Ch01 Daft7e TB

Chapter 1Managing in Turbulent Times

True/False Questions

1. As a leader, Anne Mulcahy, CEO of Xerox Corporation was faced with strong Japanese competitors, a weakening US economy, and charges from the Securities and Exchange Commission.

Answer: True Level: 2 Page: 5 Type: F

2. Organizational structures are becoming flatter, in today's companies, with teams of frontline workers playing new roles as decision-makers.


3. At the heart of the new management approach is a tight top-down control and management by impersonal measurements and analysis.

Answer: False Level: 2 Page: 6 Type: F

4. Good managers know that the only way they can accomplish anything at all is to do the tasks themselves in the organization and not rely on others.


5. Getting things done through people and other resources and providing leadership and direction are what managers do.


6. Management often is considered universal because it uses organizational resources to accomplish goals and attain high performance in all types of profit and not-for-profit organizations


7. The attainment of organizational goals through planning, organizing, leading and controlling reflects the essence of the management process.

Chapter One * Managing in Turbulent TimesTest Bank *

Answer: True Level: 1 Page: 8 Type: F8. Controlling defines where the organization wants to be in the future and how to get there.


9. Organizing means defining goals for future organizational performance and deciding on the tasks and resources needed to attain them.


10. The use of influence to motivate employees to achieve the organization's goals refers to leading.


11. In today’s corporate America, to be an exceptional leader, one must be a well-known top manager.


12. Organizing means creating a shared culture and values.


13. Controlling involves monitoring employee’s activities and taking corrective action as necessary.


14. New trends towards empowerment and trust of employees have led many companies to place less emphasis on top-down control.


15. In a large company, given the focus on loss of retention, the ideal control mechanism is for the CEO to supervise all the managers personally.


16. To be goal directed means to achieve some outcome, such as making a profit.


17. A social entity that is goal directed and deliberately structured is called an organization.



18. Deliberately structured, in the definition of an organization, means being made up of two or more people and designed to achieve some outcomes.


19. Efficiency refers to the degree to which the organization achieves a stated objective.


20. Since Eaton Corporation streamlined ordering and shipping and ultimately cut costs, they should be recognized for their significant increase in effectiveness.

Answer: False Level: 2 Page: 11 Type: A

21. Efficiency can be calculated as the amount of resources used to produce a product or service.


22. Even if organizational performance is low, the ultimate responsibility of the manager is to make money.


23. Though the degree of each skill necessary at different levels of an organization may vary, to perform effectively, all managers must possess conceptual, human, and technical skills.


24. Only the top managers in organizations need conceptual skills since it involves planning.


25. Human skills are the manager's ability to work with and through other people and to work effectively as a group member.


26. Technical skills are most important at lower organizational levels while human skills become more important as managers move up the organizational hierarchy.



27. Technical skills are utilized in the understanding and proficiency of general tasks.


28. Middle managers are responsible for setting organizational goals, defining strategies for achieving them, and making decisions that affect the entire organization.

Answer: False Level: 2 Page: 15-16 Type: F

29. Antonio is head of the advertising department at Terrific Tortillas, Inc. He can be described as a general manager.

Answer: False Level: 3 Page: 16 Type: A

30. As a manager, Juan is generally concerned with the near future and is expected to establish good relationships with peers around the organization, encourage teamwork, and resolve conflicts. Juan can be described as a middle manager.

Answer: True Level: 3 Page: 16 Type: A

31. Given the significantly reduced importance of the middle manager’s jobs in today’s workplace, these levels have been eliminated in organizations.


32. Often with staff managers assisting them in these decisions, first line managers are the managers who have the responsibility for making the significant strategic policy decisions.


33. Staff managers are responsible for the manufacturing and marketing departments that make or sell the products or services.


34. A general manager is responsible for a self-contained division.


35. Variety, fragmentation, and brevity characterize managerial activity.


36. Henry Mintzberg conducted research in which he followed managers around, recording all of their activities. He discovered that the most successful managers were able to


carefully plan their day into significant blocks of time, and they follow their plan.


37. The monitor role involves the initiation of change.


38. The manager performs ceremonial and symbolic duties in the figurehead role.


39. The disturbance handler role involves the initiation of change, thinking about the future and how to get there.


40. Nearly half of the respondents, according to the survey on trends and future development in small business, saw inadequate management skills as a threat to their companies, as compared to less than 25 percent in larger companies.


41. Managers in small companies often see their most important role as resource allocator.


42. Not-for-profit organizations, such as The Red Cross and the Girl Scouts, represent a major application of management talent.


43. According to research, managers in not-for-profit organizations should place less emphasis on the roles of spokesperson, leader, and resource allocator.


44. The primary characteristic of the new workplace is that it is centered around atoms rather than bits.


45. The new workplace is organized around networks rather than rigid hierarchies, and work is often virtual.

Answer: True Level: 2 Page: 26 Type: FChapter One * Managing in Turbulent Times

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46. Because of changes in technology, globalization, and diversity, organizations are learning to value stability and efficiency over change and speed.


47. In today’s economy, production teams who work to manufacture products have become the foundation of organizations.


48. Being visible and putting people before business are among the important leadership skills during crisis management.


Multiple Choice Questions

1. Which of the following is(are) true regarding Anne Mulcahy, CEO of Xerox Corporation?

a. She was thrown into chaos.b. She had high company loyalty.c. She was facing market share competition from Japanese companies.d. At the time she took over, Xerox Corporation was being charged with defraud by

the SEC.e. All of the above are correct.

Answer: e Level: 2 Page: 5 Type: F

2. 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.

Answer: a Level: 1 Page: 8 Type: F

3. ________ is not a function of management.


a. Planb. Controlc. Organized. Leade. Performance


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.

Answer: a Level: 2 Page: 8 Type: A

5. Selecting goals and ways to attain them refers to

a. controlling.b. planning.c. organizing.d. staffing.e. leading.

Answer: b Level: 1 Page: 8 Type: F

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 the above.


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

a. Controllingb. Planningc. Leadingd. Monitoringe. Organizing


Answer: c Level: 1 Page: 9 Type: F

8. Monitoring activities and making corrections refer to

a. organizing.b. planning.c. leading.d. staffing.e. controlling.


9. 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.


10. When Jared Andersen 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. resources.

Answer: d Level: 3 Page: 9 Type: A

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

a. Leadingb. Controllingc. Organizingd. Planninge. Staffing



12. Tonya Price, 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. Basket Makers 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.


14. Which of these is the management function concerned with monitoring employees' activities, keeping the organization on track toward its goals, and making corrections as needed?

a. Planningb. Resource allocationc. Controllingd. Organizinge. Efficiency


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

a. Staffingb. Leadingc. Organizingd. Controllinge. Planning



16. Arunas Chesonis attributes PaeTec’s success on a corporate culture that puts ______ first.

a. customersb. management c. employeesd. creativitye. work/life balance


17. PaeTec places a high value on __________, which reflects in high customer retention rate. a. customersb. managementc. employeesd. creativitye. work/life balance


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

a. organization.b. management.c. employees.d. students.e. tasks.


19. A trainer is training a group of 75 new employees this hiring season, instead of 15 new hires last season. The trainer can best be described as

a. an effective trainer this season.b. an efficient trainer this season.c. committed to training this season.d. an efficient trainer last season.e. a greedy trainer this season.

Answer: b Level: 2 Page: 11 Type: A

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

a. effectiveness.b. synergy.


c. conceptual skill.d. efficiency.e. human skill.


21. ________ refers to the amount of resources used to achieve an organization’s goal.

a. Effectivenessb. Synergyc. Performanced. Efficiencye. Management

Answer: d Level: 1 Page: 11 Type: F

22. 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 the above.

Answer: c Level: 2 Page: 11 Type: A

23. Telephone Pole Corporation set a goal of producing 100,000 poles. It produced 90,000. Last year, the number of worker-hours per pole was 22. This year, the number of worker-hours per pole was 15. From this information, which of the following best describes Telephone Pole Corporation?

a. It is an effective organization.b. It was more effective last year.c. It was more efficient last year.d. It is more efficient this year.e. It is an inefficient organization.


24. The ultimate responsibility of managers is to achieve high .

a. resourcesb. performancec. compensationd. profitabilitye. turnover



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

a. Top managersb. Middle managersc. First-line managersd. Non managerse. All of the above


26. As uncertainty increases, managers are now focusing more attention on the __________ and __________ needs of their employees. a. physical/securityb. social/securityc. information/emotionald. physical/emotionale. compensation/developmental


27. Which of these skills is the cognitive ability to see the organization as a whole and the relationship among its parts?

a. Humanb. Resource allocationc. Conceptuald. Negotiatione. Technical


28. Raul Rodriguez is the President of WV Railroad. His organization faces issues related to the environment, government regulation, and competition. He will need to rely primarily on his

a. conceptual skills.b. technical skills.c. human skills.d. controlling skills.e. interpersonal skills.



29. Which of the following skills are most important at the top management level?

a. Conceptual skillsb. Human skillsc. Technical skillsd. Project skillse. All of the above


30. skill is the manager's ability to work with and through other people and to work effectively as a group member.

a. Humanb. Conceptualc. Technicald. Intellectuale. Planning


31. Which of the following managerial skills involves cheerleading, coaching, and nurturing?

a. Planning skillsb. Human skillsc. Technical skillsd. Organizing skillse. Intellectual skills


32. _______ are most important at lower organizational levels.

a. Planning skillsb. Human skillsc. Conceptual skillsd. Technical skillse. None of the above


33. Organizations often loose good employees because front-line managers fail to __________. a. give directionb. offer challengec. show respect


d. show recognitione. listen to new ideas


34. Which of these is the understanding of and proficiency in the performance of specific tasks?

a. Human skillb. Conceptual skillc. Interpersonal skilld. Technical skille. Leadership skill


35. The biggest mistake that many manager’s make is the failure to __________.

a. develop a culture of competitionb. adapt to the changes in the external worldc. display compassion to employeesd. create employee recognition programse. focus on productivity


36. Managers who create a culture of __________ often miss important signals from the marketplace. a. internal congestionb. competitionc. feard. creativitye. customer focus


37. Critical management missteps include:a. poor communication skillsb. suppressing dissenting viewsc. inability to build a teamd. treating people as instrumentse. all of the above

Answer: e Level: 1 Page: 14 Type: FChapter One * Managing in Turbulent Times

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38. Marley is the executive director of the local Community for Critters. Her level in the management hierarchy is that of a(n)

a. first-line manager.b. middle manager.c. top manager.d. consultant.e. operative.


39. Consider the following three managers from Outrageous Outfitters, Inc. Tiffany Blanchard is the president, Timothy Thompson is the director of marketing, and Karen Baxter is a maintenance supervisor. Which of the following statements is true?

a. Karen Baxter does more planning than Tiffany Blanchard.b. Timothy Thompson does more leading than Karen Baxter.c. Tiffany Blanchard does more controlling than Timothy Thompson.d. Tiffany Blanchard does more planning than Karen Baxter.e. None of the above.


40. Tara Kelso is the head of the finance department at Muumuu Manufacturing, Inc. Her level in the management hierarchy is that of a(n)

a. first-line manager.b. middle manager.c. top manager.d. chief executive officer.e. operative.


41. Rather than managing the flow of information up and down the hierarchy, today's middle manager is responsible for creating a

a. vertical chain.b. horizontal network.c. diagonal system of communication.d. spiral network.e. chaos-based evaluation system

Answer: b Level: 2 Page: 16 Type: FChapter One * Managing in Turbulent Times

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42. Kurt Fredericks, manager of the jewelry division of a major dept. store, coordinated the work of several people across several departments to accomplish a $500,000 fundraising for an animal shelter. He can best be described in his fundraising activities as a(n)

a. top manager.b. middle manager.c. project manager.d. first-line manager.e. operative.


43. Which of the following best describes Terrance's position as a project manager?

a. He is responsible for several departments that perform different functions.b. He is required to have significant human skills.c. He is responsible for self-contained division and all the departments within it.d. He supervises employees with similar training and skills.e. All of the above.


44. Temporary management professionals who work on specific projects are called _________.

a. middle managersb. project managersc. interim managersd. first line managerse. functional managers


45. The benefits of using interim managers include:

a. an organization’s use of specialist skillsb. no long-term commitment for the organization c. the manager has some flexibilityd. the manager faces new and interesting challengese. all of the above


46. Cindy Carroll is the director of human resources at Pet Grooming, Inc. She can be best described as a


a. top level manager.b. project manager.c. general manager.d. first-line managere. functional manager.

Answer: e Level: 3 Page: 17 Type: A

47. Matt Richards is the office manager of a local accounting firm. His level in the management hierarchy is that of a(n)

a. first-line manager.b. middle manager.c. top manager.d. consultant.e. operative.


48. Which of the following is a functional manager?

a. Presidentb. Executive Vice-presidentc. Financial Vice-presidentd. Project managere. All of the above


49. Which of the following best describes Stacey's position as a functional manager?

a. She is responsible for several departments that perform different functions.b. She organizes people across departments to perform a specific task.c. She is responsible for a self-contained division and all the departments within it.d. She supervises employees with similar training and skills.e. None of the above.


50. ________ managers are responsible for the manufacturing and marketing departments that make or sell the product or service.

a. Topb. Line


c. First-lined. Staffe. Project


51. Which of these managers are in charge of departments such as finance and HR that support line departments?

a. Lineb. Projectc. Topd. Operativese. Staff


52. Sadie Dodrill is a general manager. Which of the following best describes her position?

a. She is responsible for several departments that perform different functions.b. She organizes people across departments to perform a specific task.c. She is responsible for one specific department (e.g., marketing).d. She supervises employees with similar training and skills.e. None of the above


53. Which of these managers are responsible for departments that perform a single task and have employees with similar training skills?

a. Top managersb. Middle managersc. General managersd. Functional managerse. First-Line managers


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

a. financial planningb. controlling activitiesc. planning for future decisionsd. leading otherse. hiring new employees



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

a. networkingb. innovationc. leading othersd. managing timee. all of the above


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

a. financial planningb. controlling activitiesc. planning for future decisionsd. handling paperworke. networking


57. _______ is an informational role, according to Mintzberg.

a. Entrepreneur roleb. Leader rolec. Monitor roled. Disturbance handler rolee. Figurehead role


58. 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 roleb. Disseminator rolec. Spokesperson roled. Disturbance handler rolee. Figurehead role


59. 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 roleb. Figurehead rolec. Negotiator roled. Leader rolee. Monitor role


60. When Amanda attends a subordinate’s wedding, according to Mintzberg, she is performing which of these roles?

a. Monitoringb. Figureheadc. Spokespersond. Leadere. Liaison


61. 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.


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

a. Entrepreneurb. Negotiatorc. Resource allocatord. Disturbance handlere. Liaison


63. The ______ role involves resolving conflicts among subordinates between the managers department and other departments.

a. resource allocatorChapter One * Managing in Turbulent Times

Test Bank *

b. entrepreneurc. negotiatord. liaisone. disturbance handler


64. Which of these, according to Mintzberg, is an interpersonal role?

a. Monitorb. Negotiatorc. Liaisond. Disturbance handlere. Spokesperson

Answer: c Level: 1 Page: 20 Type F

65. Maintaining information links are the activities consistent with the ______ role.

a. leaderb. spokespersonc. monitord. liaisone. entrepreneur


66. Before becoming a manager, FedEx often has would-be managers consider which of the following parts of a manager’s experience:

a. time for the increased workload.b. the unrelenting sense of obligation.c. the responsibility of managing othersd. the position of always being in the middlee. all of the above


67. The __________ role involves bargaining with others to meet the unit or departmental goals.

a. negotiatorb. resource allocatorc. figureheadd. monitore. leader



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



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



70. Which of these is the most important managerial role in small firms?

a. Leaderb. Resource allocatorc. Negotiatord. Spokespersone. Monitor


71. Since not-for-profit organizations do not have a conventional _______, managers may struggle with the question of what constitutes results and effectiveness.

a. hierarchyb. bottom linec. information systemd. decision-making processe. structure



72. A manager in for-profit business focuses primarily on __________, while a manager of a non-profit focuses on __________.

a. the bottom-line, employee moraleb. the bottom-line, social impactc. profitability, customer satisfactiond. market share, the bottom-linee. customer satisfaction, organization reputation


73. One of the roles that a non-profit manager may emphasize over their counterpart in a for-profit organization is __________.

a. negotiatorb. spokespersonc. liaisond. resource allocatore. entrepreneur


74. Which of these is not a management competency?

a. Leadershipb. Resourcesc. Relationshipsd. Designe. Focus


75. In today’s organizations, teams could include all of the following EXCEPT

a. outside contractors.b. free agents.c. customers.d. competitors.e. government agencies.


76. In many contemporary top organizations, leadership is often found __________.

a. dispersed throughout the organizationChapter One * Managing in Turbulent Times

Test Bank *

b. at the topc. building from the bottom upd. through a creative enterprisee. in a centralized group of creative people


77. Major changes on the way for which managers must prepare include all of the following EXCEPT

a. work place diversity.b. globalization.c. paradigm shifts.d. technology.e. the increased importance of organizing.


78. Today’s best managers embrace ambiguity and create organizations that are all of these EXCEPT

a. command-and-control directed.b. fast.c. flexible.d. adaptable.e. relationship-oriented.


79. Success in the “new” workplace depends on __________.

a. creativityb. strong leadershipc. collaborative relationshipsd. managers who are good negotiatorse. environmental surveyors.


80. A learning organization includes:

a. experimentationb. high risk takingc. current technologyd. nontraditional thinkinge. all of the above



81. All of the following are included in the five leadership skills that are important because of crisis management EXCEPT

a. staying calm.b. telling the truth.c. putting business before people.d. being visible.e. knowing when to get back to business.


Scenario Questions

Scenario—Stephen Hedricks

The promotion to first line manager took place just six weeks ago for Stephen Hedricks. He was well qualified for the promotion, but the new job still required a lot of training. One of the challenges has been to coordinate the production of his team with the needs of the sales department and with the availability of raw materials from his suppliers. Setting priorities and developing schedules to accomplish the work is a part of Stephen’s job that he has really enjoyed. The challenges to maintain high rapport and to build a strong team with his employees have already brought him a lot of satisfaction. In reflecting about the last six weeks, Stephen concludes that he is very happy about his new job.

1. Stephen Hedricks was exhibiting the interpersonal role of

a. figurehead.b. leader.c. liaison.d. monitor.e. spokesperson.

Answer: c Type: A

2. Stephen was participating in the decisional role of

a. entrepreneur.b. disturbance handler.c. disseminator.d. resource allocator.


e. monitor.

Answer: d Type: A

3. The managerial skill that is least important at Stephen’s middle-level management position is

a. conceptual.b. human.c. technical.d. all of these skills are vital.e. none of the skills are important.

Answer: c Type: A

4. In his job, Stephen needs to

a. plan.b. organize.c. lead.d. control.e. all of the above.

Answer: e Type: A

Short-Answer Questions

1. is the attainment of organizational goals in an effective and efficient manner through planning, organizing, leading, and controlling organizational resources.

Answer: Management Page: 8

2. _______ is concerned with defining goals for future organizational performance.

Answer: Planning Page: 8

3. is the management function concerned with assigning tasks, grouping tasks into departments, and allocating resources to departments.

Answer: Organizing Page: 8

4. List the six major components of the management process model.


Answer: Planning, organizing, controlling, leading, resources, and performance

Page: 9

5. The management function that involves the use of influence to motivate employees to achieve the organization's goals is referred to as .

Answer: leading Page: 9

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

Answer: Controlling Page: 10

7. A social entity that is goal directed and deliberately structured is called a(n) .

Answer: organization Page: 11

8. The degree to which the organization achieves a stated goal is called .

Answer: effectiveness Page: 11

9. Organizational refers to the amount of resources used to achieve an organizational goal.

Answer: efficiency Page: 11

10. skill is the cognitive ability to see the organization as a whole and the relationship among its parts.

Answer: Conceptual Page: 12

11. Conceptual skills are especially important for _______ managers. Answer: top Page: 12

12. skill is the manager's ability to work with and through other people and to work effectively as a group member.

Answer: Human Page: 12

13. skill is the understanding of and proficiency in the performance of specific tasks.

Answer: Technical Page: 13

14. Department heads and division managers are examples of _______ managers.Chapter One * Managing in Turbulent Times

Test Bank *

Answer: middle Page: 16

15. A(n) is responsible for a temporary work project that involves the participation of people from various functions and levels of the organization, and perhaps from outside the company as well.

Answer: project manager Page: 16

16. are responsible for departments that perform a single functional task and have employees with similar training and skills.

Answer: Functional managers Page: 17

17. are responsible for several departments that perform different functions.

Answer: General managers Page: 17

18. A set of expectations for a manager's behaviors is known as a(n) _______.

Answer: role Page: 19

19. A(n) __________ would be responsible for performing ceremonial and symbolic duties such as greeting visitors and signing legal documents.

Answer: figurehead Page: 19

20. List five of Mintzberg's ten managerial roles.

Answer: Any five of the following -- monitor, spokesperson, disseminator, figurehead, leader, liaison, entrepreneur, disturbance handler, resource allocator, and negotiator.

Page: 19-20

21. The _______ role involves deciding who gets what resources.

Answer: resource allocator Page: 22

22. ________ for not-for-profit organizations usually come from government appropriations, grants, and donations.

Answer: Financial resources Page: 24

23. The primary characteristic of the new workplace is that it is centered on __________ rather than machines and physical assets.


Answer: information Page: 27

24. Having a cross-cultural workforce is called being _______.

Answer: diverse Page: 27

Essay Questions

1. Briefly describe the process of management.

ANSWER:The answer should focus on the six components of management process: Resources, planning, organizing, leading, controlling, and performance. Please refer to exhibit 1-1 in the text.

-Level: 1 Page 8-9

2. The United States was competing in the 1960's to be the first nation to land a man on the moon and return him safely to earth. Analyze this competition in terms of efficiency and effectiveness from the point of view of the United States.

ANSWER: The answer should focus on the success of the United States; that is, the United States

was effective in accomplishing its goal. The legendary stories of the overpricing and lack of financial control suggest a low level of efficiency.

Level: 3 Page: 11

3. Describe the skills necessary for performing a manager's job. Provide examples of each.

ANSWER:The skills are conceptual, human, and technical. Please refer to exhibit 1-2 in the text.

Level: 1 Page 12-13

4. Why are conceptual skills most important for top managers? ANSWER: As the book points out in the Bill Gates example, top managers are often the keys to

holding the whole company together. In order to accomplish this, top managers must be


able to see the "big picture," i.e., perceive the critical situational issues as well as the relationships between all organizational parts.

Level: 1 Page: 12

5. Briefly discuss the relationship between management skills and management level.

ANSWER: The answer should contain both of the following points: (a) conceptual and human skills

become more important as a manager moves up through the organization; and (b) technical skills become less important as a manager moves up through the organization.

Level: 2 Page: 12-13

6. What are technical skills? At what level are they most important and why?

ANSWER:Technical skill is the understanding of and the proficiency in the performance of specific tasks. Technical skills also include specialized knowledge, analytical ability, and the competent use of tools and techniques to solve problems in that specific discipline. Many managers get promoted to the first management job by having excellent technical skills.

Level: 2 Page: 13

7. Describe the three categories of managerial roles and explain how do they differ.

ANSWER:The three categories of managerial roles are informational, interpersonal, and decisional. Informational roles describe the activities used to maintain and develop an information network. Interpersonal roles pertain to relationships with others and are related to human skills. Decisional skills relate to those events about which the manager must make a choice and take action. Actual roles that are under each category may be included.

Level: 2 Page 15-17

8. Identify and explain the change that has affected organizations and management the most.

ANSWER:Technology has affected organizations and management because of the explosion of its usages. The use of computers and the Internet, as well as wireless technology and digital networking has grown to astonishing numbers, and organizations and management must keep up with the growth in order to keep a profitable business.

Level: 2 Page: 26Chapter One * Managing in Turbulent Times

Test Bank *

Ch01 Daft7e TB

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