Deck 2: Management and Managers

Question 1

If a manager is communicating goals and objectives to subordinates, he/she is "directing".

Answer 1

True

Question 2

Most "controlling" is done by top managers.

Answer 2

True

Question 3

Top, middle, and supervisory managers use human skills about the same amount.

Answer 3

True

Question 4

Supervisory managers use conceptual skills less than top or middle managers.

Question 5

If a manager is considering the effectiveness of an organization's structure as a whole, he/she is using a technical skill.

Question 6

A manager may play more than one managerial role at a time.

Question 7

Supervisory managers act in the role of leader more than top or middle managers.

Question 8

Top managers act in the capacity of disseminator more than other types of managers.

Question 9

When a manager is allocating resources, he/she is acting in a decision-making role.

Question 10

Managers spend most of their time working at their desks.

Question 11

Frederick Taylor believed that both employers and employees should share the economic gains of scientific management.

Question 12

The concept of bureaucracy was developed by Henry Fayol.

Question 13

The Hawthorne Studies found that increasing lighting at work had little effect on worker productivity.

Question 14

The Hawthorne Studies were designed to study the impact of varying physical conditions on human behavior at work.

Question 15

The Hawthorne Studies found that changing social conditions at work could affect worker productivity.

Question 16

A person who believes that people are inherently lazy is likely to be a Theory X manager.

Question 17

A key idea behind the open systems perspective is that employee satisfaction is a critical concern.

Question 18

According to Katz and Kahn, an organization's production and administrative processes are contained in its input.

Question 19

According to Katz and Kahn, organizations must input more material and energy from their environment than they expend in producing their outputs.

Question 20

The computer industry is in a disturbed reactive environment.

Question 21

Grocery stores are likely to be operating in a placid clustered environment.

Question 22

Organizations in disturbed reactive environments find it difficult to plan responses to changes.

Question 23

Organizations in turbulent fields should develop strategic moves and countermoves that primarily correspond to the actions of their competitors.

Question 24

Emery and Trist suggested that organizations must respond in different ways to different environmental conditions.

Question 25

A "contingency approach" suggests that a manager should choose one perspective on management that fits his/her style, and use it consistently.

Question 26

The process of influencing behavior in organizations such that common purposes are identified, worked toward, and achieved is called _______________.

A) organization
B) management
C) use of power
D) leadership

Question 27

Management is the process of ____________.

A) issuing orders to subordinates.
B) influencing behavior toward common purposes.
C) hiring and firing employees.
D) analyzing data and solving problems.

Question 28

A collection of people and materials brought together to accomplish purposes not achievable through the efforts of individuals working alone is called a(n) ________________.

A) business entity
B) government
C) organization
D) SBU

Question 29

All of the following are attributes that enables an organization to accomplish its purpose EXCEPT ____________.

A) teams
B) hierarchy of authority
C) division of labor
D) mission

Question 30

An organization's purpose or reason for being is called its ____________.

A) mission
B) vision
C) goal
D) target

Question 31

____________ is a procedure often used to increase efficiency, by simplifying tasks.

A) job redesign
B) goal setting
C) labor simplification
D) division of labor

Question 32

The breaking of difficult work into smaller tasks to increase efficiency is called _______________.

A) flattening the organization
B) division of labor
C) reorganization
D) reengineering

Question 33

The idea that authority is distributed in a pyramidal pattern in most large organizations is captured by the term ______________.

A) division of labor
B) flattening the organization
C) hierarchy of authority
D) power structure

Question 34

The process of planning, organizing, directing, and controlling organizational behaviors to accomplish a mission through division of labor is called __________________.

A) setting strategy
B) human resource management
C) management
D) leadership

Question 35

All of the following are parts of the core processes of management, EXCEPT
_____________.

A) controlling
B) directing
C) organizing
D) public speaking

Question 36

Setting goals is part of the _______________ function of management.

A) planning
B) organizing
C) directing
D) controlling

Question 37

The outcomes that the organization as a whole expects to achieve by pursuing its mission are called _______________.

A) strategic goals
B) functional goals
C) divisional goals
D) operational objectives

Question 38

The outcomes that units within the firm are expected to achieve are called ________________.

A) strategic goals
B) functional goals
C) divisional goals
D) operational objectives
E) both b and c

Question 39

Specific, measurable results that members of a particular unit are expected to accomplish are called ______________.

A) strategic goals
B) functional goals
C) divisional goals
D) operational objectives

Question 40

Determining the organization's structure is part of the _____________function of management.

A) planning
B) organizing
C) directing
D) controlling

Question 41

Often considered to be performance targets, ____________ are designed for members of an organization to fulfill together.

A) goals and objectives
B) plans and strategies
C) performance strategies
D) performance objectives

Question 42

Goals and objectives serve as ____________ of the success and failure of organizational behavior.

A) strategies
B) benchmarks
C) norms
D) performance schedules

Question 43

Encouraging subordinates to do their jobs well is part of the ___________ function of management.

A) planning
B) organizing
C) directing
D) controlling

Question 44

Evaluating the performance of the organization is part of the ___________ function of management.

A) planning
B) organizing
C) directing
D) controlling

Question 45

The major function of top management is ______________.

A) planning
B) organizing
C) directing
D) controlling

Question 46

A manager who spends the majority of his/her time in activities involving the organization's mission and strategy is likely to be at the _____________ level.

A) top management
B) middle management
C) supervisory management
D) equally likely to be in any one of the three levels

Question 47

The major function of middle management is _______________.

A) planning
B) organizing
C) directing
D) controlling

Question 48

A manager who spends the majority of his/her time in transforming strategies into programs that can be implemented is likely to be at the ________________ level.

A) top management
B) middle management
C) supervisory management
D) equally likely to be in any one of the three levels

Question 49

The personal characteristic that describes the extent to which an employee wants to advance into management is considered ____________.

A) career aspiration
B) upwardly mobile aspiration
C) managerial aspiration
D) employee aspiration

Question 50

In Tharenou's 2001 study of management advancement, she determined that both ____________ and ____________ influence a person's ability to advance.

A) education level
B) personal characteristics
C) social influence
D) both b and c

Question 51

The major function of supervisory management is ________________.

A) planning
B) organizing
C) directing
D) controlling

Question 52

A manager who spends the majority of his/her time overseeing non-supervisory employees is likely to be at the ____________ level.

A) top management
B) middle management
C) supervisory management
D) equally likely to be in any one of the three levels

Question 53

A manager is most likely to need to have technical skills at the ___________ level.

A) top management
B) middle management
C) supervisory management
D) equally likely at any one of the three levels

Question 54

A manager is most likely to need to have human skills at the _____________ level.

A) top management
B) middle management
C) supervisory management
D) equally likely at any one of the three levels

Question 55

A manager is most likely to need conceptual skills at the ____________ level.

A) top management
B) middle management
C) supervisory management
D) equally likely at any one of the three levels

Question 56

The skills a manager needs include all but one of the following. Which one is NOT a necessary skill for managers?

A) human
B) conceptual
C) technical
D) physical

Question 57

Which of the following is NOT a managerial role?

A) interpersonal
B) informational
C) decisional
D) counseling

Question 58

When a manager is acting as a spokesperson, he/she is acting in a(n) _______________ role.

A) interpersonal
B) informational
C) decisional
D) negotiating

Question 59

When a manager is acting as an entrepreneur, he/she is acting in a(n) _______________ role.

A) interpersonal
B) informational
C) decisional
D) negotiating

Question 60

In Mintzberg's studies of managers, he found that most of managers' workdays were spent _____________________.

A) in desk work
B) in unscheduled meetings
C) on the telephone
D) in scheduled meetings

Question 61

Mintzberg concluded that manager's roles often require them to work ____________.

A) in long, uninterrupted blocks of time.
B) following routine, well-planned schedules.
C) in short bursts of time.
D) working alone to analyze managerial problems.

Question 62

Historical evidence of management practices goes back to the _______________.

A) Middle Ages
B) Roman Empire
C) Renaissance
D) Egyptians and Sumerians of about 3000 BC

Question 63

Truly modern management practices began to develop during the ____________.

A) Renaissance
B) Middle Ages
C) Industrial Revolution
D) 20^th Century

Question 64

The idea that through proper management an organization could achieve profitability and survival by reducing the costs of production can be traced to the ___________________.

A) scientific management perspective
B) administrative principles perspective
C) human relations perspective
D) open systems perspective

Question 65

The principle that one should "assign all responsibility for the organization of work to managers rather than workers" is from the ________________.

A) scientific management perspective
B) administrative principles perspective
C) human relations perspective
D) open systems perspective

Question 66

The idea that there is "one best way" to perform each job is from the __________.

A) scientific management perspective
B) administrative principles perspective
C) human relations perspective
D) open systems perspective

Question 67

The idea of performing "motion studies" is from the __________________.

A) scientific management perspective
B) administrative principles perspective
C) human relations perspective
D) open systems perspective

Question 68

The Gilbreths are best known for ____________, a procedure that focuses on therbligs.

A) motion study
B) modern management
C) scientific management
D) bureaucracy

Question 69

The idea that survival and success can be achieved through increasing the efficiency of management activities is the focus of the _______________.

A) scientific management perspective
B) administrative principles perspective
C) human relations perspective
D) open systems perspective

Question 70

The idea of "unity of command" comes from the ___________________.

A) scientific management perspective
B) administrative principles perspective
C) human relations perspective
D) open systems perspective

Question 71

The ideas of "bureaucracy" come from:

A) scientific management perspective
B) administrative principles perspective
C) human relations perspective
D) open systems perspective

Question 72

____________ is considered the Father of Modern Management.

A) Frank Gilbreth
B) James Mooney
C) Henri Fayol
D) Max Weber

Question 73

The idea that paying attention to employees' satisfaction and development could improve an organization's profitability and survival is the focus of ___________.

A) scientific management perspective
B) administrative principles perspective
C) human relations perspective
D) open systems perspective

Question 74

The Hawthorne Studies reflect the ____________.

A) scientific management perspective
B) administrative principles perspective
C) human relations perspective
D) open systems perspective

Question 75

Bureaucratic procedures were intended to provide the needed ____________.

A) procedural structure
B) intergroup coordination
C) hierarchical flow
D) communication system

Question 76

According to the text, GM will grow increasingly competitive in the automobile industry by ____________ bureaucracy.

A) deleting
B) redesigning
C) increasing
D) decreasing

Question 77

The ideas of Theory X and Theory Y reflect the ____________________.

A) scientific management perspective
B) administrative principles perspective
C) human relations perspective
D) open systems perspective

Question 78

The idea that one must understand an organization's relationship with other factors outside its boundaries is the focus of the ________________.

A) scientific management perspective
B) administrative principles perspective
C) human relations perspective
D) open systems perspective

Question 79

The idea that one should consider the inputs and outputs of an organization to understand it more fully derives from the ________________.

A) scientific management perspective
B) administrative principles perspective
C) human relations perspective
D) open systems perspective

Question 80

The idea that environmental conditions must be understood for an organization to respond effectively, is derived from the ________________.

A) scientific management perspective
B) administrative principles perspective
C) human relations perspective
D) open systems perspective