in the discussion of top managers--
responsible for creating a
positive
organizational culture through language and
action.
PTS:
1
DIF:
Moderate
REF:
6-7
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership Principles
23.
The chairs of the accounting,
marketing, and communications departments at a
typical university are
assuming the
roles of ____ because they supervise nonmanagerial
employees.
a.
supervising
managers
b.
top managers
c.
first-line managers
d.
middle-level managers
e.
department managers
ANS:
C
First-line managers are described as
those who train and supervise the performance of
nonmanagerial
employees who are
directly responsible for producing the company’s
products or ser
vices.
PTS:
1
DIF:
Moderate
REF:
7-8
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership
Principles | HRM
24.
____ are responsible for
creating a positive organizational culture through
language and action.
a.
Top
managers
b.
Middle managers
c.
Team leaders
d.
Supervisors
e.
Group facilitators
ANS:
A
This is
the third responsibility of top
managers.
PTS:
1
DIF:
Easy
REF:
6
NAT:
Level I
Knowledge
TOP:
AACSB
Analytic
KEY:
Leadership Principles | HRM
25.
Robert
Rothschild Farm boosted morale and showed its
gratitude to its 75 employees at its retail store
by hosting its first employee
appreciation week.
Coffey,
marketing manager. Coffey is an example of a:
a.
supervising manager
b.
top manager
c.
first-line manager
d.
middle-level manager
e.
department manager
ANS:
D
The
marketing department is a division. A division
manager is a middle-level manager.
PTS:
1
DIF:
Difficult
REF:
6-7
NAT:
Level II
Comprehension
TOP:
AACSB
Analytic
KEY:
Leadership Principles | HRM
26.
As the human
resources manager for Spring Engineering and
Manufacturing Corp. in Canton,
Michigan, Kim Radeback had to find
inexpensive ways to reward performing employees
and bolster
morale during a sales-
flattening economic downturn. Radeback is an
example of a:
a.
supervising
manager
b.
top manager
c.
first-line manager
d.
middle-level manager
e.
business line manager
ANS:
D
The human resources department is a
division. A division manager is a middle-level
manager.
PTS:
1
DIF:
Difficult
REF:
6-7
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership Principles |
HRM
27.
Typical responsibilities for ____
include setting objectives consistent with
organizational goals and
then planning
and implementing the subunit strategies for
achieving these goals.
a.
top managers
b.
shift supervisors
c.
first-line managers
d.
team leaders
e.
middle managers
ANS:
E
This is
the definition of a middle manager.
PTS:
1
DIF:
Easy
REF:
6-7
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership
Principles | HRM | Strategy
28.
Middle managers
typically:
a.
plan and
allocate resources
b.
coordinate and link groups and
departments
c.
implement
changes and strategies generated by top managers
d.
monitor the activities of
first-line managers who report to them
e.
do all of these
ANS:
E
All of these are responsibilities
identified in the description of middle
managers.
PTS:
1
DIF:
Moderate
REF:
6-7
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership Principles
29.
Typical responsibilities for ____
include coordinating and linking groups,
departments, and divisions
within a
company.
a.
top managers
b.
middle managers
c.
vice presidents
d.
team leaders
e.
first-line managers
ANS:
B
This is the second major responsibility
identified in the discussion of middle
managers.
PTS:
1
DIF:
Moderate
REF:
6-7
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership Principles
30.
It is the responsibility of ____ to
develop intermediate plans, or plans designed to
produce results
within six to eighteen
months.
a.
top managers
b.
middle managers
c.
first-line managers
d.
group facilitators
e.
team leaders
ANS:
B
This is
the first responsibility identified in the
description of middle managers.
PTS:
1
DIF:
Moderate
REF:
6-7
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership
Principles
31.
First-line managers will most likely
have to:
a.
monitor the
performance of corporate investments
b.
encourage, monitor, and reward the
performances of their employees
c.
determine how to deal with long-term
environmental changes
d.
periodically monitor the company's
organizational culture
e.
do
none of these
ANS:
B
This is the first
responsibility identified in the description of
first-line managers.
PTS:
1
DIF:
Easy
REF:
7-8
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership Principles
32.
Managers who train and supervise the
performance of nonmanagerial employees and who are
directly
responsible for producing the
company's products or services are categorized as:
a.
general managers
b.
middle managers
c.
first-line managers
d.
team leaders
e.
top managers
ANS:
C
This is
the fundamental description of first-line
managers.
PTS:
1
DIF:
Easy
REF:
7-8
NAT:
Level I
Knowledge
TOP:
AACSB
Analytic
KEY:
Leadership Principles
33.
Walker
supervises operations on the chassis assembly line
for a large vehicle manufacturer. Most of
his time is spent in quality control
maintenance, scheduling workers, and training new
employees.
Walker would be categorized
as a:
a.
first-line manager
b.
middle manager
c.
top manager
d.
team leader
e.
group facilitator
ANS:
A
Walker is
overseeing nonmanagerial workers who are directly
responsible for producing goods.
PTS:
1
DIF:
Easy
REF:
7-8
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership
Principles
34.
A first-line manager for a large
electric generator manufacturer would:
a.
monitor how its customers
feel about electric-powered engines
b.
determine if the company needed to
increase its production by adding another shift
c.
monitor and manage the
performance of the company's international
subsidiaries
d.
manage the
performance of employees who actually build the
generators
e.
do all of
these
ANS:
D
Managing workers who make the company’s
product is basic to the description of
first
-line managers.
PTS:
1
DIF:
Moderate
REF:
7-8
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership
Principles
35.
A ____ for a McDonald's fast-food
restaurant would be responsible for placing orders
for food and
paper supplies and for
setting up weekly work schedules.
a.
corporate vice president
b.
middle manager
c.
first-line manager
d.
division supervisor
e.
top manager
ANS:
C
Making detailed schedules
and operating plans is the third responsibility
identified in the discussion of
first-
line managers.
PTS:
1
DIF:
Moderate
REF:
7-8
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership Principles
36.
Middle managers will most likely have
to:
a.
facilitate a bottom-
up planning approach to supervising
b.
manage the performance of entry-level
employees
c.
implement the
changes generated by top managers
d.
develop employees' commitment to and
ownership of the company's performance
e.
monitor long-term
environmental trends
ANS:
C
This is the fundamental
description of middle managers.
PTS:
1
DIF:
Difficult
REF:
6-7
NAT:
Level II
Comprehension
TOP:
AACSB
Analytic
KEY:
Leadership Principles
37.
The CEO of
Camper brand shoes expects its designers to
operate like a team when they create new
shoe designs. Most of its designers do
not have a background in fashion so it is
important that each
person shares his
or her expertise. Each team has a leader who is
responsible for:
a.
developing organizational codes of
ethics
b.
managing external
and internal team relationships
c.
developing growth strategies
d.
coordinating the
performances of all teams
e.
doing all of these
ANS:
B
The second
and third responsibilities included in the
description of team leaders are managing external
relationships and building internal
(team) relationships. This is an example of
building internal
relationships.
PTS:
1
DIF:
Moderate
REF:
8-10
NAT:
Level
II Comprehension
TOP:
AACSB
Analytic
KEY:
Leadership Principles
38.
Team leaders
typically:
a.
conduct
quality control audits
b.
manage external and internal
relationships
c.
act as
department liaisons
d.
oversee strategy implementation
e.
do all of these
ANS:
B
These are the second and third
responsibilities included in the description of
team leaders.
PTS:
1
DIF:
Difficult
REF:
8-9
NAT:
Level I Knowledge
TOP:
AACSB Analytic
KEY:
Leadership Principles
39.
Team leaders typically:
a.
create a context for change
b.
c.
d.
e.
manage internal and
external relationships
monitor and
manage the performance of subunits
make
detailed schedules and operating plans
monitor the organizational culture
ANS:
B
These are the second and third
responsibilities included in the description of
team leaders.
PTS:
1
DIF:
Moderate
REF:
8-9
NAT:
Level I Knowledge
TOP:
AACSB Analytic
KEY:
Leadership Principles
40.
According to Mintzberg, which of the
following lists the three major roles managers
fulfill while
performing their jobs?
a.
interpersonal roles,
informational roles, and decisional roles
b.
informational roles,
ethical roles, and action roles
c.
corporate roles, coordination roles,
and informational roles
d.
decisional roles, informational roles,
and organizational roles
e.
interpersonal roles, intrapersonal
roles, and departmental roles
ANS:
A
See
Exhibit 1.3.
PTS:
1
DIF:
Moderate
REF:
9
NAT:
Level I Knowledge
TOP:
AACSB Analytic
KEY:
Leadership Principles
41.
Which of the following is an example of
an interpersonal role?
a.
figurehead
b.
monitor
c.
disseminator
d.
resource allocator
e.
spokesperson
ANS:
A
The other
interpersonal roles are leader and liaison. See
also Exhibit 1.3.
PTS:
1
DIF:
Difficult
REF:
9
NAT:
Level I Knowledge
TOP:
AACSB Analytic
KEY:
Leadership Principles
42.
The marketing manager of Interstate
Bakeries was asked to meet with the organization's
research and
development department(s)
to explain why the company needed to change its
25-year-old package
design for
Twinkies. The marketing manager took on an
interpersonal role as:
a.
liaison
b.
disseminator
c.
disturbance handler
d.
figurehead
e.
resource allocator
ANS:
A
In a
liaison role, managers deal with people outside
their units.
PTS:
1
DIF:
Easy
REF:
10
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership Principles
43.
When Millard Fuller, who founded the
world-renowned Christian housing ministry Habitat
for
Humanity International with his
wife, ended his service as president his role was
limited to that of a
figurehead. After
this change, what functions did Fuller most likely
do until he retired?
a.
He
distributed critical information to employees.
b.
He monitored the
environment.
c.
He helped
the organization adapt to incremental changes.
d.
He negotiated salaries,
raises, and promotions.
e.
He performed ceremonial duties like
greeting company visitors.
ANS:
E
The
figurehead role is an interpersonal role in which
the manager in that role represents the company
in various ways to the external
environment.
PTS:
1
DIF:
Moderate
REF:
10
NAT:
Level III Application
TOP:
AACSB Analytic
KEY:
Leadership Principles
44.
At the death of her husband, Miriam
McAllister became the CEO of a company that is the
world's
leading manufacturer of kidney
dialysis machines. It was believed when she took
the position that she
would perform
only ceremonial duties and would not want to be
actively involved in the running of the
company. In other words, it was assumed
she would be a:
a.
resource
allocator
b.
monitor
c.
disseminator
d.
spokesperson
e.
figurehead
ANS:
E
It was
assumed that McAllister would perform ceremonial
duties.
PTS:
1
DIF:
Moderate
REF:
10
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership Principles
45.
Lorenzo Fluza is the owner and CEO of
the company that makes Camper shoes. Mintzberg
would
describe Lorenzo Fluza as taking
a leader role within the organization. This means
he spends much of
his time:
a.
negotiating
b.
responding to instrumental change
c.
performing ceremonial
duties
d.
motivating and
encouraging its employees to meet their
organizational objectives
e.
ignoring interpersonal roles
ANS:
D
In the leading role, managers inspire
and motivate workers to work hard to achieve
organizational
goals.
PTS:
1
DIF:
Easy
REF:
10
NAT:
Level II Comprehension
TOP:
AACSB Analytic
KEY:
Leadership
Principles
46.
As described by Mintzberg, a marketing
manager who was hired by a manufacturer of
plumbing
fixtures to operate
information booths would have the informational
role of:
a.
entrepreneur
b.
resource allocator
c.
figurehead
d.
communicator
e.
spokesperson
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