Question 1

The four classical functions of management are (1) making things happen, (2) meeting the competition, (3) organizing people, projects, and processes, and (4) leading.

Accepted Answer

A) True 
 B)False  False

Question 2

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:

Accepted Answer

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

Question 3

A manager engaged in the management function of __________ is monitoring progress toward goal achievement and taking corrective action when needed.

Accepted Answer

A)  planning 
B)  organizing 
C)  leading 
D)  controlling 
E)  motivating 
A)  planning 
B)  organizing 
C)  leading 
D)  controlling 
E)  motivating D

Question 4

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.

Accepted Answer

A) True 
 B)False

Question 5

According to Mintzberg, which of the following lists the three major roles managers fulfill while performing their jobs?

Accepted Answer

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 
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

Question 6

Which skills increase in their importance to success as managers rise through the managerial ranks?

Accepted Answer

A)  human skills and decisional skills 
B)  informational skills and the motivation to manage 
C)  conceptual skills and the motivation to manage 
D)  conceptual skills, technical skills, and human skills 
E)  human skills and informational skills 
A)  human skills and decisional skills 
B)  informational skills and the motivation to manage 
C)  conceptual skills and the motivation to manage 
D)  conceptual skills, technical skills, and human skills 
E)  human skills and informational skills

Question 7

A manager who gets work done with a minimum of effort is increasing the _________ of the organization

Accepted Answer

A)  efficiency 
B)  effectiveness 
C)  functionality 
D)  synergy 
E)  productivity 
A)  efficiency 
B)  effectiveness 
C)  functionality 
D)  synergy 
E)  productivity

Question 8

An accountant with __________ has the ability to create a budget, compare the budget to the actual income statement, and determine unnecessary expenses.

Accepted Answer

A)  technical skill 
B)  human skill 
C)  conceptual skill 
D)  motivational skill 
E)  interpersonal skill 
A)  technical skill 
B)  human skill 
C)  conceptual skill 
D)  motivational skill 
E)  interpersonal skill

Question 9

A(n) _________ is a manager who was successful early in their careers, but were knocked off the fast track by the time they reached the middle to upper levels of management.

Accepted Answer

A)  overachiever 
B)  derailer 
C)  first-line manager 
D)  arriver 
E)  motivator 
A)  overachiever 
B)  derailer 
C)  first-line manager 
D)  arriver 
E)  motivator

Question 10

After six months as a manager, new managers typically believe their job is:

Accepted Answer

A)  to provide negative reinforcement 
B)  to exercise formal authority 
C)  to maintain control and avoid delegation 
D)  people development 
E)  to solve problems for subordinates 
A)  to provide negative reinforcement 
B)  to exercise formal authority 
C)  to maintain control and avoid delegation 
D)  people development 
E)  to solve problems for subordinates

Question 11

First-line managers are the only managers who do not supervise other managers.

Accepted Answer

A) True 
 B)False

Exam 1: Management: Part A

The four classical functions of management are (1) making things happen, (2) meeting the competition, (3) organizing people, projects, and processes, and (4) leading.

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 manager engaged in the management function of __________ is monitoring progress toward goal achievement and taking corrective action when needed.

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.

According to Mintzberg, which of the following lists the three major roles managers fulfill while performing their jobs?

Which skills increase in their importance to success as managers rise through the managerial ranks?

A manager who gets work done with a minimum of effort is increasing the _________ of the organization

An accountant with __________ has the ability to create a budget, compare the budget to the actual income statement, and determine unnecessary expenses.

A(n) _________ is a manager who was successful early in their careers, but were knocked off the fast track by the time they reached the middle to upper levels of management.

After six months as a manager, new managers typically believe their job is:

First-line managers are the only managers who do not supervise other managers.

Management

Management: Part B

History of Management

History of Management: Part A

History of Management: Part B

Organizational Environments and Cultures

Organizational Environments and Cultures: Part A

Organizational Environments and Cultures: Part B

Ethics and Social Responsibility

Ethics and Social Responsibility: Part A

Ethics and Social Responsibility: Part B

Planning and Decision Making

Planning and Decision Making: Part A

Planning and Decision Making: Part B

Organizational Strategy

Organizational Strategy: Part A

Organizational Strategy: Part B

Innovation and Change

Innovation and Change: Part A

Innovation and Change: Part B

Global Management

Global Management: Part A

Global Management: Part B

Designing Adaptive Organizations

Designing Adaptive Organizations: Part A

Designing Adaptive Organizations: Part B

Managing Teams

Managing Teams: Part A

Managing Teams: Part B

Managing Human Resource Systems

Managing Human Resource Systems: Part A

Managing Human Resource Systems: Part B

Managing Individuals and a Diverse Work Force

Managing Individuals and a Diverse Work Force: Part A

Managing Individuals and a Diverse Work Force: Part B

Motivation

Motivation: Part A

Motivation: Part B

Leadership

Leadership: Part A

Leadership: Part B

Managing Communication

Managing Communication: Part A

Managing Communication: Part B

Control

Control: Part A

Control: Part B

Managing Information

Managing Information: Part A

Managing Information: Part B

Managing Service and Manufacturing Operations

Managing Service and Manufacturing Operations: Part A

Managing Service and Manufacturing Operations: Part B

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