Question 1

Richard is the manager of a local book store. The store has two assistant managers. There is a regional manager, a provincial manager, a Chief Operating Officer (COO) and a Chief Executive Officer (CEO) above him. Answer the following questions.
a) What level of manager is Richard? Explain.
b) Is Richard a line or a staff manager? Explain.
c) Is Richard a general or a functional manager? Explain.
d) Explain Richard's role within the context of the upside-down pyramid view of an organization.
e) Describe what Richard's day may be like?
f) Describe how Richard will use the managerial skills in his job. Which of these skills is the most important?

Accepted Answer

a) Richard is a supervisor. He has one level of management working below him (assistant managers) and many levels above him.
b) Richard is a line manager. His work directly contributes to the organization's output.
c) Richard is a general manager. He hires employees, creates marketing campaigns and orders inventory.
d) In the upside-down pyramid view of an organization, as a manager, Richard would be known more for "helping" and "supporting" than for "directing" and "order giving." He will be well informed regarding the needs of those reporting to or dependent on him. Richard will often be found providing advice and developing the support needed for others to perform to the best of their abilities. Basically, in the upside-down pyramid view, Richard's job is to support the workers.
e) Richard's day will be very busy. He will look after staff problems, handle employee absences, work at a hectic pace, be interrupted frequently, and communicate using a variety of media.
f) Richard will use his technical skills by creating marketing campaigns, hiring staff, scheduling, accounting, and using the computerized ordering system. Richard will use his human skills by interacting with his employees, customers, and bosses. He will use his conceptual skills by analyzing book sales, creating training programs for the staff, and problem solving high staff turnover. The most important skill for Richard is technical.

Question 2

According to Chris Argyris, management principles and practices that are associated with classical management approaches are inconsistent with the mature adult personality.

Accepted Answer

A) True 
 B)False  True

Question 3

Queuing theory is used to calculate how best to allocate resources among competing uses.

Accepted Answer

A) True 
 B)False  False

Question 4

Max Weber's ideas developed in reaction to performance deficiencies in the organizations of his day.

Accepted Answer

A) True 
 B)False

Question 5

Contingency thinking maintains that the best solution to management problems depends on the demands of the situation and that therefore, there is not one best way to manage.

Accepted Answer

A) True 
 B)False

Question 6

According to contingency theory, a management solution that works well in an uncertain environment will not necessarily work well in a stable environment.

Accepted Answer

A) True 
 B)False

Question 7

Maslow's theory of human needs uses his satisfaction principle that describes the relative importance of five need levels arranged in a hierarchy.

Accepted Answer

A) True 
 B)False

Question 8

Learning organizations should emphasize values that focus on information, teamwork, empowerment, participation, and leadership.

Accepted Answer

A) True 
 B)False

Question 9

According to Argyris's theory of personality and organization, managers who treat people as mature and responsible adults will achieve the highest productivity.

Accepted Answer

A) True 
 B)False

Question 10

Theory X managers assume that subordinates are: willing to work, capable of self-control, willing to accept responsibility, imaginative and creative, and capable of self-direction.

Accepted Answer

A) True 
 B)False

Question 11

High performance by the organization as a whole occurs only when each subsystem performs its tasks well and works well in cooperation with other subsystems.

Accepted Answer

A) True 
 B)False

Question 12

The concept of putting operating workers at the top serving customers, while managers are at the bottom supporting them is a known as the

Accepted Answer

A)   customer centred pyramid.
B)   upside-down pyramid.
C)   team approach.
D)   network organization.
E)   top-down organization.

Question 13

According to John Kotter, two activities are fundamental to a general manager's success in mastering daily challenges. These two activities are

Accepted Answer

A)   negotiating and directing.
B)   motivating and controlling.
C)   planning and controlling.
D)   agenda setting and networking.
E)   communicating and leading.

Exam 1: Management Fundamentals and Management Learning -- Past to Present

According to Chris Argyris, management principles and practices that are associated with classical management approaches are inconsistent with the mature adult personality.

Queuing theory is used to calculate how best to allocate resources among competing uses.

Max Weber's ideas developed in reaction to performance deficiencies in the organizations of his day.

Contingency thinking maintains that the best solution to management problems depends on the demands of the situation and that therefore, there is not one best way to manage.

According to contingency theory, a management solution that works well in an uncertain environment will not necessarily work well in a stable environment.

Maslow's theory of human needs uses his satisfaction principle that describes the relative importance of five need levels arranged in a hierarchy.

Learning organizations should emphasize values that focus on information, teamwork, empowerment, participation, and leadership.

According to Argyris's theory of personality and organization, managers who treat people as mature and responsible adults will achieve the highest productivity.

Theory X managers assume that subordinates are: willing to work, capable of self-control, willing to accept responsibility, imaginative and creative, and capable of self-direction.

High performance by the organization as a whole occurs only when each subsystem performs its tasks well and works well in cooperation with other subsystems.

The concept of putting operating workers at the top serving customers, while managers are at the bottom supporting them is a known as the

According to John Kotter, two activities are fundamental to a general manager's success in mastering daily challenges. These two activities are