Question 1

Upper-level managers may actually spend more time dealing with people than lower-level managers.

Accepted Answer

Upper-level managers are responsible for overseeing and directing the work of lower-level managers and employees. This often involves more frequent and complex interactions with people, such as leading meetings, coaching and mentoring employees, conducting performance evaluations, handling employee conflicts, and making strategic decisions that impact the entire organization. Therefore, upper-level managers may actually spend more time dealing with people than lower-level managers.

Question 2

The sales manager is in charge of monitoring the expense accounts of her sales force. In this decisional role, she acts as a(n):&#10;A) resource allocator&#10;B) entrepreneur&#10;C) disturbance handler&#10;D) monitor&#10;E) disseminator

Accepted Answer

A resource allocator decides who gets what resources.

Question 3

Typical responsibilities for ____________include setting objectives consistent with organizational goals and then planning and implementing the subunit strategies for achieving these goals.&#10;A) top managers&#10;B) shift supervisors&#10;C) first-line managers&#10;D) team leaders&#10;E) middle managers

Accepted Answer

Middle managers are responsible for setting objectives that align with the organization's goals and implementing strategies to achieve those objectives. They operate within a specific area or department and are accountable for the performance of their subordinates.

Question 4

A manager striving to improve organizational ____________is accomplishing tasks that help fulfill organizational objectives.&#10;A) efficiency&#10;B) effectiveness&#10;C) functionality&#10;D) synergy&#10;E) productivity

Accepted Answer

Effectiveness refers to achieving organizational objectives, which is the primary goal of a manager striving to improve the organization. Efficiency, functionality, synergy, and productivity can also contribute to achieving organizational objectives, but alone they do not capture the holistic perspective of achieving overall success.

Question 5

Managers who train and supervise the performance of nonmanagerial employees, and who are directly responsible for producing the company's products or services, are categorized as:&#10;A) general managers&#10;B) middle managers&#10;C) first-line managers&#10;D) team leaders&#10;E) top managers

Accepted Answer

First-line managers are responsible for supervising nonmanagerial employees and are directly involved in the production of the company's products or services. General managers oversee multiple departments and are responsible for strategic planning, while middle managers are responsible for managing departments and team leaders manage small groups of employees. Top managers are responsible for overall company performance and strategic decision-making.

Question 6

Which type of skills tends to be most important to the success of lower-level managers?&#10;A) decisional skills&#10;B) human skills&#10;C) conceptual skills&#10;D) motivation to manage&#10;E) technical skills

Accepted Answer

Lower-level managers are typically responsible for supervising employees and ensuring that tasks are completed efficiently and effectively. As a result, technical skills such as understanding specific processes, procedures, and equipment are crucial for successful management.

Question 7

Companies look for a total of four sets of skills in individuals to identify potential managers. These desired skills are technical skills, human skills, conceptual skills, and motivation to manage.

Accepted Answer

Companies generally look for individuals who possess technical skills, human skills, conceptual skills, and motivation to manage in order to identify potential managers.

Question 8

Top managers are responsible for creating a context for change in the organization.

Accepted Answer

Top managers play a crucial role in creating a context for change in the organization by setting the vision, mission, and goals of the organization, fostering a culture that supports change, and defining the strategies and tactics for implementing change. They also allocate resources and monitor progress towards achieving organizational objectives.

Question 9

A manager engaged in the management function of___________ is monitoring progress toward goal achievement and taking corrective action when needed.&#10;A) planning&#10;B) organizing&#10;C) leading&#10;D) controlling&#10;E) motivating&#10;Is accomplishing tasks that help fulfill organizational&#10;Is monitoring progress toward goal achievement

Accepted Answer

The management function of controlling involves monitoring progress toward goal achievement and taking corrective action when needed.

Question 10

Managers are responsible for doing the basic work in the company.

Accepted Answer

The manager's job is not to do the basic work in the company, but to help others do their work.

Question 11

The four classical functions of management are (1) making things happen, (2) meeting the competition, (3) organizing people, projects, and processes, and (4) leading.

Accepted Answer

The answer of The four classical functions of management are...

Question 12

Which skills increase in their importance to success as managers rise through the managerial ranks?&#10;A) human skills and decisional skills&#10;B) informational skills and the motivation to manage&#10;C) conceptual skills and the motivation to manage&#10;D) conceptual skills, technical skills, and human skills&#10;E) human skills and informational skills

Accepted Answer

The answer of Which skills increase in their importance to...

Deck 1: Section 3: Management