Deck 1: Managers and Management

Question 1

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

Answer 1

False
Explanation: Managers may work on tasks in addition to their supervisory duties. For example, a manager of a shop that designs clothing may also create designs on his or her own.

Question 2

Defining goals is a key part of the organizing function of management.

Answer 2

False
Explanation: Defining goals for an organization is part of the planning, rather than the organizing, function of management. Usually only top managers participate in defining broad, strategic goals, while all managers define goals for practical levels of organization operation.

Question 3

Effectiveness refers to the relationship between inputs and outputs.

Answer 3

False
Explanation: Efficiency is concerned with maximizing the output-to-input ratio. Effectiveness, on the other hand, refers not to how well resources are used but to which resources to use, and whether or not those resources help the organization attain its goals.

Question 4

Determining who reports to whom is part of the controlling function of management.

Question 5

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

Question 6

A typical first-level manager spends more of his or her time leading than planning.

Question 7

Providing motivation is part of the controlling function of management.

Question 8

A goal of efficiency is to minimize output costs while maximizing input costs.

Question 9

Supervisors and team leaders may both be considered first-line managers.

Question 10

Managers who are effective at meeting organizational goals always act efficiently.

Question 11

In Mintzberg's view, the roles of figurehead, leader, and liaison are all interpersonal roles.

Question 12

All organizations have a structure that in some ways serves to define and limit the behavior of members of the organization.

Question 13

Deciding who will be assigned to which job is a part of the leading function of management.

Question 14

A key difference between Fayol's and Mintzberg's view of management is that Fayol's view was based on empirical observations of managers in action.

Question 15

Most people who study management think that Fayol's categories are more useful than Mintzberg's.

Question 16

Disturbance handler is one of Mintzberg's interpersonal roles.

Question 17

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

Question 18

The four contemporary management processes are planning, organizing, leading, and commanding.

Question 19

Part of what defines an organization is its purpose.

Question 20

Fayol's management processes are completely equivalent to Mintzberg's management roles.

Question 21

Which of the following types of managers is responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization?

A) team leader
B) top manager
C) department head
D) project leader

Question 22

A manager in a large business generally will spend more of his or her time as a spokesperson and entrepreneur than his or her counterpart in a small business.

Question 23

Which of the following is a key difference between managerial and nonmanagerial employees?

A) Managerial employees receive higher pay compensation.
B) Nonmanagerial employees have less formal education.
C) Nonmanagerial employees do not oversee the work of others.
D) Managerial employees work longer hours.

Question 24

An organization is ________.

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

Question 25

The study of economics is useful only to top managers.

Question 26

A small business manager in many ways combines the roles of top manager and first-line manager in a large business.

Question 27

The primary job of a manager is to ________.

A) make decisions that help an organization grow
B) tackle tasks that are too difficult for nonmanagerial employees
C) coordinate between organization leaders and ordinary employees
D) direct and oversee the work of others

Question 28

Studying management can be extremely useful even for those who don't plan to be managers themselves.

Question 29

Supervisor is another name for which of the following?

A) team leader
B) middle manager
C) first-line manager
D) top manager

Question 30

Which of the following is the most accurate statement regarding managers in today's world?

A) There is a greater need for customer focus than ever before.
B) Managers are found almost exclusively in large corporations that have more than 500 employees.
C) Managers are found almost exclusively in for-profit organizations.
D) More than half of today's managers are women.

Question 31

Because profit, or the "bottom line," is not the measure of success for not-for-profit organizations, managers of charitable organizations do not have to concern themselves with the financial aspects of their organizations.

Question 32

One of the common characteristics of all organizations is ________ that define(s) rules, regulations, and values of the organization.

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

Question 33

Management has an impact on all businesses, but there are almost no examples of businesses that have failed because of poor management.

Question 34

A fraternity is an example of an organization because it is comprised of people who ________.

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

Question 35

The work of a manager ________.

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

Question 36

All organizations have ________ that define(s) the organization's purpose and reason for existing.

A) limits
B) rules
C) structure
D) goals

Question 37

All managers devote at least some of their time to planning.

Question 38

A business can have 350 employees and still be considered a small business.

Question 39

The political skills of a manager consist mainly of the ability to understand the workings of government and to present information effectively to others in the form of political speechmaking.

Question 40

Technical skills involve a manager's ability to think logically and effectively about abstract situations.

Question 41

Which of the following is NOT considered to be a part of the planning function of a manager?

A) defining goals
B) motivating
C) mapping out strategy
D) making decisions

Question 42

Another term for efficiency is ________.

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

Question 43

Which of the following did Taylor NOT find "appalling" in his study of workers in steel companies?

A) Workers "took it easy" on the job.
B) Workers employed different techniques for the same job.
C) Workers would only attempt to perform a job if they were shown to have aptitude for it.
D) Worker output was only about one-third of what was possible.

Question 44

Taylor began to develop his theory of ________ after a result of viewing workers in steel companies.

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

Question 45

Which is an important job responsibility for a middle manager?

A) defining the organization's long-term goals
B) translating goals defined by top managers into action
C) helping top managers define goals
D) performing tasks that are not related to long-term goals

Question 46

Good management strives for ________.

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

Question 47

All levels of management between the supervisory level and the top level of the organization are termed ________.

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

Question 48

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

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

Question 49

Effectiveness is synonymous with ________.

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

Question 50

Another term for effectiveness is ________.

A) doing the right things
B) doing things right
C) doing things intelligently
D) doing things when necessary

Question 51

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

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

Question 52

Which of the following identifies a manager who does NOT typically supervise other managers?

A) unit chief
B) shift manager
C) vice president
D) division manager

Question 53

The "father" of scientific management was ________.

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

Question 54

Of the following, which is the lowest level of management?

A) a nonmanagerial employee
B) an individual involved in defining the organization's philosophy
C) a vice president
D) a middle manager

Question 55

Which of the following might be an example of increased efficiency in manufacturing?

A) cutting the amount of labor 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 56

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

Question 57

How many management functions were originally proposed by Henri Fayol?

A) three: plan, organize, lead
B) four: plan organize, lead, control
C) five: plan, organize, command, coordinate, control
D) ten: 3 interpersonal, 3 informational, 4 decisional

Question 58

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

A) to measure efficiency on a 4-star scale
B) to identify the one best way to get a job done
C) to identify the three best ways to get a job done
D) to measure inefficiency on a 4-star scale

Question 59

A candy manufacturer that made candy at a lower cost without improving the quality of the candy could be said to ________.

A) increase effectiveness without increasing efficiency
B) increase efficiency without increasing effectiveness
C) increase both effectiveness and efficiency
D) decrease both effectiveness and efficiency

Question 60

Efficiency refers to ________.

A) the relationship between inputs and outputs
B) the additive relationship between inputs and outputs
C) the inverse relationship between inputs and outputs
D) decreasing inputs only

Question 61

All of the following are examples of informational roles according to Mintzberg EXCEPT ________.

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

Question 62

Organizing includes ________.

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

Question 63

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

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

Question 64

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

A) informational
B) figurehead
C) liaison
D) decisional

Question 65

The controlling management function is largely a matter of ________.

A) resolving conflicts
B) determining what needs to be done
C) monitoring to see that tasks are accomplished
D) enforcing rules for employees

Question 66

According to Mintzberg, which of the following fit into the category of interpersonal roles?

A) figurehead, leader, and liaison
B) negotiator, liaison, and figurehead
C) monitor, leader, and resource allocator
D) disturbance handler, liaison, and negotiator

Question 67

Which of the following is NOT an example of a decisional role according to Mintzberg?

A) spokesperson
B) entrepreneur
C) disturbance handler
D) resource allocator

Question 68

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

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

Question 69

An important part of the controlling function is ________.

A) evaluating
B) structuring
C) coordinating
D) punishing

Question 70

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

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

Question 71

Resolving a conflict would be considered to fall under which managerial function?

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

Question 72

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

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

Question 73

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

A) organizational level
B) tenure with the organization
C) experience in their field
D) skill specialty

Question 74

In a small organization, which of the following is NOT likely to be true?

A) Planning is not likely to be an orchestrated ritual.
B) Relationships are more likely to be informal.
C) Workers are likely to be observed by computerized monitoring systems.
D) The design of the organization is likely to be less structured and complex.

Question 75

Mintzberg developed his ten managerial roles by ________.

A) sending out questionnaires to thousands of managers
B) observing hundreds of managers over several years
C) closely monitoring the work activities of five chief executives
D) using common sense to analyze the situation

Question 76

Giving a speech at an organization banquet would fall into which Mintzberg category?

A) informational
B) interpersonal
C) decisional
D) entrepreneurial

Question 77

________ developed a categorization scheme for defining what managers do, consisting of 10 different but highly interrelated roles.

A) Henri Fayol
B) Robert L. Katz
C) Henry Mintzberg
D) Henry Ford

Question 78

A finance manager who reads the Wall Street Journal on a regular basis would be performing which role?

A) leader
B) monitor
C) disseminator
D) liaison

Question 79

Non-profit organizations are different from for-profit organizations primarily ________.

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

Question 80

The role of ________ is more important for managers of small organizations than for managers working in large corporations.

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