Deck 1: Innovative Management for Turbulent Times

Question 1

Noted management theorist Peter Drucker stated that the job of managers is to give direction to their organizations, provide leadership, and decide how to use organizational resources to accomplish goals.

Answer 1

True

Question 2

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

Answer 2

True

Question 3

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

Answer 3

True

Question 4

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

Question 5

The use of influence to motivate employees to achieve organizational goals defines organizing.

Question 6

The nature of management is to control and dictate others in an organization.

Question 7

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

Question 8

An organization is a social entity that is goal directed and deliberately structured.

Question 9

To gain or keep a competitive edge, managers have renewed their emphasis on innovation, shifting away from a relentless focus on controlling costs toward investing in the future.

Question 10

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

Question 11

Using influence to motivate employees describes the management function of leading.

Question 12

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

Question 13

Where the organization wants to be in the future and how to get there defines controlling.

Question 14

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

Question 15

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

Question 16

Managers need a new approach that relies less on command and control and more on communication and coordination, in the new world of work.

Question 17

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

Question 18

Organizing means creating a shared culture and values.

Question 19

Early twentieth-century management scholar Mary Parker Follett defined management as "the art of getting things done through people."

Question 20

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

Question 21

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

Question 22

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

Question 23

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

Question 24

One of the biggest mistakes during turbulent times is managers' failure to comprehend and adapt to the rapid pace of change in the world around them.

Question 25

Managers use conceptual, human, and technical skills to perform the four management functions of planning, organizing, leading, and controlling in all organizations.

Question 26

A manager's ability to work with and through other people and to work effectively as a group member is called human skills.

Question 27

All managers have to pay attention to costs and according to research, the best way to improve organizational effectiveness is by severe cost cutting.

Question 28

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

Question 29

Juan, as a manager, 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.

Question 30

First-line managers are responsible for setting organizational goals, defining strategies for achieving them, monitoring and interpreting the external environment, and making decisions that affect the entire organization.

Question 31

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

Question 32

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

Question 33

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

Question 34

Human skill is the cognitive ability to see the organization as a whole system and the relationships among its parts.

Question 35

According to research, managers most enjoy activities such as leading others, networking, and leading innovation.

Question 36

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

Question 37

Manager least enjoy activities such as controlling subordinates and managing time pressures.

Question 38

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

Question 39

The individual performer is a generalist and coordinates a broad range of activities.

Question 40

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

Question 41

The monitor role involves the initiation of change.

Question 42

Empowered employees are expected to seize opportunities and solve problems as they emerge in the new workplace.

Question 43

Managerial activity is often characterized by routine, continuity, and lengthy time-frame.

Question 44

Becoming a successful manager means thinking in terms of building teams and networks, becoming a motivator and organizer within a highly interdependent system of people and work.

Question 45

Manager's Shoptalk in Chapter 1 asks you to consider issues such as the increased workload and the challenge of supervising former peers to help you decide if you really want to become a manager.

Question 46

Managers in small businesses tend to emphasize roles different from those of managers in large corporations.

Question 47

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

Question 48

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

Question 49

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

Question 50

Fortunately for managers, the disseminator and spokesperson roles are identical.

Question 51

One of the most striking change affecting organizations and management is technology.

Question 52

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

Question 53

The manager is a specialist and a "doer."

Question 54

The informational roles that managers perform include monitor, disseminator, and spokesperson.

Question 55

A manager forwards information to other organization members in the disseminator role.

Question 56

We might expect managers in nonprofit organizations to place more emphasis on the roles of spokesperson, leader, and resource allocator.

Question 57

The primary characteristic of the new workplace is that it is centered on loyal and homogeneous employees.

Question 58

In the spokesperson role, a manager forwards information to other organization members.

Question 59

The interpersonal roles performed by managers include figurehead, leader, and liaison.

Question 60

In the figurehead role, the manager performs ceremonial and symbolic duties.

Question 61

Managers are the ____ of the organization, responsible for building and coordinating an entire system rather than performing specific tasks.

A) control mechanisms
B) backbone breakers
C) executive function
D) operators
E) communicators

Question 62

Success in the new workplace depends on the strength and quality of independent employees.

Question 63

Nicollette Spring, 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.

Question 64

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.

Question 65

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.

Question 66

Using influence to motivate employees describes which of these functions?

A) Controlling
B) Planning
C) Leading
D) Monitoring
E) Organizing

Question 67

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

Question 68

Managers, in today's work environment, rely less on ____ and more on ____.

A) coordination and communication; control and command
B) command and control; coordination and communication
C) empowerment and innovation; productivity and efficiency
D) effectiveness and efficiency; quality and profit
E) ethics and social responsibility; profit and cost-savings

Question 69

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.

Question 70

Monitoring activities and making corrections refer to

A) organizing.
B) planning.
C) leading.
D) staffing.
E) controlling.

Question 71

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

Question 72

Organizations are learning to value stability and efficiency over change and speed because of changes in technology, globalization, and diversity.

Question 73

Which of the following is not a function of management?

A) Plan
B) Control
C) Organize
D) Lead
E) Performance

Question 74

Selecting goals and ways to attain them refers to

A) controlling.
B) planning.
C) organizing.
D) staffing.
E) leading.

Question 75

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.

Question 76

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

Question 77

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.

Question 78

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

Question 79

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

A) simple
B) planned
C) diverse
D) organized
E) controlled

Question 80

Organizations are increasing shifting significant chunks of what were once considered core functions to outsiders via outsourcing, joint ventures, and other complex alliances.