Question 1

In the traditional management pyramid, managers are classified into ______ levels.

Accepted Answer

A) two 
B) three 
C) four 
D) five 
E) six 
A) two 
B) three 
C) four 
D) five 
E) six

Question 2

Matthew, the president of a diesel engine research firm, was welcoming potential partners from a large automobile corporation in Europe.Before handing them off to his technical counterpart, he gave them an extensive tour of his laboratory and field-testing operations as part of which managerial role?

Accepted Answer

A) Figurehead 
B) Analytical 
C) Monitor 
D) Visionary 
E) Disseminator 
A) Figurehead 
B) Analytical 
C) Monitor 
D) Visionary 
E) Disseminator

Question 3

List Mintzberg's findings about the nature of managerial work.

Accepted Answer

A manager relies more on verba

Question 4

Which of the following is one of the seven primary challenges facing managers today?

Accepted Answer

A) Maintaining good records of what worked in the past. 
B) Dealing with a stubbornly static and immobile environment. 
C) Staying ahead of competitors through corporate espionage. 
D) Managing to achieve one's own happiness and life goals. 
E) Collaborating with competitors. 
A) Maintaining good records of what worked in the past. 
B) Dealing with a stubbornly static and immobile environment. 
C) Staying ahead of competitors through corporate espionage. 
D) Managing to achieve one's own happiness and life goals. 
E) Collaborating with competitors.

Question 5

Studying management is likely to help you once you are in a manager role, but is unlikely to be beneficial before then.

Accepted Answer

A) True 
 B)False

Question 6

John Hammergren's compensation of $145 million in 2010 as CEO of health care technology firm McKesson is typical for CEOs in North America today.

Accepted Answer

A) True 
 B)False

Question 7

Derrick is a clinic director running a downtown Chicago facility for a large nonprofit health organization.He receives most of his strategic direction from the organization and supervises several department managers in his workplace.Derrick is a

Accepted Answer

A) first-line manager. 
B) middle manager. 
C) tactical manager. 
D) functional manager. 
E) coordination manager. 
A) first-line manager. 
B) middle manager. 
C) tactical manager. 
D) functional manager. 
E) coordination manager.

Question 8

The United Way and Nature Conservancy are examples of which type of organization?

Accepted Answer

A) For-profit 
B) Nonprofit 
C) Administrative 
D) Mutual-benefit 
E) Aid-based 
A) For-profit 
B) Nonprofit 
C) Administrative 
D) Mutual-benefit 
E) Aid-based

Question 9

An effective manager has a multiplier effect on the organization, meaning his or her influence is multiplied beyond the results achievable by just one person.

Accepted Answer

A) True 
 B)False

Question 10

Meetings that are conducted via telecommuting use video and audio links along with computers to let people in different locations see, hear, and talk with one another.

Accepted Answer

A) True 
 B)False

Question 11

Most managers require lengthy, uninterrupted periods during the regular workday to accomplish their work and make themselves unavailable to subordinates to create them.

Accepted Answer

A) True 
 B)False

Question 12

When managing for competitive advantage, the first "law" of business is "take care of the shareholders."

Accepted Answer

A) True 
 B)False

Question 13

Identify and describe the four managerial functions.Give a specific example of each.

Accepted Answer

Planning is setting goals and deciding h

Question 14

Entrepreneurs typically have a much higher need for achievement and a stronger belief in personal control of destiny than do typical managers.

Accepted Answer

A) True 
 B)False

Question 15

Tyler has coffee with one of his direct reports almost daily.He does this to inquire in an informal way about progress on the job, and to provide coaching and support, as well as appropriate congratulations for special efforts.Tyler is exhibiting which type of managerial skill?

Accepted Answer

A) Cohesion 
B) Conceptual 
C) Intuitive 
D) Engagement 
E) Human 
A) Cohesion 
B) Conceptual 
C) Intuitive 
D) Engagement 
E) Human

Question 16

Mingjin is a branch manager in Albuquerque who reports to the CEO in Denver and to whom three other managers at her facility report, so she would be termed a middle manager.

Accepted Answer

A) True 
 B)False

Question 17

Time and task management are major challenges for every manager.

Accepted Answer

A) True 
 B)False

Question 18

Because the various groups that help a manager reach company goals often have different needs and wants, resolving conflicts is an essential part of which management function?

Accepted Answer

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

Question 19

One of the rewards of being a manager is that you can build a catalog of successful products or services.

Accepted Answer

A) True 
 B)False

Question 20

According to Peter Drucker, "knowledge workers" have very little technical skill.

Accepted Answer

A) True 
 B)False

In the traditional management pyramid, managers are classified into ______ levels.

List Mintzberg's findings about the nature of managerial work.

Which of the following is one of the seven primary challenges facing managers today?

Studying management is likely to help you once you are in a manager role, but is unlikely to be beneficial before then.

John Hammergren's compensation of $145 million in 2010 as CEO of health care technology firm McKesson is typical for CEOs in North America today.

Derrick is a clinic director running a downtown Chicago facility for a large nonprofit health organization.He receives most of his strategic direction from the organization and supervises several department managers in his workplace.Derrick is a

The United Way and Nature Conservancy are examples of which type of organization?

An effective manager has a multiplier effect on the organization, meaning his or her influence is multiplied beyond the results achievable by just one person.

Meetings that are conducted via telecommuting use video and audio links along with computers to let people in different locations see, hear, and talk with one another.

Most managers require lengthy, uninterrupted periods during the regular workday to accomplish their work and make themselves unavailable to subordinates to create them.

When managing for competitive advantage, the first "law" of business is "take care of the shareholders."

Identify and describe the four managerial functions.Give a specific example of each.

Entrepreneurs typically have a much higher need for achievement and a stronger belief in personal control of destiny than do typical managers.

Tyler has coffee with one of his direct reports almost daily.He does this to inquire in an informal way about progress on the job, and to provide coaching and support, as well as appropriate congratulations for special efforts.Tyler is exhibiting which type of managerial skill?

Mingjin is a branch manager in Albuquerque who reports to the CEO in Denver and to whom three other managers at her facility report, so she would be termed a middle manager.

Time and task management are major challenges for every manager.

Because the various groups that help a manager reach company goals often have different needs and wants, resolving conflicts is an essential part of which management function?

One of the rewards of being a manager is that you can build a catalog of successful products or services.

According to Peter Drucker, "knowledge workers" have very little technical skill.

Management Theory: Essential Background for the Successful Manager

The Managers Changing Work Environment and Ethical Responsibilities: Doing the Right Thing

Global Management: Managing Across Borders

Planning: the Foundation of Successful Management

Strategic Management: How Exceptional Managers Realize a Grand Design

Individual and Group Decision Making: How Managers Make Things Happen

Organizational Culture, Structure, and Design: Building Blocks of the Organization

Human Resource Management: Getting the Right People for Managerial Success

Organizational Change and Innovation: Lifelong Challenges for the Exceptional Manager

Managing Individual Differences and Behavior: Supervising People As People

Motivating Employees: Achieving Superior Performance in the Workplace

Groups and Teams: Increasing Cooperation, Reducing Conflict

Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader

Interpersonal Organizational Communication: Mastering the Exchange of Information

Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

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Exam 1: The Exceptional Manager: What You Do, How You Do It

In the traditional management pyramid, managers are classified into ______ levels.

List Mintzberg's findings about the nature of managerial work.

Which of the following is one of the seven primary challenges facing managers today?

Studying management is likely to help you once you are in a manager role, but is unlikely to be beneficial before then.

John Hammergren's compensation of $145 million in 2010 as CEO of health care technology firm McKesson is typical for CEOs in North America today.

Derrick is a clinic director running a downtown Chicago facility for a large nonprofit health organization.He receives most of his strategic direction from the organization and supervises several department managers in his workplace.Derrick is a

The United Way and Nature Conservancy are examples of which type of organization?

An effective manager has a multiplier effect on the organization, meaning his or her influence is multiplied beyond the results achievable by just one person.

Meetings that are conducted via telecommuting use video and audio links along with computers to let people in different locations see, hear, and talk with one another.

Most managers require lengthy, uninterrupted periods during the regular workday to accomplish their work and make themselves unavailable to subordinates to create them.

When managing for competitive advantage, the first "law" of business is "take care of the shareholders."

Identify and describe the four managerial functions.Give a specific example of each.

Entrepreneurs typically have a much higher need for achievement and a stronger belief in personal control of destiny than do typical managers.

Tyler has coffee with one of his direct reports almost daily.He does this to inquire in an informal way about progress on the job, and to provide coaching and support, as well as appropriate congratulations for special efforts.Tyler is exhibiting which type of managerial skill?

Mingjin is a branch manager in Albuquerque who reports to the CEO in Denver and to whom three other managers at her facility report, so she would be termed a middle manager.

Time and task management are major challenges for every manager.

Because the various groups that help a manager reach company goals often have different needs and wants, resolving conflicts is an essential part of which management function?

One of the rewards of being a manager is that you can build a catalog of successful products or services.

According to Peter Drucker, "knowledge workers" have very little technical skill.

Management Theory: Essential Background for the Successful Manager

The Managers Changing Work Environment and Ethical Responsibilities: Doing the Right Thing

Global Management: Managing Across Borders

Planning: the Foundation of Successful Management

Strategic Management: How Exceptional Managers Realize a Grand Design

Individual and Group Decision Making: How Managers Make Things Happen

Organizational Culture, Structure, and Design: Building Blocks of the Organization

Human Resource Management: Getting the Right People for Managerial Success

Organizational Change and Innovation: Lifelong Challenges for the Exceptional Manager

Managing Individual Differences and Behavior: Supervising People As People

Motivating Employees: Achieving Superior Performance in the Workplace

Groups and Teams: Increasing Cooperation, Reducing Conflict

Power, Influence, and Leadership: From Becoming a Manager to Becoming a Leader

Interpersonal Organizational Communication: Mastering the Exchange of Information

Control Systems and Quality Management: Techniques for Enhancing Organizational Effectiveness

Filters