Robbins Mgmt10 Tb 01

5/27/2018 Robbins Mgmt10 Tb 01

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Management, 10e (Robbins)

Chapter 1 Introduction to Management and Organizations

1) Today's managers are just as likely to be women as they are men.Answer: TRUE

Di: ! "age Re: #

To$i%: &ho Are anagers(kill: AA*+: ulti%ultural and Di,ersity

!) anagement ae%ts em$loyee morale but not a %om$any's inan%ial $erorman%e.Answer: -AE

Di: 1 "age Re: /

To$i%: &ho Are anagers(

kill: AA*+: *ommuni%ation

0) n order to be %onsidered a manager2 an indi,idual must %oordinate the work o others.

Answer: TRUEDi: ! "age Re: /


#) u$er,isors and oremen may both be %onsidered irst3line managers.

Answer: TRUE

Di: ! "age Re: 4


/) Ee%ti,eness reers to the relationshi$ between in$uts and out$uts.

Answer: -AEDi: ! "age Re: 5

To$i%: &hat s anagement(

4) Ee%ti,eness is %on%erned with the means o getting things done2 while ei%ien%y is

%on%erned with the attainment o organi6ational goals.

Answer: -AE

Di: ! "age Re: 5To$i%: &hat s anagement(

5) A goal o ei%ien%y is to minimi6e resour%e %osts.Answer: TRUE

Di: ! "age Re: 5


7) Ei%ien%y is des%ribed as 8doing things right.8

Answer: TRUEDi: ! "age Re: 5


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;) anagers who are ee%ti,e at meeting organi6ational goals always a%t ei%iently.Answer: -AE

Di: 0 "age Re: 5


1) The our %ontem$orary un%tions o management are $lanning2 organi6ing2 leading2 and

%ontrolling.Answer: TRUE

Di: 1 "age Re: 7

To$i%: &hat Do anagers Do(

11) Determining who re$orts to whom is $art o the %ontrolling un%tion o management.

Answer: -AE

Di: 1 "age Re: 7To$i%: &hat Do anagers Do(

1!) Dire%ting and moti,ating are $art o the %ontrolling un%tion o management.Answer: -AE

Di: ! "age Re: 7


10) -ayol's management un%tions are basi%ally e=ui,alent to int6berg's management roles.

Answer: -AE

Di: ! "age Re: 73;To$i%: &hat Do anagers Do(

1#) The roles o igurehead2 leader2 and liaison are all inter$ersonal roles.Answer: TRUE

Di: 0 "age Re: ;


1/) Disturban%e handler is one o int6berg's inter$ersonal roles.

Answer: -AE

Di: 0 "age Re: ;To$i%: &hat Do anagers Do(

14) int6berg's inormational management role in,ol,es re%ei,ing2 %olle%ting2 and disseminating

inormation.

Answer: TRUEDi: ! "age Re: ;


15) int6berg's resour%e allo%ation role is similar to -ayol's $lanning un%tion be%ause itin,ol,es the %oordination o em$loyee's a%ti,ities.

Answer: TRUE

Di: 0 "age Re: 73;To$i%: &hat Do anagers Do(

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17) Resour%e allo%ation and disturban%e handling are both %onsidered de%isional roles.Answer: TRUE

Di: ! "age Re: ;


1;) A inan%e manager who reads theWall Street Journalon a regular basis would be

$erorming the igurehead role.Answer: -AE

Di: ! "age Re: ;


!) >at6 %on%luded that managers need three essential skills: te%hni%al2 human2 and %on%e$tual.

Answer: TRUE


!1) Te%hni%al skills be%ome less im$ortant as a manager mo,es into higher le,els omanagement.

Answer: TRUE

Di: ! "age Re: 1To$i%: &hat Do anagers Do(

!!) *on%e$tual skills be%ome less im$ortant as a manager mo,es into to$ management.

Answer: -AEDi: 1 "age Re: 11


!0)


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!5) nno,ation is only im$ortant in high3te%h irms.Answer: -AE

Di: ! "age Re: 1/


!7) A distin%t $ur$ose is im$ortant in deining an organi6ation.

Answer: TRUEDi: 1 "age Re: 1#

To$i%: &hat s an ?rgani6ation(

!;) A non3$roit organi6ation2 su%h as the United &ay2 %annot be %onsidered an organi6ation.

Answer: -AE

Di: ! "age Re: 1#


0) &hi%h o the ollowing statements regarding managers in today's world is a%%urate(

A) Their age range is limited to between 0 and 4/.+) They are ound only in large %or$orations.

*) They %an be ound e@%lusi,ely in or3$roit organi6ations.

D) The single most im$ortant ,ariable in em$loyee $rodu%ti,ity and loyalty is the =uality o therelationshi$ between em$loyees and their dire%t su$er,isors.

Answer: D

Di: 1 "age Re: /


01) omeone who works with and through other $eo$le by %oordinating their work a%ti,ities inorder to a%%om$lish organi6ational goals is .

A) an assembly line worker

+) a laborer

*) a managerD) a sales$erson

Answer: *

Di: 1 "age Re: /To$i%: &ho Are anagers(

0!) n the $ast2 nonmanagerial em$loyees were ,iewed as em$loyees who .A) re$orted to to$ e@e%uti,es

+) re$orted to middle managers

*) su$er,ised othersD) had no others re$orting to them

Answer: DDi: 1 "age Re: /


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00) &hi%h o the ollowing ty$es o managers is res$onsible or making organi6ation3widede%isions and establishing the $lans and goals that ae%t the entire organi6ation(

A) irst3line managers

+) to$ managers*) $rodu%tion managers

D) resear%h managers

Answer: +Di: 1 "age Re: 4


0#) All le,els o management between the su$er,isory le,el and the to$ le,el o the organi6ation

are termed .

A) middle managers

+) irst3line managers*) su$er,isors

D) oremen

Answer: ADi: 1 "age Re: 4


0/) &hi%h o the ollowing le,els o management is asso%iated with $ositions su%h as executive

vice president2chief operating officer2chief executive officer2 and chairman of the board(

A) team leaders+) middle managers

*) irst3line managers

D) to$ managersAnswer: D

Di: 1 "age Re: 5


04)Agency headorplant manageris most likely asso%iated with whi%h o the ollowing(

A) team leaders

+) middle managers*) irst3line managers

D) to$ managers

Answer: +Di: ! "age Re: 4


05) The lowest le,el o management is .

A) a nonmanagerial em$loyee+) a de$artment o resear%h manager

*) a ,i%e $residentD) a irst3line manager

Answer: D

Di: 1 "age Re: /To$i%: &ho Are anagers(

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07) u$er,isor is another name or whi%h o the ollowing(A) team leader

+) middle manager

*) irst3line managerD) to$ manager

Answer: *

Di: ! "age Re: /To$i%: &ho Are anagers(

0;) anagers with titles su%h as regional manager2project leader2 orplant managerare.

A) irst3line managers

+) to$ managers*) $rodu%tion managers

D) middle managers

Answer: DDi: ! "age Re: 4


#) &hi%h o the ollowing best rele%ts the management stru%ture o a traditional organi6ation(

A) $yramid

+) %ir%le

*) hub with s$okesD) ininite line

Answer: A

Di: 1 "age Re: 4To$i%: &ho Are anagers(

#1)Division manageris asso%iated with whi%h o the ollowing le,els o management(

A) team leaders+) middle managers

*) irst3line managers

D) to$ managersAnswer: +

Di: ! "age Re: 4


#!) is the $ro%ess o getting a%ti,ities %om$leted ei%iently and ee%ti,ely with and

through other $eo$le.A) eading

+) anagement*) u$er,ision

D) *ontrollingAnswer: +

Di: 1 "age Re: 4




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#0) The distin%tion between a managerial $osition and a nonmanagerial $osition is .A) $lanning the work o others

+) %oordinating the work o others

*) %ontrolling the work o othersD) organi6ing the work o others

Answer: +


##) &hi%h o the ollowing is an e@am$le o an ei%ient manua%turing te%hni=ue(A) %utting in,entory le,els

+) in%reasing the amount o time to manua%ture $rodu%ts

*) in%reasing $rodu%t reje%t rates

D) de%reasing $rodu%t out$utAnswer: A

Di: ! "age Re: 5


#/) &asting resour%es is %onsidered to be an e@am$le o .

A) ei%ien%y+) ee%ti,eness

*) inei%ien%y

D) inee%ti,eness

Answer: *Di: ! "age Re: 5


#4) An automobile manua%turer that in%reased the total number o %ars $rodu%ed at the same

%ost2 but with many dee%ts2 would be .

A) ei%ient and ee%ti,e+) in%reasing ei%ien%y

*) in%reasing ee%ti,eness

D) %on%erned with in$uts



#5) Ee%ti,eness is synonymous with .

A) %ost minimi6ation+) resour%e %ontrol

*) goal attainmentD) ei%ien%y

Answer: *Di: 0 "age Re: 5




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#7) Ei%ien%y reers to .A) the relationshi$ between in$uts and out$uts

+) the additi,e relationshi$ between %osts and beneits

*) the e@$onential nature o %osts and out$utsD) in%reasing out$uts regardless o %ost

Answer: A


#;) n su%%essul organi6ations2 .A) low ei%ien%y and high ee%ti,eness go hand in hand

+) high ei%ien%y and low ee%ti,eness go hand in hand

*) high ei%ien%y and high ee%ti,eness go hand in hand

D) high ei%ien%y and high e=uity go hand in handAnswer: *

Di: ! "age Re: 5


/) &hereas is %on%erned with the means o getting things done2 is

%on%erned with the ends2 or attainment o organi6ational goals.A) ee%ti,enessB ei%ien%y

+) ei%ien%yB ee%ti,eness

*) ee%ti,enessB goal attainment

D) goal attainmentB ei%ien%yAnswer: +

Di: 0 "age Re: 5


/1)


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/0) Today2 the basi% management un%tions are %onsidered to be .A) $lanning2 %oordinating2 staing2 and dire%ting

+) $lanning2 organi6ing2 leading2 and dire%ting

*) %ommanding2 organi6ing2 leading2 and staingD) $lanning2 organi6ing2 leading2 and %ontrolling

Answer: D


/#) &hi%h o the ollowing management un%tions rom the mid31;/s is no longer in%luded inthe basi% un%tions o management(

A) $lanning

+) staing

*) leadingD) %ontrolling

Answer: +


//) &riting an organi6ational strategi% $lan is an e@am$le o the management

un%tion.

A) leading

+) %oordinating*) $lanning

D) organi6ing

Answer: *Di: 0 "age Re: 7



/4) ?rgani6ing in%ludes .

A) deining organi6ational goals

+) hiring organi6ational members*) moti,ating organi6ational members

D) determining who does what tasks

Answer: DDi: 0 "age Re: 7


/5) A manager resol,ing %onli%t among organi6ational members is $erorming what un%tion(

A) %ontrolling+) %ommanding

*) dire%tingD) leading

Answer: D



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/7) The $ro%ess o monitoring2 %om$aring2 and %orre%ting is %alled .A) %ontrolling

+) %oordinating

*) leadingD) organi6ing

Answer: A


A eadershi$ Cunkie "art %enario)

*arrie is a leadershi$ 8junkie.8 he has read all o the latest $o$ular management te@ts on

leadershi$ and strongly eels that it has im$ro,ed her ability to manage and $erorm her job. heis always eager to share her knowledge with her $eers2 es$e%ially emerging issues in leadershi$

and the dieren%es between the ways men and women lead.

/;) de,elo$ed a %ategori6ation s%heme or deining what managers do2 %onsisting o

1 dierent but highly interrelated roles.

A)


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4!) &hi%h o the ollowing is not an e@am$le o a de%isional role a%%ording to int6berg(A) s$okes$erson

+) entre$reneur

*) disturban%e handlerD) resour%e allo%ator

Answer: A

Di: ! "age Re: ;To$i%: &hat Do anagers Do(


40) A human resour%e manager attending a lo%al o%iety or


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45) &hi%h o the ollowing is not an e@am$le o an inter$ersonal role a%%ording to int6berg(

A) igurehead

+) leader*) liaison

D) s$okes$erson

Answer: DDi: 0 "age Re: ;



47) A%%ording to int6berg's management roles2 the roles in,ol,e re%ei,ing2

%olle%ting2 and disseminating inormation.

A) inter$ersonal+) inormational

*) te%hni%al

D) de%isionalAnswer: +

Di: 0 "age Re: ;


4;) All o the ollowing are e@am$les o inormational roles a%%ording to int6berg e@%e$t

.

A) liaison+) monitor

*) disseminator

D) s$okes$ersonAnswer: A

Di: 0 "age Re: ;

To$i%: &hat Do anagers Do(kill: AA*+: *ommuni%ation

5) &hi%h o the ollowing is not an e@am$le o a de%isional role a%%ording to int6berg(A) s$okes$erson

+) entre$reneur


Answer: A



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51) All o the ollowing are managerial roles that are more im$ortant at the higher le,els o theorgani6ation e@%e$t .

A) leader

+) disseminator*) igurehead

D) negotiator

Answer: ADi: 0 "age Re: 1


5!) &hi%h o the ollowing re$resents the most useul way o des%ribing the manager's job(

A) roles

+) un%tions

*) skillsD) organi6ational le,el

Answer: +


50) any o int6berg's roles align with the basi% un%tions o management. -or e@am$le2 the role is a $art o $lanning.

A) igurehead

+) leader

*) liaisonD) resour%e allo%ation

Answer: D


5#) All three o int6berg's inter$ersonal roles are $art o the un%tion.A) organi6ing

+) $lanning


Answer: *



5/) &hi%h o the ollowing indi,iduals identiied the three essential managerial skills(

A) >at6+) ewisberg

*) RainesD) *hambers

Answer: A




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54) The three essential managerial skills in%lude .A) te%hni%al2 human2 and em$iri%al

+) human2 em$iri%al2 and %on%e$tual

*) te%hni%al2 inter$ersonal2 and %ontrollingD) te%hni%al2 human2 and %on%e$tual

Answer: D


55) Understanding building %odes would be %onsidered a skill or a building%ontra%tor.

A) human

+) te%hni%al

*) %on%e$tualD) em$iri%al

Answer: +


57) &hi%h o the ollowing is true %on%erning te%hni%al and managerial skills(

A)


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71) The ability to work well with other $eo$le2 both indi,idually and in a grou$2 des%ribes whi%h

o the ollowing skills .

A) te%hni%al skills+) assessment skills

*) $lanning skills

D) human skillsAnswer: D

Di: ! "age Re: 11


7!) &hi%h o the ollowing ty$es o skills are des%ribed with terms su%h as abstract situationsand visualization(

A) inter$ersonal

+) human*) te%hni%al

D) %on%e$tual



70) &hi%h one o the ollowing $hrases is best asso%iated with managerial %on%e$tual skills(A) de%ision making

+) %ommuni%ating with %ustomers

*) using inormation to sol,e business $roblemsD) $rodu%t knowledge

Answer: *

Di: ! "age Re: 11


7#) &hi%h o the ollowing skills are more im$ortant at lower le,els o management2 as thesemanagers are dealing dire%tly with em$loyees doing the organi6ation's work(

A) human

+) te%hni%al*) %on%e$tual

D) em$iri%al



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7/) +udgeting is asso%iated with the management un%tions o $lanning and .A) dire%ting

+) organi6ing


Answer: D


74) entoring is $rimarily asso%iated with the management un%tion o .A) $lanning

+) organi6ing


Answer: *


75) An organi6ation is .A) the $hysi%al lo%ation where $eo$le work

+) a %olle%tion o indi,iduals working or the same %om$any

*) a deliberate arrangement o $eo$le to a%%om$lish some s$e%ii% $ur$ose

D) a grou$ o indi,iduals o%used on $roit making or their shareholdersAnswer: *

Di: ! "age Re: 1#


77) ?ne o the %ommon %hara%teristi%s o all organi6ations is 2 whi%h is ty$i%ally

e@$ressed in terms o the organi6ation's goals.

A) its $eo$le+) its goals

*) its systemati% stru%ture

D) its $ur$oseAnswer: D

Di: ! "age Re: 1#


7;) ?ne o the %ommon %hara%teristi%s o all organi6ations is 2 whi%h %lariies

members' work relationshi$s.A) its $eo$le

+) its goals*) its deliberate stru%ture

D) its $ur$oseAnswer: *

Di: ! "age Re: 1#




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;) A deliberate arrangement o $eo$le to a%%om$lish some s$e%ii% $ur$ose is .A) a stru%ture

+) a $ro%ess

*) an organi6ationD) an assembly o$eration

Answer: *

Di: 0 "age Re: 1#To$i%: &hat s an ?rgani6ation(

;1) A dieren%e between traditional organi6ations and new organi6ations is that the neworgani6ations tend to be more .

A) stable

+) %ommand oriented

*) rule orientedD) dynami%

Answer: D

Di: ! "age Re: 1#To$i%: &hat s an ?rgani6ation(

;!) &hi%h o the ollowing best des%ribes the %on%e$t that management is needed in all ty$esand si6es o organi6ations2 no matter the %ountry in whi%h they're lo%ated(

A) the $artiality o management

+) the segmentation o management

*) the uni,ersality o managementD) the %ultures o management

Answer: *

Di: ! "age Re: 1#To$i%: &hy tudy anagement(

;0) Uni,ersality o management means that .A) all managers in all organi6ations $erorm the our management un%tions

+) all managers in all organi6ations %an $erorm their job the same way

*) all organi6ations %an hire any manager to $erorm the management jobs

D) any manager %an work in any organi6ation and $erorm any management jobAnswer: A

Di: 0 "age Re: 1/

To$i%: &hy tudy anagement(

;#) ?rgani6ations that are well managed .A) %hoose the best su$$liers or their $rodu%ts

+) %om$ete on an international basis be%ause they ha,e the best $rodu%ts*) always ha,e the lowest3%ost $rodu%ts

D) de,elo$ a loyal %ustomer base2 grow2 and $ros$erAnswer: D

Di: ! "age Re: 1/




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;/) &hi%h o the ollowing ty$es o managerial $ositions is most likely to in,ol,e %leri%alduties(

A) shit su$er,isor

+) regional de$artment head*) $roje%t manager

D) %hie e@e%uti,e oi%er

Answer: ADi: ! "age Re: 14


;4) A manager's su%%ess is ty$i%ally .

A) de$endent on how hard the manager works

+) how %losely the manager su$er,ises the em$loyees

*) based on how skilled the manager is at the te%hni%al elements o the jobD) de$endent on others' work $erorman%e

Answer: D

Di: 1 "age Re: 14To$i%: &hy tudy anagement(

;5) A $rimary res$onsibility o managers is %reating a work en,ironment that .A) is sae and well lit

+) is %lean and organi6ed

*) allows em$loyees to do their work to the best o their ability

D) $ro,ides e@%ellent %ustomer ser,i%eAnswer: *

Di: ! "age Re: 14


;7) &hi%h o the ollowing re$resents a %hallenge o management(

A) enjoy relati,ely easy work+) work with a ,ariety o $eo$le

*) ha,e little inluen%e on organi6ational out%omes

D) ha,e to deal with a ,ariety o $ersonalitiesAnswer: D

Di: ! "age Re: 14


;;) Ea%h o the ollowing re$resents a %hallenge o management e@%e$t .

A) must o$erate with limited resour%es+) are highly ,alued by organi6ations

*) must moti,ate workers in un%ertain situationsD) su%%ess de$ends on others' $erorman%e





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anagerial +asi% Training %enario)

magine that your marketing %om$any has just merged with a manua%turing organi6ation. ou

ha,e been asked to hel$ $ro,ide some 8basi%8 managerial training to the engineers in theresear%h and de,elo$ment unit o the new sister %om$any. To make sure you are %o,ering the

ne%essary issues2 your boss has asked to see an o,er,iew o materials that you will be $ro,iding

the engineers.

1) Fow that both %om$anies are merged and are a systemati% arrangement o $eo$le set to

a%%om$lish a s$e%ii% $ur$ose2 they %ould be des%ribed as an) .A) business unit

+) multinational %om$any

*) organi6ation

D) holding %om$anyAnswer: *

Di: 1 "age Re: 1#


11) ?ne o the irst things the engineers need to learn is that are the $eo$le who

dire%t the a%ti,ities o others in an organi6ation.A) dire%tors

+) managers

*) subordinates

D) line workersAnswer: +

Di: ! "age Re: /


1!) Another a%t that engineers need to learn is that su$er,isors may re=uently be reerred to as

.A) middle managers

+) to$ managers

*) $roje%t leadersD) irst3line managers

Answer: D


10) any o the engineers in the grou$ are un%lear about what managers a%tually do. ourtraining materials e@$lain that a manager's job o%uses on .

A) the $erorman%e o %leri%al duties+) $ersonal a%hie,ement

*) hel$ing others a%%om$lish their work goalsD) su$er,ising grou$s rather than indi,idual em$loyees

Answer: *


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The *ustomer eeting %enario)

>elly2 a $rodu%tion su$er,isor2 is res$onsible or 1 em$loyees who assemble %om$onents into a

inished $rodu%t that is sold to distributors. >elly re$orts to +en2 a $rodu%tion manager2 who inturn re$orts to Dan2 a general manager2 who re$orts to %>enna2 a ,i%e $resident o o$erations.

Re%ently2 %>enna asked Dan to ha,e a meeting with >elly and +en regarding some %ustomer

%on%erns in the $rodu%tion area. The o%us o the meeting was to judge the ,alidity o the%ustomer %on%erns2 and to de,elo$ a s$e%ii% $lan to address these %on%erns.

1#) &hat is the %ommonality among >elly2 +en2 Dan2 and %>enna(A) They all $rodu%e the same $rodu%t.

+) They all ha,e the same job %ontent.

*) They all are managers.

D) They all ha,e the same ,ision.Answer: *

Di: ! "age Re: /34


1/) >elly is %onsidered to be what le,el o management(A) to$ manager

+) su$erintendent o assembly

*) middle manager

D) irst3line managerAnswer: D

Di: 1 "age Re: /


14) +en and Dan are %onsidered to be what le,el o management(

A) to$ managers

+) middle managers*) su$erintendents o assembly

D) irst3line managers



15) &hi%h o the ollowing is not an e@am$le o a de%isional role a%%ording to int6berg(

A) s$okes$erson

+) entre$reneur*) disturban%e handler

D) resour%e allo%atorAnswer: A


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17) &hi%h o the ollowing is not an e@am$le o an inter$ersonal role a%%ording to int6berg(A) igurehead

+) leader

*) liaisonD) s$okes$erson

Answer: D

Di: 0 "age Re: ;To$i%: &hat Do anagers Do(

1;) A%%ording to int6berg's management roles2 the roles in,ol,e re%ei,ing2%olle%ting2 and disseminating inormation.

A) inter$ersonal

+) inormational*) te%hni%al

D) de%isional

Answer: +Di: ! "age Re: ;


11) All o the ollowing are e@am$les o inormational roles a%%ording to int6berg e@%e$t

.

A) liaison

+) monitor*) disseminator

D) s$okes$erson

Answer: ADi: 0 "age Re: ;


111) &hi%h o the ollowing is not an e@am$le o a de%isional role a%%ording to int6berg(A) s$okes$erson

+) entre$reneur


Answer: A


11!) All o the ollowing are managerial roles that are more im$ortant at the higher le,els o theorgani6ation e@%e$t .

A) leader+) disseminator

*) igureheadD) negotiator

Answer: A


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110) The roles o disseminator2 igurehead2 negotiator2 liaison2 and s$okes$erson are moreim$ortant at the le,els o the organi6ation.

A) lower

+) middle*) higher

D) su$er,isory

Answer: *Di: ! "age Re: 1


11#) The organi6ing $ro%ess is more im$ortant .

A) or to$3le,el managers than it is or irst3le,el managers only

+) or to$3le,el managers than it is or either middle3 or irst3le,el managers

*) than leading at all le,els o managementD) than any o the other management $ro%esses

Answer: +


11/) &hi%h o the ollowing best des%ribes the %on%e$t that management is needed in all ty$esand si6es o organi6ations2 no matter the %ountry in whi%h they're lo%ated(

A) the $artiality o management

+) the segmentation o management

*) the uni,ersality o managementD) the %ultures o management

Answer: *

Di: ! "age Re: 1#To$i%: &hy tudy anagement(

114) Uni,ersality o management means that A) all managers in all organi6ations $erorm the our management un%tions

+) all managers in all organi6ations %an $erorm their job the same way

*) all organi6ations %an hire any manager to $erorm the management jobs

D) any manager %an work in any organi6ation and $erorm any management jobAnswer: A

Di: 0 "age Re: 1#


115) Almost all managerial tasks in,ol,e .A) de%ision making

+) organi6ation skills*) inter$ersonal skills

D) handling inormationAnswer: A

Di: ! "age Re: ;


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117) Understanding building %odes would be %onsidered an) skill or a building%ontra%tor.

A) inter$ersonal

+) te%hni%al*) %on%e$tual

D) $oliti%al



11;) Te%hni%al skills in%lude .

A) leadershi$ and ei%ien%y in a %ertain s$e%iali6ed ield

+) knowledge o and $roi%ien%y in a %ertain s$e%iali6ed ield

*) amiliarity with and interest in a general ield o endea,orD) skill and interest in a general ield o endea,or

Answer: +


1!) &hi%h o the ollowing ty$es o skills is des%ribed with the terms analyzeand diagnose(A) inter$ersonal

+) $oliti%al

*) te%hni%al

D) %on%e$tualAnswer: D

Di: ! "age Re: 11


The *ustomer eeting %enario)

>elly2 a $rodu%tion su$er,isor2 is res$onsible or 1 em$loyees who assemble %om$onents into a

inished $rodu%t that is sold to distributors. >elly re$orts to +en2 a $rodu%tion manager2 who in

turn re$orts to Dan2 a general manager2 who re$orts to %>enna2 a ,i%e $resident o o$erations.Re%ently2 %>enna asked Dan to ha,e a meeting with >elly and +en regarding some %ustomer

%on%erns in the $rodu%tion area. The o%us o the meeting was to judge the ,alidity o the

%ustomer %on%erns2 and to de,elo$ a s$e%ii% $lan to address these %on%erns.

1!1) %>enna is %onsidered to be what le,el o management(

A) to$ manager+) su$erintendent o assembly

*) middle managerD) irst3line manager





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1!!) The stru%ture o the managerial relationshi$s among %>enna2 Dan2 +en2 and >elly %anbest be des%ribed as a .

A) le@ible work grou$

+) traditional $yramid stru%ture*) inno,ati,e nu%lear stru%ture

D) %ommuni%ation hub



The "ere%t anager %enario)

+renda >rat has $ro,en hersel to be an able manager.


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1!4) +renda a%%om$lished her $roje%ts on time with high3=uality results2 but she took moretime than other managers in the $ro%ess2 you %ould say that as a manager she was .

A) ei%ient2 but not ee%ti,e

+) a leader2 but not a to$ manager*) $roje%t oriented2 but not ee%ti,e

D) ee%ti,e2 but not ei%ient



1!5) The 8management un%tions8 e@em$liied by +renda in%lude all but whi%h o the ollowing(

A) $lanning

+) %ontrolling

*) organi6ingD) %alibrating

Answer: D


Coe the anager %enario)

As a $rodu%tion su$er,isor2 Coe de%ides on -riday aternoon how many units o out$ut his

em$loyees will be able to $rodu%e and on whi%h days %ertain $rodu%ts will be run in hisde$artment.


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1!;) &hen Coe %he%ks the amount o out$ut that the em$loyees ha,e %om$leted and the numbero units that ha,e been reje%ted2 he is $erorming whi%h o the management un%tions(

A) %ontrolling

+) leading*) $lanning

D) organi6ing



10) &hen Coe tells the em$loyees that he is sure they %an ulill the s%hedule be%ause they are

su%h good and skilled em$loyees2 he is $erorming whi%h o the management un%tions(

A) %ontrolling+) leading

*) $lanning

D) organi6ingAnswer: +

Di: ! "age Re: 7

To$i%: &hat s anagement(kill: AA*+: *ommuni%ation

The +usy Day %enario)

Don Eskew2 $lant manager at *ontrol ystems2 n%.2 sighed as he si$$ed his irst %u$ o %oee at

/ A.. and read his agenda or the day.


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10!) &hen Don %ondu%ts the tour or the east %oast managers2 he will be o$erating in whi%h othe management roles(

A) leader

+) liaison*) monitor

D) igurehead



100) &hen Don meets with "hil to dis%uss "hil's $erorman%e issues2 Don will be o$erating in

whi%h management role(

A) leader+) igurehead

*) monitor

D) disturban%e handlerAnswer: A

Di: 0 "age Re: 7


10#) &hat role will Don be $erorming when he gi,es the $lant tour to the news$a$er re$orter(

A) monitor

+) igurehead*) disseminator

D) s$okes$erson




10/) &hen Don re,iews the new e=ui$ment malun%tion2 what management role will he $lay

when de%iding whether to bring in e@tra $eo$le(

A) monitor+) disseminator

*) resour%e allo%ator

D) disturban%e handlerAnswer: *

Di: ! "age Re: ;




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The Heneral anager %enario)

i%hael is the general manager o a $rodu%tion a%ility. n a routine day2 i%hael might meet

with %ity oi%ials or %i,i% leaders about en,ironmental issues due to the $lants $resen%e in the%ommunity. Ater these meetings2 he will then meet with the $lants un%tional managers to

dis%uss the %on%erns e@$ressed by the %ity re$resentati,es. ?ther times2 i%hael might meet with

the $rodu%tion manager2 +etty2 and the human resour%e manager2 Coy%e2 to dis%uss a %om$laintiled by one o the em$loyees in a $rodu%tion de$artment. i%hael might also s$end time on the

nternet looking or new te%hnologies that %an be used in the $rodu%tion $ro%esses o his $lant.

104) &hen i%hael gains inormation rom %ity oi%ials or %i,i% leaders to learn how the $lant's

o$erations may be ae%ting the en,ironment2 he is $erorming whi%h management role(

A) leader

+) resour%e allo%ator*) entre$reneur

D) monitor



105) &hen i%hael meets with +etty and Coy%e to dis%uss a %om$laint iled by one o the

em$loyees in a $rodu%tion de$artment2 he is $erorming whi%h management role(

A) resour%e allo%ator

+) disturban%e handler*) liaison

D) igurehead

Answer: +Di: ! "age Re: ;


107) &hen i%hael meets with the un%tional managers to share with them the results o the

meeting with %ity oi%ials or %i,i% leaders2 he is $erorming whi%h management role(

A) disseminator

+) liaison*) disturban%e handler

D) negotiator

Answer: ADi: ! "age Re: ;





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10;) &hen i%hael s$ends time on the nternet looking or new te%hnologies that %an be used inthe $rodu%tion $ro%esses o his $lant2 he is $erorming whi%h management role(

A) leader

+) entre$reneur*) s$okes$erson

D) disturban%e handler

Answer: +Di: 0 "age Re: ;


kill: AA*+: Te%hnology

1#) i%hael's sear%h or new te%hnologies that %an be used in the $rodu%tion $ro%esses o his

$lant is an e@am$le o whi%h ty$e o management role(

A) inter$ersonal+) inormational

*) de%isional

D) %ontrollingAnswer: +

Di: ! "age Re: ;

To$i%: &hat Do anagers Do(kill: AA*+: Te%hnology

1#1) i%hael's sear%h or new te%hnologies that %an be used in the $rodu%tion $ro%esses o his

$lant is an e@am$le o whi%h ty$e o management skill(A) %on%e$tual

+) %ommuni%ation

*) ee%ti,enessD) inter$ersonal

Answer: A


kill: AA*+: Te%hnology

1#!) n a short essay2 e@$lain how the deinition o a manager has %hanged o,er time. "ro,ide an

e@am$le that illustrates the %urrent deinition.

Answer: anagers used to be deined as the organi6ational members who told others what to doand how to do it. n the $ast2 it was easy to dierentiate managersrom nonmanagerial

employees. Fonmanagers were organi6ational members who worked dire%tly on a job or task and

had no one re$orting to them. anagers were those who su$er,ised other em$loyees.

Today2 the %hanging nature o organi6ations and work has blurred the distin%tion betweenmanagers and nonmanagerial em$loyees. any traditional nonmanagerial jobs now in%lude

managerial a%ti,ities. -or e@am$le2 managerial res$onsibilities are shared by managers and teammembers at Heneral *able *or$oration's a%ility in oose Caw2 askat%hewan2 *anada. ost o

the em$loyees at oose Caw are %ross3trained and multi3skilled. &ithin a single shit2 an

em$loyee %an be a team leader2 e=ui$ment o$erator2 maintenan%e te%hni%ian2 =uality ins$e%tor2or im$ro,ement $lanner.

Di: 1 "age Re: /2 1131!

To$i%: &ho Are anagers(B &hat Do anagers Do(

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1#0) n a short essay2 des%ribe the similarities and dieren%es between managerial and

nonmanagerial $ositions in today's work en,ironment.

Answer: a. imilaritiesn today's work or%e2 both managers and nonmanagers may at times

ha,e res$onsibility or %ertain managerial a%ti,ities. n addition2 like nonmanagerial em$loyees2managers may %arry out some duties that do not in,ol,e su$er,ising others.

b. Dieren%esA nonmanager's job tends to be o%used on $ersonal a%hie,ement. +y %ontrast2 a

manager's job is not about $ersonal a%hie,ement but rather hel$ing othersto do their work. n

addition2 nonmanagers o%us $rimarily on a%%om$lishing s$e%ii% tasks. anagers may ha,etheir own tasks to a%%om$lish2 but they also o%us on %oordinating the work o others.

Di: 1 "age Re: /


1##) n a short essay2 des%ribe and $ro,ide e@am$les o irst3line2 middle2 and to$ managers.

Answer: a. -irst3line managers are the lowest le,el o management and manage the work ononmanagerial indi,iduals who are dire%tly in,ol,ed with the $rodu%tion or %reation o the

organi6ation's $rodu%ts. -irst3line managers are oten %alled su$er,isors2 but may also be %alled

line managers2 oi%e managers2 or e,en oremen.

b. iddle managers in%lude all le,els o management between the irst3line le,el and the to$le,el o the organi6ation. These managers manage the work o irst3line managers and may ha,e

titles su%h as de$artment head2 $roje%t leader2 $lant manager2 or di,ision manager.

%. To$ managers are res$onsible or making organi6ation3wide de%isions and establishing the$lans and goals that ae%t the entire organi6ation. These indi,iduals ty$i%ally ha,e titles su%h as

e@e%uti,e ,i%e $resident2 $resident2 managing dire%tor2 %hie o$erating oi%er2 %hie e@e%uti,e

oi%er2 or %hairman o the board.Di: 1 "age Re: /34


1#/) n a short essay2 dis%uss the dieren%e between ei%ien%y and ee%ti,eness and in%lude a

s$e%ii% e@am$le to su$$ort ea%h %on%e$t.Answer: a. Ei%ien%y reers to getting the most out$ut rom the least amount o in$uts.

+e%ause managers deal with s%ar%e in$utsin%luding resour%es su%h as $eo$le2 money2 and

e=ui$mentthey are %on%erned with the ei%ient use o resour%es. -or instan%e2 at the


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1#4) n a short essay2 list and e@$lain the our basi% un%tions o management.Answer: a. "lanningin,ol,es the $ro%ess o deining goals2 establishing strategies or

a%hie,ing those goals2 and de,elo$ing $lans to integrate and %oordinate a%ti,ities.

b. ?rgani6ingin,ol,es the $ro%ess o determining what tasks are to be done2 who is to do

them2 how the tasks are to be grou$ed2 who re$orts to whom2 and where de%isions are to be

made.%. eadingwhen managers moti,ate subordinates2 inluen%e indi,iduals or teams as they work2

sele%t the most ee%ti,e %ommuni%ation %hannel2 or deal in any way with em$loyee beha,ior

issues2 they are leading.

d. *ontrollingto ensure that work is $ro%eeding as it should2 managers must monitor and

e,aluate $erorman%e. The $ro%ess o monitoring2 %om$aring2 and %orre%ting is what is meant by

the %ontrolling un%tion.Di: ! "age Re: 7




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1#5) n a short essay2 list and dis%uss 5 o the 1 managerial roles de,elo$ed by int6berg.n%lude s$e%ii% e@am$les o ea%h role and grou$ ea%h a%%ording to inter$ersonal2 inormational2

and de%isional roles.

Answer:nter$ersonal Roles

a. -igureheadsymboli% headB obliged to $erorm a number o routine duties o a legal or so%ial

nature. E@am$les in%lude greeting ,isitors and signing legal do%uments.

b. eaderres$onsible or the moti,ation and a%ti,ation o subordinatesB res$onsible or

staing2 training2 and asso%iated duties. E@am$les in%lude $erorming ,irtually all a%ti,ities thatin,ol,e subordinates.

%. iaisonmaintains sel3de,elo$ed network o outside %onta%ts and inormers who $ro,ide

a,ors and inormation. E@am$les in%lude a%knowledging mail2 doing e@ternal board work2 and

$erorming other a%ti,ities that in,ol,e outsiders.

normational Roles

a. onitor seeks and re%ei,es wide ,ariety o internal and e@ternal inormation to de,elo$

thorough understanding o organi6ation and en,ironment. E@am$les in%lude reading $eriodi%als

and re$orts2 and maintaining $ersonal %onta%ts.b. Disseminatortransmits inormation re%ei,ed rom outsiders or rom subordinates to

members o the organi6ation. E@am$les in%lude holding inormational meetings and making

$hone %alls to relay inormation.

%. $okes$ersontransmits inormation to outsiders on organi6ation's $lans2 $oli%ies2 a%tions2

results2 and so on. E@am$les in%lude holding board meetings and gi,ing inormation to the

media.

De%isional Roles

a. Entre$reneursear%hes organi6ation and its en,ironment or o$$ortunities and initiates

8im$ro,ement $roje%ts8 to bring about %hanges. E@am$les in%lude organi6ing strategy andre,iew sessions to de,elo$ new $rograms.

b. Disturban%e handlerres$onsible or %orre%ti,e a%tion when organi6ation a%es im$ortant2

une@$e%ted disturban%es. E@am$les in%lude organi6ing strategy and re,iew sessions that in,ol,e

disturban%es and %rises.

%. Resour%e allo%atorres$onsible or the allo%ation o organi6ational resour%es o all

kindsmaking or a$$ro,ing all signii%ant organi6ational de%isions. E@am$les in%lude

s%heduling2 re=uesting authori6ationB $erorming any a%ti,ity that in,ol,es budgeting and the$rogramming o subordinates' work.

d. Fegotiatorres$onsible or re$resenting the organi6ation at major negotiations. E@am$les

in%lude $arti%i$ating in union %ontra%t negotiations.

The inter$ersonal roles are roles that in,ol,e $eo$le and other duties that are %eremonial and

symboli% in nature. The three inter$ersonal roles in%lude being a igurehead2 leader2 and liaison.

The inormational roles in,ol,e re%ei,ing2 %olle%ting2 and disseminating inormation. The threeinormational roles in%lude a monitor2 disseminator2 and s$okes$erson. -inally2 the de%isional

roles re,ol,e around making %hoi%es. The our de%isional roles in%lude entre$reneur2 disturban%e

handler2 resour%e allo%ator2 and negotiator.

Di: 0 "age Re: 73;

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1#7) n a short essay2 dis%uss whi%h a$$roa%h is more useul or des%ribing the job o amanagerun%tions or roles( Des%ribe the %ontributions o both a$$roa%hes.

Answer: -ayol's un%tions a$$roa%h re$resents the most useul way o des%ribing the manager's

job. This is be%ause -ayol's un%tions $ro,ide 8%lear and dis%rete methods8 o %lassiying

management a%ti,ities and te%hni=ues. Though less ee%ti,e than the un%tions a$$roa%h2int6berg's roles a$$roa%h does oer im$ortant insights into managers' work. any o his roles

align well with one or more o the un%tions. -or instan%e2 resour%e allo%ation is $art o $lanning2

as is the entre$reneurial role2 and all three o the inter$ersonal roles are $art o the leadingun%tion.

Di: ! "age Re: 1


1#;) n a short essay2 des%ribe the three main ty$es o managerial skills identiied by Robert

>at6. &hi%h skills are most im$ortant to ea%h le,el o management2 and why(Answer: a. Resear%h by Robert . >at6 %on%luded that managers needed three essential skills.

These are te%hni%al skills2 human skills2 and %on%e$tual skills. Te%hni%al skillsare the job3s$e%ii% knowledge and te%hni=ues needed to $erorm s$e%ii% tasks $roi%iently.


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1/) n a short essay2 dis%uss the im$ortan%e o studying management. Fe@t2 list at least i,erewards and i,e %hallenges o being a manager.

Answer: +y studying management2 you'll be able to re%ogni6e $oor management and work to

%orre%t it. n addition2 you'll be able to re%ogni6e good management and en%ourage it2 whetherit's in an organi6ation you're sim$ly intera%ting with or whether it's in an organi6ation where

you're em$loyed. Another reason or studying management is the reality that or most students2

on%e they graduate rom %ollege and begin their %areers2 they will either manage or be managed.A inal reason to study management is the rewards and %hallenges o being a manager.

Rewards o +eing a anagera. most im$ortant work o an organi6ation is %reating a work en,ironment in whi%h

organi6ational members %an work to the best o their ability

b. ha,e o$$ortunities to think %reati,ely and use imagination

%. hel$ others ind meaning and ulillment in workd. get to su$$ort2 %oa%h2 and nurture others

e. get to work with a ,ariety o $eo$le

. re%ei,e re%ognition and status in organi6ation and %ommunityg. $lay a role in inluen%ing organi6ational out%omes

h. re%ei,e a$$ro$riate %om$ensation in the orm o salaries2 bonuses2 and sto%k o$tions

i. good managers are needed by organi6ations

*hallenges o +eing a anager

a. it's hard work

b. ha,e to deal with a ,ariety o $ersonalities%. oten ha,e to make do with limited resour%es

d. moti,ate workers in %haoti% and un%ertain situations

e. be able to su%%essully blend knowledge2 skills2 ambitions2 and e@$erien%es o a di,erse workgrou$

Di: ! "age Re: 1#314


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