Deck 1: Managers and Management

Question 1

Which of the following levels of management is associated with positions such as executive vice president, chief operating officer, chief executive officer and chairperson of the board?

A)Top managers
B)First-line managers
C)Middle managers
D)Team leaders

Answer 1

A

Question 2

Taylor began to develop his theory of _________ because of viewing workers in steel companies.

A)management skills
B)the functions of management
C)ethics-based management
D)scientific management

Answer 2

scientific management

Question 3

Middle managers are those individuals responsible for directing the day-to-day activities of non-managerial employees.

Answer 3

False

Question 4

Which practice did Taylor find appalling in his study of workers in steel companies?

A)The lack of oversight by managers
B)The high, unrealistic work standards at the company
C)The number of prison inmates working on the shop floor
D)The low worker output

Question 5

The word management was first popularised by _________.

A)Henry Mintzberg
B)Robert L.Katz
C)Henri Fayol
D)Frederick Winslow Taylor

Question 6

An organisation is _________.

A)any collection of people who perform similar tasks
B)a group of individuals focused on profit-making for their shareholders
C)the physical location where people work
D)a deliberate arrangement of people to accomplish some specific purpose

Question 7

One of the common characteristics of all organisations is _________ that defines rules, regulations and values of the organisation.

A)an explicit goal
B)a set of written bylaws
C)a stated purpose
D)a structure

Question 8

In order to be considered a manager, an individual must direct or oversee the work of others.

Question 9

What kind of a manager is Don most likely to be?

A)First-line manager
B)Low-level middle manager
C)Department head
D)CEO of a major corporation

Question 10

A manager does not work directly on tasks for the organisation.

Question 11

All levels of management between non-managerial employees and the top management of the organisation are termed _________.

A)middle managers
B)supervisors
C)team leaders
D)first-line managers

Question 12

A major contribution that Taylor made to the study of management was to _________.

A)identify the three best ways to get a job done
B)identify the one best way to get a job done
C)measure efficiency on a four-star scale
D)measure inefficiency on a four-star scale

Question 13

The transformation process of the organisational operations system is responsible for turning inputs into goods and services.

Question 14

A political party is an example of an organisation because it is comprised of people who _________.

A)share the same goals but different values
B)share goals and function within a common structure
C)function under a different set of rules and regulations
D)share the same values, traditions and customs

Question 15

Which of the following is part of an organisation's operating system?

A)Strategy
B)Inputs and outputs
C)Goals
D)Structure

Question 16

The work of a manager _________.

A)is strictly limited to overseeing and monitoring the work of others
B)involves only high-level tasks that require a sophisticated skill set
C)may involve performing tasks that are not related to overseeing others
D)does not involve interaction with non-managerial employees

Question 17

Which type of manager is responsible for making organisation-wide decisions and establishing the plans and goals that affect the entire organisation?

A)Project leader
B)Team supervisors
C)Department head
D)Top manager

Question 18

Provide a short description of managers and non-managerial employees.

Question 19

Part of what defines an organisation is its purpose.

Question 20

Which statement is true about all organisations?

A)All organisations share a standard pattern of operation.
B)All organisations are focused on customer satisfaction.
C)All organisations employ at least five people.
D)All organisations have a distinct purpose.

Question 21

Effectiveness is synonymous with _________.

A)goal attainment
B)smart management
C)cost minimisation
D)efficiency

Question 22

_________ means doing those work tasks that help the organisation reach its goal, whereas _________ is concerned with the means of getting things done.

A)Vision; planning
B)Efficiency; mission
C)Effectiveness; efficiency
D)Efficiency; effectiveness

Question 23

The authors define efficiency as _________.

A)doing things at the right time
B)doing the right things
C)doing things right
D)making sure things get done

Question 24

Efficiency is achieved by _________.

A)getting the most output from the least amount of inputs
B)attaining organisational goals
C)performing interrelated activities in novel ways
D)deviating from defined strategies

Question 25

Managers who are effective at meeting organisational goals by default must be acting efficiently.

Question 26

Effectiveness refers to the attainment of the organisation's goals.

Question 27

A goal of efficiency is to minimise output costs while maximising input costs.

Question 28

Lindsay is the manager at a not-for-profit healthcare organisation with four employees.Lindsay works at a _________ organisation and her primary role is _________.

A)medium-sized; negotiator
B)small; spokesperson
C)medium-sized; resource allocator
D)large; liaison

Question 29

Use examples to explain how a process can be: a) efficient but not effective, and b) effective but not efficient.

Question 30

Which of the following would be an example of increased effectiveness in vehicle production?

A)Cutting the amount of labour required to make the product
B)Cutting the price of the product
C)Increasing sales of the product
D)Increasing advertising for the product

Question 31

When Joe checks the amount of output units that the team has completed and the number of units that have been rejected, he is performing which of management process?

A)Planning
B)Leading
C)Controlling
D)Organising

Question 32

If Brenda accomplished her projects on time with high-quality results, but she took more time than other managers did in the process, you could say that as a manager she was _________.

A)a leader, but not a top manager
B)effective, but not efficient
C)efficient, but not effective
D)project-oriented, but not effective

Question 33

A finance manager who reads the Financial Review on a regular basis would be performing which role?

A)Disseminator
B)Leader
C)Monitor
D)Liaison

Question 34

Provide a short description of top managers and their primary tasks.

Question 35

Briefly explain the difference between efficiency and effectiveness.

Question 36

Brenda accomplished her projects on time with high-quality results.Brenda's high project completion rate indicates that she is _________.

A)an effective manager
B)an efficient manager
C)a good resource allocator
D)a good spokesperson

Question 37

The managerial role that changes the least between middle and top managers is _________.

A)leading
B)organising
C)planning
D)controlling

Question 38

Good management strives for _________.

A)high efficiency and high effectiveness
B)low efficiency and high effectiveness
C)moderate efficiency and moderate effectiveness
D)high efficiency and low effectiveness

Question 39

Effectiveness refers to the relationship between inputs and outputs.

Question 40

A candy manufacturer would increase both efficiency and effectiveness by making _________.

A)the same candy at the same cost
B)better candy at a lower cost
C)the same candy at a lower cost
D)better candy at the same cost

Question 41

_________ skills are the skills managers use to analyse and diagnose complex situations.

A)Conceptual
B)Interpersonal
C)Political
D)Technical

Question 42

Which of the following managerial skills emphasises the importance of specialised knowledge or expertise?

A)Interpersonal skills
B)Technical skills
C)Political skills
D)Conceptual skills

Question 43

Brenda's ability to delegate responsibility well is evidence that she excels at which management function?

A)Controlling
B)Planning
C)Leading
D)Organising

Question 44

When Asa attends the retirement party, she will be operating in which of the management roles?

A)Figurehead
B)Liaison
C)Monitor
D)Leader

Question 45

Why might a manager for a non-profit organisation seem as concerned with her organisation's financial well-being as a for-profit manager?

A)Many not-for-profit organisations have tight budgets and must be very efficient
B)Non-profit organisations have an obligation to turn a profit
C)Non-profit managers try to give the illusion that they care about the 'bottom line'
D)Non-profit managers are evaluated on financial performance only

Question 46

When Michelle learns from city officials about how the station's operations may be affecting the environment, she is performing which management role?

A)Leader
B)Entrepreneur
C)Resource allocator
D)Liaison

Question 47

When Michelle spends time searching for new technologies for the station, she is performing which management role?

A)Spokesperson
B)Disturbance handler
C)Entrepreneur
D)Leader

Question 48

Understanding building codes would be considered a(n) _________ skill for a building contractor.

A)interpersonal
B)political
C)technical
D)conceptual

Question 49

When Michelle addresses a complaint filed by an employee, she is performing which management role?

A)Resource allocator
B)Disturbance handler
C)Liaison
D)Figurehead

Question 50

As a production supervisor, Joe determines the number of output units his department will produce each week.Which management processes is Joe performing?

A)Planning
B)Leading
C)Organising
D)Controlling

Question 51

Henri Fayol was a(n) _________ who proposed that managers perform _________ management activities.

A)Industrial planner; three
B)French politician; three
C)Industrial psychologist; five
D)French industrialist; five

Question 52

When Asa meets with Kai to discuss Kai's output decline, in which management role will Asa be operating?

A)Spokesperson
B)Figurehead
C)Monitor
D)Disseminator

Question 53

What role will Asa be performing when she gives the factory tour to the newspaper reporter?

A)Entrepreneur
B)Spokesperson
C)Resource allocator
D)Monitor

Question 54

Which event is most appropriate for exercising political skills?

A)A job interview
B)A formal information session about a new company product release
C)A corporate fun day for employees and management
D)A legal consultation with the company patent lawyer

Question 55

When Asa reviews the equipment malfunction, what management role will she play in deciding whether to bring in extra people?

A)Monitor
B)Disseminator
C)Disturbance handler
D)Resource allocator

Question 56

Organising includes _________.

A)resolving conflicts
B)determining who does what tasks
C)motivating organisational members
D)defining organisational goals

Question 57

The controlling management function is largely a matter of _________.

A)defining goals and establishing strategies
B)resolving conflicts
C)monitoring to see that tasks are accomplished
D)determining what needs to be done

Question 58

Brad has recently been promoted to a managerial position in his company.Brad believes that to get ahead he must compete with others for resources.Brad is keen on networking with the right people and influencing them.Which of the following skills is Brad using?

A)Technical
B)Political
C)Interpersonal
D)Conceptual

Question 59

When Michelle meets with the department managers to brief them on the concerns of the city officials, which management role is she performing?

A)Negotiator
B)Disturbance handler
C)Liaison
D)Disseminator

Question 60

Defining goals and establishing strategy are part of the _________ management function.

A)decisional
B)organising
C)controlling
D)planning

Question 61

The emphasis that managers give to various activities is generally based on their _________.

A)skill specialty
B)organisational level
C)tenure with the organisation
D)gender

Question 62

A pharmaceutical company manager attending a meeting of academic scientists would be functioning in which role?

A)Liaison
B)Informational
C)Leader
D)Decisional

Question 63

Today, the basic management functions are considered to be _________.

A)planning, organising, leading and controlling
B)commanding, organising, leading and decision-making
C)planning, coordinating, leading and monitoring
D)coordinating, organising, leading and motivating

Question 64

Non-profit organisations are different from for-profit organisations primarily _________.

A)in the way they motivate employees
B)in the way they make decisions
C)in the way they measure success
D)in how they hire employees

Question 65

Technical skills might include _________.

A)exceptional writing ability
B)excellent verbal skills
C)proficiency in computer programming
D)decision-making ability

Question 66

Mary is a manager at a small-size business.According to Mintzberg's managerial roles, which of the following would be considered Mary's most important role?

A)Resource allocator
B)Spokesperson
C)Entrepreneur
D)Figurehead

Question 67

According to Mintzberg, managers' informational roles include which of the following roles?

A)Monitor and spokesperson
B)Leader and disseminator
C)Figurehead and liaison
D)Resource allocator and negotiator

Question 68

According to the functions approach, first-level managers are most likely to perform which of the following activities?

A)Organising
B)Leading
C)Controlling
D)Planning

Question 69

The role of _________ is less important for managers of small organisations than for managers working in large corporations.

A)entrepreneur
B)spokesperson
C)resource allocator
D)disseminator

Question 70

Which set of skills would you expect the Prime Minister of Australia to be least in need of?

A)Political
B)Technical
C)Interpersonal
D)Conceptual

Question 71

Michelle's evaluation of new technologies that can be used in the production processes of the power station is an example of which type of management skill?

A)Interpersonal
B)Political
C)Conceptual
D)Communication

Question 72

Which of the following proved to be a surprising result of Mintzberg's data?

A)Managers spent only a short period of time on each activity
B)Executives were not efficient
C)Managers could spend hours on a single activity during a typical day
D)Managers were deliberate, reflective thinkers who methodically mapped out strategies

Question 73

All of the following are examples of informational roles according to Mintzberg except _________.

A)spokesperson
B)disseminator
C)entrepreneur
D)monitor

Question 74

Under which category would you classify skill in motivating subordinates?

A)Technical skills
B)Conceptual skills
C)Political skills
D)Interpersonal skills

Question 75

The four managerial functions first described by Fayol are considered classical because _________.

A)they are no longer popular today
B)many use them to categorise managers
C)they were devised a long time ago
D)they date back to ancient Greece and Rome

Question 76

According to Katz, the four critical managerial skills can be classified as _________.

A)technical, political, interpersonal and conceptual
B)technical, interpersonal, political and controlling
C)technical, political, controlling and analytical
D)interpersonal, political, empirical and technical

Question 77

Which of the following would most likely occur in a small organisation?

A)Informal relationships
B)Orchestrated planning
C)Highly structured organisational design
D)Computerised monitoring of employees

Question 78

One managerial function that is identical in both Fayol's and Mintzberg's systems is _________.

A)leader
B)negotiator
C)monitor
D)resource allocator

Question 79

Compared to for-profit businesses, not-for-profit organisations _________.

A)use funds provided by governments, sponsors or donors
B)fund their operations using capital that investors provide
C)have higher operating costs
D)charge higher prices for their products

Question 80

All managerial levels require _________.

A)technical skills
B)superb political and negotiating skills
C)long-term planning and forecasting
D)Decision-making