Question 1

An organization's competitive advantage does not derive from departmental skills.

Accepted Answer

A) True 
 B)False  False

Question 2

Top managers require the least conceptual skills because their primary responsibilities are planning and organizing.

Accepted Answer

A) True 
 B)False  False

Question 3

Robert is the product manager at Digital Digs, LLC, a company that manufactures computer accessories. He is known for his effectiveness and efficiency, qualities that are highly regarded in the company where he works. Which of the following can be fittingly inferred with regard to Digital Digs?

Accepted Answer

A)  Its products meet consumer needs, but are too expensive for them to buy. 
B)  Its products meet consumer needs at a price they can afford. 
C)  Its products are usually nondurable. 
D)  Its products have limited utility. 
E)  Its products are mostly complex in design. 
A)  Its products meet consumer needs, but are too expensive for them to buy. 
B)  Its products meet consumer needs at a price they can afford. 
C)  Its products are usually nondurable. 
D)  Its products have limited utility. 
E)  Its products are mostly complex in design. B

Question 4

Emma is a highly efficient manager. This implies that she:

Accepted Answer

A)  minimizes the amount of input resources without compromising quality. 
B)  is slow to respond to change and perceives organizational change as harmful. 
C)  does not favor flexibility in planning. 
D)  spends lavishly on resources. 
E)  works for longer hours than do most of her colleagues. 
A)  minimizes the amount of input resources without compromising quality. 
B)  is slow to respond to change and perceives organizational change as harmful. 
C)  does not favor flexibility in planning. 
D)  spends lavishly on resources. 
E)  works for longer hours than do most of her colleagues.

Question 5

_____ is the managerial task that involves managers using their power, personality, influence, persuasion, and communication skills to coordinate people and groups so their activities and efforts are in harmony.

Accepted Answer

A)  Leading 
B)  Planning 
C)  Strategizing 
D)  Reviewing 
E)  Controlling 
A)  Leading 
B)  Planning 
C)  Strategizing 
D)  Reviewing 
E)  Controlling

Question 6

The array of technical skills managers need depends on their position in their organizations.

Accepted Answer

A) True 
 B)False

Question 7

Owing to financial problems in the organization, the top management of an investment bank decided to reduce the number of middle managers by 10 percent. This is an example of _____.

Accepted Answer

A)  insourcing 
B)  restructuring 
C)  task assessment 
D)  empowerment 
E)  delegation 
A)  insourcing 
B)  restructuring 
C)  task assessment 
D)  empowerment 
E)  delegation

Question 8

What are the four building blocks of competitive advantage? How can organizations increase their efficiency and productivity?

Accepted Answer

not answered
Explanation:The four buildi

Question 9

Managers affect society directly with their decisions regarding the use of resources.

Accepted Answer

A) True 
 B)False

Question 10

_____ involves encouraging all employees to perform at a high level to help the organization achieve its vision and goals.

Accepted Answer

A)  Planning 
B)  Leading 
C)  Reviewing 
D)  Controlling 
E)  Organizing 
A)  Planning 
B)  Leading 
C)  Reviewing 
D)  Controlling 
E)  Organizing

Question 11

Outsourcing hinders the development of new products.

Accepted Answer

A) True 
 B)False

Question 12

Leading is the process that managers use to select the goals for the organization.

Accepted Answer

A) True 
 B)False

Question 13

_____ is the creation of a new vision for a struggling company using a new approach to planning and organizing to make better use of a company's resources and allow it to survive and eventually prosper.

Accepted Answer

A)  Total quality management 
B)  Task management 
C)  Talent management 
D)  Turnaround management 
E)  Workforce management 
A)  Total quality management 
B)  Task management 
C)  Talent management 
D)  Turnaround management 
E)  Workforce management

Question 14

An organization's resources include assets such as people and their skills, know-how, and experience.

Accepted Answer

A) True 
 B)False

Question 15

As a part of planning, managers establish accurate measuring and monitoring systems to evaluate how well the organization has achieved its goals.

Accepted Answer

A) True 
 B)False

Question 16

Which of the following is true of top managers?

Accepted Answer

A)  They are often called supervisors. 
B)  They are responsible for daily supervision of the nonmanagerial employees. 
C)  They spend more time leading and controlling than planning and organizing. 
D)  They do not establish organizational goals. 
E)  They have cross-departmental responsibility. 
A)  They are often called supervisors. 
B)  They are responsible for daily supervision of the nonmanagerial employees. 
C)  They spend more time leading and controlling than planning and organizing. 
D)  They do not establish organizational goals. 
E)  They have cross-departmental responsibility.

Question 17

First-line managers are responsible for the daily supervision of the nonmanagerial employees who perform the specific activities necessary to produce goods and services.

Accepted Answer

A) True 
 B)False

Question 18

Management teaches people not yet in positions of authority how to lead coworkers, solve conflicts between them, achieve team goals, and thus increase performance.

Accepted Answer

A) True 
 B)False

Question 19

The ability to analyze and diagnose a situation and to distinguish between cause and effect is a:

Accepted Answer

A)  human skill. 
B)  negotiation skill. 
C)  technical skill. 
D)  conceptual skill. 
E)  structural skill. 
A)  human skill. 
B)  negotiation skill. 
C)  technical skill. 
D)  conceptual skill. 
E)  structural skill.

Question 20

List and briefly explain the three different kinds of managerial skills.

Accepted Answer

not answered
Explanation:Conceptual skil

An organization's competitive advantage does not derive from departmental skills.

Top managers require the least conceptual skills because their primary responsibilities are planning and organizing.

Robert is the product manager at Digital Digs, LLC, a company that manufactures computer accessories. He is known for his effectiveness and efficiency, qualities that are highly regarded in the company where he works. Which of the following can be fittingly inferred with regard to Digital Digs?

Emma is a highly efficient manager. This implies that she:

_____ is the managerial task that involves managers using their power, personality, influence, persuasion, and communication skills to coordinate people and groups so their activities and efforts are in harmony.

The array of technical skills managers need depends on their position in their organizations.

Owing to financial problems in the organization, the top management of an investment bank decided to reduce the number of middle managers by 10 percent. This is an example of _____.

What are the four building blocks of competitive advantage? How can organizations increase their efficiency and productivity?

Managers affect society directly with their decisions regarding the use of resources.

_____ involves encouraging all employees to perform at a high level to help the organization achieve its vision and goals.

Outsourcing hinders the development of new products.

Leading is the process that managers use to select the goals for the organization.

_____ is the creation of a new vision for a struggling company using a new approach to planning and organizing to make better use of a company's resources and allow it to survive and eventually prosper.

An organization's resources include assets such as people and their skills, know-how, and experience.

As a part of planning, managers establish accurate measuring and monitoring systems to evaluate how well the organization has achieved its goals.

Which of the following is true of top managers?

First-line managers are responsible for the daily supervision of the nonmanagerial employees who perform the specific activities necessary to produce goods and services.

Management teaches people not yet in positions of authority how to lead coworkers, solve conflicts between them, achieve team goals, and thus increase performance.

The ability to analyze and diagnose a situation and to distinguish between cause and effect is a:

List and briefly explain the three different kinds of managerial skills.

The Evolution of Management

Values, Attitudes, Emotions, and Culture: The Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

Filters

Exam 1: Managers and Managing

An organization's competitive advantage does not derive from departmental skills.

Top managers require the least conceptual skills because their primary responsibilities are planning and organizing.

Robert is the product manager at Digital Digs, LLC, a company that manufactures computer accessories. He is known for his effectiveness and efficiency, qualities that are highly regarded in the company where he works. Which of the following can be fittingly inferred with regard to Digital Digs?

Emma is a highly efficient manager. This implies that she:

_____ is the managerial task that involves managers using their power, personality, influence, persuasion, and communication skills to coordinate people and groups so their activities and efforts are in harmony.

The array of technical skills managers need depends on their position in their organizations.

Owing to financial problems in the organization, the top management of an investment bank decided to reduce the number of middle managers by 10 percent. This is an example of _____.

What are the four building blocks of competitive advantage? How can organizations increase their efficiency and productivity?

Managers affect society directly with their decisions regarding the use of resources.

_____ involves encouraging all employees to perform at a high level to help the organization achieve its vision and goals.

Outsourcing hinders the development of new products.

Leading is the process that managers use to select the goals for the organization.

_____ is the creation of a new vision for a struggling company using a new approach to planning and organizing to make better use of a company's resources and allow it to survive and eventually prosper.

An organization's resources include assets such as people and their skills, know-how, and experience.

As a part of planning, managers establish accurate measuring and monitoring systems to evaluate how well the organization has achieved its goals.

Which of the following is true of top managers?

First-line managers are responsible for the daily supervision of the nonmanagerial employees who perform the specific activities necessary to produce goods and services.

Management teaches people not yet in positions of authority how to lead coworkers, solve conflicts between them, achieve team goals, and thus increase performance.

The ability to analyze and diagnose a situation and to distinguish between cause and effect is a:

List and briefly explain the three different kinds of managerial skills.

The Evolution of Management

Values, Attitudes, Emotions, and Culture: The Manager As a Person

Ethics and Social Responsibility

Managing Diverse Employees in a Multicultural Environment

Managing in the Global Environment

Decision Making, Learning, Creativity, and Entrepreneurship

The Manager As a Planner and a Strategist

Value Chain Management: Functional Strategies for Competitive Advantage

Managing Organizational Structure and Culture

Organizational Control and Change

Human Resource Management

Motivation Performance

Leadership

Effective Groups and Teams

Promoting Effective Communication

Managing Conflict, Politics, and Negotiation

Used Advanced Information Technology to Increase Performance

Filters