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MULTIPLE CHOICE

1. The nature of management is to cope with ____
and far-reaching challenges.

a.

simple

b.

planned

c.

diverse

d.

organized

e.

controlled

2. Without ____, no company can survive over the
long run.

a.

cost-cutting

b.

outsourcing

c.

command-and-control approach

d.

total quality teamwork

e.

innovation

3. One of the important ideas in the text’s
definition of management is

a.

the management functions of planning,
organizing, leading, and controlling.

b.

the attainment of societal goals.

c.

effectiveness is more important than
efficiency.

d.

management is unique to for-profit
organizations.

e.

efficiency is more important than
effectiveness.

4. When senior managers at Gap, Inc. decided to
become the number one service-quality clothing company in the world, they were
engaging in the management function of

a.

planning.

b.

organizing.

c.

leading.

d.

controlling.

e.

dreaming.

5. Selecting goals and ways to attain them
refers to

a.

controlling.

b.

planning.

c.

organizing.

d.

staffing.

e.

leading.

6. Which of these can best describe organizing?

a.

Assigning responsibility for task
accomplishment.

b.

Using influence to motivate employees.

c.

Monitoring activities and making
corrections.

d.

Selecting goals and ways to attain
them.

e.

None of these.

7. Which of the following is not a function of
management?

a.

Plan

b.

Control

c.

Organize

d.

Lead

e.

Performance

8. How an organization goes about accomplishing
a plan is a key part of the management function of

a.

planning.

b.

organizing.

c.

leading.

d.

controlling.

e.

motivating.

9. When Terry Doyle of CommuniCom, Inc. created
smaller, more independent maintenance units, he was performing the function of

a.

controlling.

b.

human relations skills.

c.

leading.

d.

organizing.

e.

resourcing.

10. Using influence to motivate employees describes which of these
functions?

a.

Controlling

b.

Planning

c.

Leading

d.

Monitoring

e.

Organizing

11. Which of these is the use of influence to motivate employees to
achieve organizational goals?

a.

Leading

b.

Controlling

c.

Organizing

d.

Planning

e.

Staffing

12. Amanda Rowley, President of Autos-R-Us, recognizes the factory
employees for their outstanding performance at the monthly awards banquet on
the shop floor by presenting a plaque and a check for $100. She is engaging in
the management function of

a.

bribery.

b.

organizing.

c.

technical skills.

d.

leading.

e.

controlling.

:

13. Monitoring activities and making corrections are part of

a.

organizing.

b.

planning.

c.

leading.

d.

staffing.

e.

controlling.

14. Tool Techies, Inc. uses phone surveys of customers to gather
information about service and quality. This is an example of the management
function of

a.

planning.

b.

technical skills.

c.

organizing.

d.

controlling.

e.

conceptual skills.

15. ____ is the management function concerned with monitoring
employees’ activities, keeping the organization on track toward its goals, and
making corrections as needed.

a.

Planning

b.

Resource allocation

c.

Controlling

d.

Organizing

e.

Efficiency

16. When Troy measures his employees’ performance and compares their
performance against the goals he set for them, he is performing which of these
functions?

a.

Staffing

b.

Leading

c.

Organizing

d.

Controlling

e.

Planning

17. A social entity that is goal directed and deliberately structured
is referred to as a(n)

a.

organization.

b.

management.

c.

employee.

d.

student.

e.

task.

18. The degree to which an organization achieves a stated goal refers
to

a.

effectiveness.

b.

synergy.

c.

conceptual skill.

d.

efficiency.

e.

human skill.

:

19. Which of the following refers to the amount of resources used to
achieve an organization’s goal?

a.

Effectiveness

b.

Synergy

c.

Performance

d.

Efficiency

e.

Management

20. For a widget manufacturing company, worker-hours per widget is a
measure of

a.

organizational effectiveness.

b.

organizational performance.

c.

organizational efficiency.

d.

organizational structure.

e.

none of these.

:

21. Conceptual, human, and technical skills are important to which
managerial level?

a.

Top managers

b.

Middle managers

c.

First-line managers

d.

Non managers

e.

All of these

22. ____ are most important at the top management level.

a.

Conceptual skills

b.

Human skills

c.

Technical skills

d.

Project skills

e.

All of these

23. The biggest mistake that many managers make is the failure to
____.

a.

clarify direction

b.

communicate effectively

c.

display compassion to employees

d.

create employee recognition programs

e.

focus on productivity

24. Critical management missteps include:

a.

poor communication skills

b.

reactionary behavior

c.

inability to build a team

d.

failure to adapt

e.

all of these

25. According to the text, what are the skills used by managers when
performing the four functions of management?

a.

Conceptual, interpersonal, and organizational

b.

Functional, problem-solving, and
technical

c.

Analytical, interpersonal, and
financial

d.

Conceptual, human, and technical

e.

Communication, strategic, and
innovative

26. One of the things managers enjoy doing the most is:

a.

financial planning

b.

controlling activities

c.

planning for future decisions

d.

leading others

e.

hiring new employees

27. Research shows that managers enjoy all of the following except:

a.

networking

b.

innovation

c.

leading others

d.

managing time

e.

all of these

28. Of all management duties, one of the things managers like the
least is:

a.

financial planning

b.

controlling activities

c.

planning for future decisions

d.

handling paperwork

e.

networking

:

29. The individual performer is a(n) ____; whereas, the manager has to
be a(n) ____.

a.

specialist; generalist

b.

“leader”; doer

c.

generalist; specialist

d.

producer; expert

e.

communicator; operator

30. The individual identity includes which of the following?

a.

Generalist, coordinates diverse tasks

b.

Gets things done through others

c.

Works relatively independently

d.

A network builder

e.

Works in highly interdependent manner

:

31. Which of the following includes the manager identity?

a.

Specialist, performs specific tasks

b.

Gets things done through own efforts

c.

An individual actor

d.

A network builder

e.

Works relatively independently

32. Being a successful manager means thinking in terms of all of the
following, except:

a.

building teams.

b.

generating the most profit.

c.

becoming a motivator.

d.

becoming an organizer.

e.

establishing networks.

33. Spotlight on Skills in Chapter 1 outlines all of the following
issues would-be managers should consider except:

a.

The increased workload

b.

The challenge of supervising former
peers

c.

The headache of responsibility for
other people

d.

Being caught in the middle

e.

The technical aspects of management

34. According to the Spotlight on Skills in Chapter 1, before becoming
a manager, would-be managers should consider which of the following:

a.

time for the increased workload

b.

challenge of supervising former peers

c.

the responsibility of managing others

d.

being caught in the middle

e.

all of these

35. Managers shift gears quickly and therefore, the average time spent
on any one activity is less than ____.

a.

nine minutes

b.

an hour

c.

one workday

d.

a half hour

e.

a half day

36. Which of the following is not one of the conceptual categories of
managerial roles Mintzberg defined?

a.

informational

b.

interpersonal

c.

decisional

d.

intrapersonal

e.

all of these are managerial roles
defined by Mintzberg

37. Which of the following is an informational role, according to
Mintzberg?

a.

Entrepreneur role

b.

Leader role

c.

Monitor role

d.

Disturbance handler role

e.

Figurehead role

38. Gail Griffith, manager of the finance division, distributes
relevant information everyday to all her employees enabling them to make
quality decisions. Gail is performing which of the following roles?

a.

Monitor role

b.

Disseminator role

c.

Spokesperson role

d.

Disturbance handler role

e.

Figurehead role

39. The president of Pepsi Company is the keynote speaker at a
retirement dinner for a long time bottler. This is an example of which of the
following roles?

a.

Liaison role

b.

Figurehead role

c.

Negotiator role

d.

Leader role

e.

Monitor role

40. According to Mintzberg, when Amanda attends a subordinate’s
wedding she is performing which of these roles?

a.

Monitoring

b.

Figurehead

c.

Spokesperson

d.

Leader

e.

Liaison

41. If Bradley Hak is responsible for maintaining information links
both inside and outside organizations by using mail, phone calls, and
conducting meetings as daily activities, he would be considered a

a.

figurehead.

b.

liaison.

c.

negotiator.

d.

monitor.

e.

spokesperson.

42. Which of the following is not a decisional role?

a.

Entrepreneur

b.

Negotiator

c.

Resource allocator

d.

Disturbance handler

e.

Liaison

:

43. The ____ role involves resolving conflicts among subordinates
between the managers department and other departments.

a.

resource allocator

b.

entrepreneur

c.

negotiator

d.

liaison

e.

disturbance handler

44. According to Mintzberg, which of these is an interpersonal role?

a.

Monitor

b.

Negotiator

c.

Liaison

d.

Disturbance handler

e.

Spokesperson

45. Maintaining information links are the activities consistent with
the ____ role.

a.

leader

b.

spokesperson

c.

monitor

d.

liaison

e.

entrepreneur

46. Which of the following roles involve bargaining with others to
meet the unit or departmental goals?

a.

Negotiator

b.

Resource allocator

c.

Figurehead

d.

Monitor

e.

Leader

47. If a manager finds a severe decline in employee morale and
direction, they may need to spend more time in the ____ role.

a.

negotiator

b.

resource allocator

c.

figurehead

d.

monitor

e.

leader

48. What is the role of the liaison?

a.

The liaison role pertains to decisions
about how to allocate people, time, equipment, money, and other resources to
attain desired outcomes.

b.

The liaison role involves the
initiation of change.

c.

The liaison role pertains to the
development of information sources both inside and outside the organization.

d.

The liaison role involves handling
ceremonial and symbolic activities for the department or organization.

e.

The liaison role involves formal
negotiations and bargaining to attain outcomes for the manager’s unit of
responsibility.

49. What is the role of the negotiator?

a.

The negotiator role involves formal
negotiations and bargaining to attain outcomes for the manager’s unit of
responsibility.

b.

The negotiator role involves seeking
current information from many sources.

c.

The negotiator role involves the
initiation of change.

d.

The negotiator role involves resolving
conflicts among subordinates or between the manager’s department and other
departments.

e.

The negotiator role pertains to the
development of information sources both inside and outside the organization.

50. If a manager finds several new competitors on the horizon, they
may need to spend more time in which role?

a.

Negotiator

b.

Resource allocator

c.

Figurehead

d.

Monitor

e.

Leader

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