Deck 1: Innovative Management for a Changing World

Question 1

In today's turbulent and hypercompetitive global environment,managers must help their companies innovate more than ever.

Answer 1

True

Question 2

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

Answer 2

True

Question 3

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

Answer 3

False

Question 4

Managers get things done by coordinating and motivating other people.

Question 5

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

Question 6

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 7

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

Question 8

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

Question 9

Organizing means creating a shared culture and values.

Question 10

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

Question 11

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

Question 12

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

Question 13

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

Question 14

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

Question 15

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

Question 16

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

Question 17

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 18

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

Question 19

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

Question 20

The late famed management theorist Peter Drucker is often credited with creating the modern study of management.

Question 21

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

Question 22

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

Question 23

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

Question 24

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

Question 25

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

Question 26

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

Question 27

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

Question 28

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

Question 29

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 30

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 31

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

Question 32

The manager is a specialist and a "doer."

Question 33

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

Question 34

The monitor role involves the initiation of change.

Question 35

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

Question 36

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

Question 37

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

Question 38

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

Question 39

Spotlight on Skills box 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 40

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

Question 41

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

Question 42

An important phase within the controlling function of management is making corrections when necessary.

Question 43

In the new workplace,managers should focus on developing teamwork,collaboration,and learning.

Question 44

Despite the need for companies to control costs in today's economy,innovation has become the new imperative.

Question 45

Companies can survive over the long run without innovation as long as they are successful imitators.

Question 46

The ultimate responsibility of managers is to achieve high performance by balancing efficiency and effectiveness.

Question 47

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

Question 48

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

Question 49

Allocating resources across the organization is part of the organizing management function.

Question 50

The majority of business failures are the result of poor human skills.

Question 51

By calculating the amount of resources used to produce a single automobile at a manufacturing plant,managers are determining organizational effectiveness.

Question 52

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

Question 53

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

Question 54

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

Question 55

Recognizing the value of employees involves the organizing role of management.

Question 56

Resources such as efficiency and effectiveness are used by managers to attain organizational goals.

Question 57

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

Question 58

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

Question 59

In the new workplace,the valued worker is one who learns quickly,shares knowledge,and is comfortable with risk,change,and ambiguity.

Question 60

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

Question 61

The human relations movement is also referred to as the dairy farm view of management,meaning that contented cows give more milk,and satisfied workers will give more work.

Question 62

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

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

Question 63

The management science approach uses qualitative data in management decision making.

Question 64

The Hawthorne studies resulted in the movement towards scientific management.

Question 65

An assumption of Theory Y is that the average human being has an inherent dislike of work and will avoid it if possible.

Question 66

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 67

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 68

Contingency thinking is the ability to see both the distinct elements of a system or situation and the complex and changing interaction among those elements.

Question 69

A criticism of human relations management is that it ignores the social context and workers' needs.

Question 70

The acceptance theory of authority states that people have free will and can choose whether to follow management orders.

Question 71

The sequence of suppliers and purchasers,covering all stages of processing from obtaining raw materials to distributing finished goods to consumers is referred to as CRM.

Question 72

Kaizen refers to an innovation mindset,used widely by Indian companies,that strives to meet customers' immediate needs quickly and inexpensively.

Question 73

Customer relationship management systems collect and manage large amounts of data about customers and make them available to employees.

Question 74

Scientific management evolved with the use of precise procedures in place of tradition and rules of thumb.

Question 75

The changing attitudes,ideas,and values of Generation Y employees is an example of a social force.

Question 76

A process whereby companies find out how others do something better than they do and then try to imitate or improve on it refers to outsourcing.

Question 77

Outsourcing refers to contracting out selected functions or activities to other organizations that can do the work more cost-efficiently.

Question 78

Although developed by a Japanese business manager,the quality movement is strongly associated with American companies.

Question 79

Discerning circles of causality is an important element of systems thinking.

Question 80

Most top executives routinely work at least 12 hours a day and spend 50 percent or more of their time traveling.