Question 1

Which of the following is NOT an example of an interpersonal role according to Mintzberg?

Accepted Answer

A) figurehead 
B) spokesperson 
C) liaison 
D) leader 
E) manager 
A) figurehead 
B) spokesperson 
C) liaison 
D) leader 
E) manager

Question 2

Not-for-profit organisations are not concerned with efficiency.

Accepted Answer

A) True 
 B)False

Question 3

Organising includes ________.

Accepted Answer

A) hiring organisational members 
B) motivating organisational members 
C) determining who does what tasks 
D) monitoring organisational member behaviour 
E) defining organisational goals 
A) hiring organisational members 
B) motivating organisational members 
C) determining who does what tasks 
D) monitoring organisational member behaviour 
E) defining organisational goals

Question 4

Mintzberg's ten management roles can be grouped into ________.

Accepted Answer

A) interpersonal relationships, leadership and decision-making 
B) information transfer, decision-making and resource allocation 
C) interpersonal relationships, information transfer and decision-making 
D) resource allocation, leadership and planning 
E) leadership, decision-making and planning 
A) interpersonal relationships, leadership and decision-making 
B) information transfer, decision-making and resource allocation 
C) interpersonal relationships, information transfer and decision-making 
D) resource allocation, leadership and planning 
E) leadership, decision-making and planning

Question 5

All of the following are examples of informational roles according to Mintzberg EXCEPT ________.

Accepted Answer

A) disseminator 
B) spokesperson 
C) liaison 
D) monitor 
E) assessor 
A) disseminator 
B) spokesperson 
C) liaison 
D) monitor 
E) assessor

Question 6

How can managers assist organisations in handling complex issues such as the Global Financial Crisis in 2007-2010?

Accepted Answer

A) by increasing organisational efficiency 
B) by restricting employee unsupervised activities 
C) by identifying critical issues and crafting responses 
D) by mentoring a better line-management force 
E) by increasing collaboration across units 
A) by increasing organisational efficiency 
B) by restricting employee unsupervised activities 
C) by identifying critical issues and crafting responses 
D) by mentoring a better line-management force 
E) by increasing collaboration across units

Question 7

A distinct purpose is important in defining an organisation.

Accepted Answer

A) True 
 B)False

Question 8

In considering changes impacting on the manager's job, your textbook listed only one of the following as an impact of the change 'Increased emphasis on organisational and managerial ethics.' Which is it?

Accepted Answer

A) empowered employees 
B) more mobile workforce 
C) increased accountability 
D) rebuilding trust 
E) customer service 
A) empowered employees 
B) more mobile workforce 
C) increased accountability 
D) rebuilding trust 
E) customer service

Question 9

Which of the following best describes the concept that management is needed in all types and sizes of organisations, at all organisational levels, in all organisational work areas and in all organisations, no matter the country in which they are located?

Accepted Answer

A) the segmentation of management 
B) the cultures of management 
C) the universality of management 
D) the partiality of management 
E) the effectiveness of management 
A) the segmentation of management 
B) the cultures of management 
C) the universality of management 
D) the partiality of management 
E) the effectiveness of management

Question 10

Supervisors and forepersons may both be considered first-line managers.

Accepted Answer

A) True 
 B)False

Question 11

Which of the following is NOT true about how small-business managers spend their time?

Accepted Answer

A) looking for business opportunities 
B) meeting customers 
C) operating as a specialist 
D) directly observing their business system 
E) stimulating change 
A) looking for business opportunities 
B) meeting customers 
C) operating as a specialist 
D) directly observing their business system 
E) stimulating change

Question 12

Mintzberg's study held that not all managers were required to perform duties that involved people.

Accepted Answer

A) True 
 B)False

Question 13

One of the common characteristics of all organisations, ________, clarifies members' work relationships.

Accepted Answer

A) its goals 
B) its deliberate structure 
C) its purpose 
D) norms 
E) its people 
A) its goals 
B) its deliberate structure 
C) its purpose 
D) norms 
E) its people

Question 14

In general, studies ________ the idea that management concepts are universal.

Accepted Answer

A) have not supported 
B) have strongly supported 
C) have supported 
D) have found neutral evidence for 
E) have not looked at 
A) have not supported 
B) have strongly supported 
C) have supported 
D) have found neutral evidence for 
E) have not looked at

Question 15

Which of the following is true concerning technical and managerial skills?

Accepted Answer

A) Both human-skill and technical-skill needs increase as managers move to higher levels. 
B) Technical-skill needs remain necessary and human skills decrease as managers move to higher levels. 
C) Both human-skill and technical-skill needs decrease as managers move to higher levels. 
D) Human skills and technical skills remain equally important as managers move to higher levels. 
E) Human skills remain necessary and technical-skill needs decrease as managers move to higher levels. 
A) Both human-skill and technical-skill needs increase as managers move to higher levels. 
B) Technical-skill needs remain necessary and human skills decrease as managers move to higher levels. 
C) Both human-skill and technical-skill needs decrease as managers move to higher levels. 
D) Human skills and technical skills remain equally important as managers move to higher levels. 
E) Human skills remain necessary and technical-skill needs decrease as managers move to higher levels.

Question 16

According to the textbook, the goal of efficiency is to minimise resource costs.

Accepted Answer

A) True 
 B)False

Question 17

Executive vice president, president, managing director, chief operating officer, chief executive officer or chairman of the board are positions associated with which of the following levels of management?

Accepted Answer

A) middle managers 
B) subordinates 
C) top managers 
D) first-line managers 
E) team leaders 
A) middle managers 
B) subordinates 
C) top managers 
D) first-line managers 
E) team leaders

Question 18

Supervisor is another name for whom?

Accepted Answer

A) first-line managers 
B) team leaders 
C) middle managers 
D) subordinates 
E) top managers 
A) first-line managers 
B) team leaders 
C) middle managers 
D) subordinates 
E) top managers

Question 19

In a short essay, list and discuss seven of the 10 managerial roles according to Mintzberg.Include specific examples of each role and group each according to interpersonal, informational and decisional roles.

Accepted Answer

Interpersonal Roles 1.Figurehead - symbo

Question 20

In large firms, the management role of ________ is of low importance.

Accepted Answer

A) disseminator 
B) spokesperson 
C) leader 
D) entrepreneur 
E) figurehead 
A) disseminator 
B) spokesperson 
C) leader 
D) entrepreneur 
E) figurehead

Which of the following is NOT an example of an interpersonal role according to Mintzberg?

Not-for-profit organisations are not concerned with efficiency.

Organising includes ________.

Mintzberg's ten management roles can be grouped into ________.

All of the following are examples of informational roles according to Mintzberg EXCEPT ________.

How can managers assist organisations in handling complex issues such as the Global Financial Crisis in 2007-2010?

A distinct purpose is important in defining an organisation.

In considering changes impacting on the manager's job, your textbook listed only one of the following as an impact of the change 'Increased emphasis on organisational and managerial ethics.' Which is it?

Which of the following best describes the concept that management is needed in all types and sizes of organisations, at all organisational levels, in all organisational work areas and in all organisations, no matter the country in which they are located?

Supervisors and forepersons may both be considered first-line managers.

Which of the following is NOT true about how small-business managers spend their time?

Mintzberg's study held that not all managers were required to perform duties that involved people.

One of the common characteristics of all organisations, ________, clarifies members' work relationships.

In general, studies ________ the idea that management concepts are universal.

Which of the following is true concerning technical and managerial skills?

According to the textbook, the goal of efficiency is to minimise resource costs.

Executive vice president, president, managing director, chief operating officer, chief executive officer or chairman of the board are positions associated with which of the following levels of management?

Supervisor is another name for whom?

In a short essay, list and discuss seven of the 10 managerial roles according to Mintzberg.Include specific examples of each role and group each according to interpersonal, informational and decisional roles.

In large firms, the management role of ________ is of low importance.

Management Yesterday and Today

Environment and Organisational Culture: the Constraints

Managing in a Global Environment

Social Responsibility and Managerial Ethics

Managers As Decision Makers

Managing Change and Innovation

Foundations of Planning

Strategic Management

Managerial Controls

Managing Operations

Organisational Structure and Design

Managing Teams

Managing Human Resources

Understanding Individual Behaviour

Managers and Communication

Motivating Employees

Managers As Leaders

Filters

Exam 1: Introduction to Organisations and Management

Which of the following is NOT an example of an interpersonal role according to Mintzberg?

Not-for-profit organisations are not concerned with efficiency.

Organising includes ________.

Mintzberg's ten management roles can be grouped into ________.

All of the following are examples of informational roles according to Mintzberg EXCEPT ________.

How can managers assist organisations in handling complex issues such as the Global Financial Crisis in 2007-2010?

A distinct purpose is important in defining an organisation.

In considering changes impacting on the manager's job, your textbook listed only one of the following as an impact of the change 'Increased emphasis on organisational and managerial ethics.' Which is it?

Which of the following best describes the concept that management is needed in all types and sizes of organisations, at all organisational levels, in all organisational work areas and in all organisations, no matter the country in which they are located?

Supervisors and forepersons may both be considered first-line managers.

Which of the following is NOT true about how small-business managers spend their time?

Mintzberg's study held that not all managers were required to perform duties that involved people.

One of the common characteristics of all organisations, ________, clarifies members' work relationships.

In general, studies ________ the idea that management concepts are universal.

Which of the following is true concerning technical and managerial skills?

According to the textbook, the goal of efficiency is to minimise resource costs.

Executive vice president, president, managing director, chief operating officer, chief executive officer or chairman of the board are positions associated with which of the following levels of management?

Supervisor is another name for whom?

In a short essay, list and discuss seven of the 10 managerial roles according to Mintzberg.Include specific examples of each role and group each according to interpersonal, informational and decisional roles.

In large firms, the management role of ________ is of low importance.

Management Yesterday and Today

Environment and Organisational Culture: the Constraints

Managing in a Global Environment

Social Responsibility and Managerial Ethics

Managers As Decision Makers

Managing Change and Innovation

Foundations of Planning

Strategic Management

Managerial Controls

Managing Operations

Organisational Structure and Design

Managing Teams

Managing Human Resources

Understanding Individual Behaviour

Managers and Communication

Motivating Employees

Managers As Leaders

Filters