Deck 1: The Managers Job

Question 1

At the higher levels of management, the four roles that are the most important include::

A) organizer, visionary, team builder, facilitator.
B) liaison, spokesperson, figurehead, and strategic planner
C) environmental specialist, mentor, coach, ethics officer.
D) administrator, implementor, entrepreneur, task coordinator

Answer 1

B

Question 2

An important role for the team leader is to

A) act as a catalyst and facilitator.
B) tightly control the work of team members.
C) set a strategic direction for the firm.
D) avoid interactions with team members.

Answer 2

A

Question 3

Which function of management is most involved with energizing, directing, activating, and persuading others?

A) leading
B) controlling
C) planning
D) organizing and staffing

Answer 3

A

Question 4

Controlling is primarily concerned with

A) making rational decisions.
B) comparing actual performance to a predetermined standard.
C) influencing people to perform better.
D) laying out work in a logical manner.

Question 5

Three roles or activities within entrepreneurial work that arouse passion do NOT include:

A) opportunity recognition
B) venture growth
C) human resources
D) venture creation

Question 6

With respect to managers, poor interpersonal skills

A) have a neutral impact on performance.
B) can lead to job failure.
C) are not important because "Nice guys and gals finish last."
D) only create problems at the first two levels of management.

Question 7

The two planning roles for manager involve

A) monitoring and disturbance handling.
B) strategy and operations.
C) being a figurehead and a spokesperson.
D) team building and team play.

Question 8

Political skills should be regarded as a

A) supplement to job competence.
B) way to overcome job incompetence.
C) way of creating ambiguity on the job.
D) privilege of top management.

Question 9

Nick is a successful entrepreneur, so he probably emphasizes which of the following dimensions in his work?

A) innovativeness
B) minimizing risks
C) reacting to events rather than being proactive
D) a love for the status quo

Question 10

With respect to creating visions, leaders often fail because they do not

A) have fancy enough visions.
B) convert their visions into results.
C) use visions for inspiration.
D) bribe people for accomplishing a vision.

Question 11

On the job, Candice coordinates the work of a small group of people and acts as a catalyst. Her job title is most likely

A) vice president.
B) CEO.
C) plant general manager.
D) team leader.

Question 12

Crafting a strategic vision is typically the responsibility of a

A) first-level manager.
B) middle-level manager.
C) staff professional.
D) top-level manager.

Question 13

The primary concern of the administrative management aspect of classical management was

A) managing a company's information system.
B) teaching nonprofit organizations how to be successful.
C) how organizations should be managed and structured.
D) the application of scientific methods to increase workers' productivity.

Question 14

Management as a practice,

A) began during the Industrial Revolution.
B) probably has an almost unlimited history.
C) dates back to World War II.
D) dates back to the Civil War.

Question 15

Sherri Jackson is a sales manager. She searches the Internet to find new potential markets for her products. Jackson is most directly making use of ____ resources.

A) human
B) financial
C) physical
D) information

Question 16

According to Mintzberg, management is a practice, rather than a science or a profession because

A) science is about the development of systematic knowledge through research.
B) management follows an ethical code.
C) the major purpose of management is to help get things done.
D) both a & c

Question 17

Management is the process of

A) maintaining the status quo.
B) planning, organizing and staffing, leading, and controlling.
C) keeping labor from taking over.
D) facilitating groups.

Question 18

A key part of developing your managerial skills would be to

A) forget about practice as soon as you acquire a skill.
B) practice kick boxing to sharpen your reflexes.
C) obtain feedback on your performance.
D) ignore the comments of others on how well you are doing.

Question 19

According to the historically important work of Alfred D. Chandler, when choosing an organization structure, managers should first

A) study what the competition is doing.
B) be aware of the strategy.
C) draw a hundred boxes to choose from.
D) look for the least expensive structure.

Question 20

Making sure that competent persons fill positions is part of which managerial role?

A) organizer
B) liaison
C) staffing coordinator
D) resource allocator

Question 21

The vice-president of merchandising in a retail store would be considered a functional manager.

Question 22

An important part of the model for learning managerial skills is to obtain feedback on performance from others.

Question 23

An important subset of interpersonal skills for managers is__________the ability to work effectively and conduct business with people from different cultures.

A) multiculturalism
B) bilingualism
C) diversity
D) multinationalism

Question 24

C-level manager is a recent term used to describe a top-level manager.

Question 25

Maslow suggested that humans are motivated by efforts to satisfy a hierarchy of needs ranging from basic needs to those for self-actualization, or reaching one's potential.

Question 26

Conceptual skill is needed to understand how the various parts of the organization fit together.

Question 27

According to Peter Drucker, managers are knowledge workers.

Question 28

A major characteristic of both entrepreneurs and small-business owners is their passion for the work

Question 29

An organization may experience entropy when

A) its total output exceeds the sum of the parts.
B) it does not receive fresh inputs from the external environment.
C) too many employees call in sick in a given year.
D) three consecutive new products are winners.

Question 30

The behavioral approach to management emphasizes

A) developing systems for dealing with personnel problems.
B) the interaction of the firm with the environment.
C) finding the most efficient systems of production.
D) understanding people.

Question 31

Evidence-based management chooses an organizational practice based on

A) the best evidence available.
B) qualitative evidence only.
C) quantitative evidence only.
D) careful forecasts.

Question 32

Planning is a way of managing the future.

Question 33

One purpose of controlling is to check up on performance.

Question 34

Effective leaders develop a sense of community or shared purpose.

Question 35

You are using evidence-based management when your practice is based on

A) a recent fad.
B) what your CEO thinks is hot.
C) thinking by philosophers.
D) an established principle.

Question 36

The entrepreneur is characterized primarily by innovative behavior.

Question 37

The team leader is a strong disciplinarian who exerts more control than the traditional supervisor.

Question 38

Political skills include establishing connections and impressing the right people.

Question 39

Brad is the cafeteria manager in a company that manufactures cushions, chairs, and closet organizers. Brad would be classified as a "C-level manager."

Question 40

Interpersonal skills are important for top-level managers as well as team leaders.

Question 41

Theory X was concerned primarily with how organizations should be managed and structured.

Question 42

Tony wants to use the behavioral approach to management, so he puts a lot of effort into understanding the interests and talents of his staff before deciding how to manage the group.

Question 43

According to the classical approach to management, a company is most likely to be efficient when the structure of the firm determines its strategy.

Question 44

The information technology era has made organizations much less democratic than they were in the past.

Question 45

Theory Y assumptions include the idea that people accept responsibility, exercise
self-control, possess the capacity to innovate.

Question 46

Troy is given the responsibility of developing an organization structure for a new company. Before drawing the structure, he should first understand the company's strategy.

Question 47

Why do organizations hire managers?

Question 48

Which basic skills are needed by managers?

Question 49

Identify and describe seven different managerial roles. Indicate which ones you would enjoy the most at this stage of your career.

Question 50

The Colgate-Palmolive Company's strategy might be stated as responding to the personal-care needs of people and animals throughout the world. To achieve this goal, the company is divided into four mammoth divisions: Oral Care, Personal Care, Home Care, and Pet Nutrition. Each division is subdivided into products groups.
1. How does the Colgate-Palmotive company follow the concepts of Chandler?
2. Do you think that the core of management knowledge lies within the classical school?
Explain.

Question 51

A key reason for continuing to develop managerial skills is that the workplace keeps changing.

Question 52

The behavioral approach to management emphasizes gaining the maximum productivity from people through such means as time and motion studies.

Question 53

Management tells the workers in an office that they have been selected to be part of a study of productivity because of their good record so far. Worker productivity increases even more, thereby demonstrating the Hawthorne effect.

Question 54

The quantitative approach to management emphasizes methods in decision making, based on the scientific method.