Question 1

Sam is a middle-level manager who is known for his efficiency; however, he is not necessarily effective. But, Rachel, another middle-level manager, is known for her effectiveness, rather than her efficiency. Therefore, Rachel is more likely to
A) achieve goals with minimal waste.
B) make the best possible use of money.
C) achieve organizational goals.
D) make the best possible use of people.
E) have a clear focus on efficiency.

Accepted Answer

Effective leaders like Rachel focus on achieving organizational goals, which involves finding the best ways to achieve results even if that means sacrificing short-term efficiency. Being efficient, like Sam, means completing tasks quickly and with minimal waste, but it doesn't necessarily mean those tasks are contributing to the overall goals of the organization. Rachel's focus on effectiveness means that she is more likely to achieve the organization's goals, which is ultimately what matters most.

Question 2

Controlling helps
A) monitor performance and implement necessary changes.
B) create an organization chart by identifying business functions.
C) establish reporting relationships.
D) stimulate people to be high performers.
E) determine department goals.

Accepted Answer

Controlling involves monitoring performance and evaluating whether goals have been achieved. This allows for necessary changes to be implemented in order to improve performance. The other options listed are part of the planning process, rather than controlling.

Question 3

________ are key management functions.
A) Planning, organizing, leading, and controlling
B) Marketing, finance, accounting, and production
C) Planning, operations, labor, and contracting
D) Hiring, training, appraising, and firing
E) Marketing, management, finance, and accounting

Accepted Answer

Planning, organizing, leading, and controlling are considered the key functions of management. These four functions are interdependent and essential for achieving organizational goals and objectives. Marketing, finance, accounting, production, operations, labor, contracting, and human resource management are important aspects of organizational management, but they are not the primary functions.

Question 4

Middle-level managers are often referred to as ________ managers.
A) activities
B) tactical
C) functional
D) operational
E) strategic

Accepted Answer

Middle-level managers are tactical managers because they are responsible for implementing the strategies and plans developed by senior-level managers (strategic managers). They focus on achieving specific goals and objectives and oversee the day-to-day operations of their departments or units. Functional and operational managers are typically lower-level managers, while activities managers are not a commonly recognized category of management.

Question 5

________ managers are responsible for translating the general goals and plans developed for an organization into more specific activities.
A) Operational
B) Functional
C) Activities
D) Strategic
E) Tactical

Accepted Answer

Tactical managers are responsible for translating the general goals and plans developed for an organization into more specific activities. They are involved in implementing the plans and strategies developed by the higher-level managers.

Question 6

________ managers are typically concerned with the interaction between an organization and its external environment.
A) Regional
B) Top-level
C) Middle-level
D) Frontline
E) Functional

Accepted Answer

Top-level managers, such as CEOs or presidents, are responsible for making strategic decisions for the organization and must be aware of how the organization interacts with its external environment, such as competitors, customers, and regulatory agencies. Regional managers (A) are responsible for a specific geographic area within the organization, and while they may interact with the external environment, it is not their primary focus. Middle-level managers (C) are responsible for implementing the strategies developed by top-level managers, and frontline managers (D) are responsible for managing the day-to-day activities of employees. Functional managers (E) are responsible for a specific area of expertise, such as accounting or marketing, and may interact with the external environment, but it is not their primary focus.

Question 7

As a manager at VTI Corp., Jules spends much of his time coaching young managers and making sure that any required information reaches all the branches for them to be successful. Jules would best be described as a(n)
A) frontline manager.
B) tactical manager.
C) operational manager.
D) top-level manager.
E) institutional controller.

Accepted Answer

The answer of As a manager at VTI Corp., Jules...

Question 8

NewTrends, a fashion company, has plans to be the sales leader in women's fashion. To achieve this goal the CEO has analyzed the current situation and determined objectives and resources. What planning activities still need to be completed?
A) anticipate the future, decide on activities, and choose a business strategy
B) solicit funders, market the company, and choose a business strategy
C) market the company, decide on actions, and anticipate the future
D) evaluate the competitors, solicit funders, anticipate the future
E) decide on actions, market the company, and solicit funders

Accepted Answer

The CEO has already analyzed the current situation, determined objectives, and allocated resources. The next step is to anticipate the future, decide on activities, and choose a business strategy to achieve the goal of becoming the sales leader in women's fashion.

Question 9

The four levels of managers found in large organizations are
A) international, national, regional, and local.
B) marketing, accounting, human resource, and finance.
C) technical, functional, departmental, and organizational.
D) planning, coordinating, controlling, and executing.
E) top-level, middle-level, frontline, and team leader.

Accepted Answer

The four levels of managers found in large organizations are typically top-level (including CEO, president, and other high-ranking executives), middle-level (managers responsible for specific departments or divisions), frontline (supervisors responsible for overseeing employees directly involved in the production or delivery of products/services), and team leader (managers who lead a small group or team within a department). Choice E correctly lists these four levels. Choices A, B, C, and D are incorrect as they do not accurately reflect the four levels of managers in organizations.

Question 10

________ managers are senior executives responsible for the overall management and effectiveness of an organization.
A) Long-term
B) Middle
C) Strategic
D) Tactical
E) Short-run

Accepted Answer

Strategic managers are responsible for overseeing the long-term direction and success of an organization. They are focused on setting goals, developing plans, and making decisions that will lead to the overall effectiveness and competitiveness of the organization. Middle managers are responsible for managing specific departments or functional areas within the organization, while tactical managers are focused on implementing specific operational plans and achieving short-term goals. Long-term and short-run managers are not commonly recognized management terms.

Question 11

Maria, David, and Sylvia are concerned that their company will not survive the current recession. As experienced ________ managers, they are working collaboratively to develop new business strategies and work processes to effectively and efficiently support the company so that it can survive the current economic downturn and thrive in the coming years. Their employees are depending upon them to provide overall management of the company.
A) frontline
B) tactical
C) top-level
D) matrix
E) knowledge

Accepted Answer

The description indicates that Maria, David, and Sylvia are experienced managers who are working collaboratively to develop new business strategies and processes to support the company. This suggests that they are in top-level management positions, making high-level strategic decisions and overseeing the overall operations of the company. Frontline managers typically oversee the day-to-day operations of a specific department or team, while tactical managers are responsible for implementing strategies and plans developed by top-level managers. Matrix managers oversee cross-functional teams and knowledge managers focus on knowledge creation and sharing within an organization.

Question 12

________ managers are lower-level managers who supervise the operational activities of an organization.
A) Frontline
B) General
C) Team
D) Tactical
E) Strategic

Accepted Answer

Frontline managers are responsible for supervising the day-to-day activities of employees and ensuring that tasks are completed efficiently and effectively. They are lower-level managers who oversee the production processes or services within an organization. General managers are typically higher-level managers who are responsible for overseeing multiple departments or business units within an organization. Team managers are responsible for managing a specific team or group of employees within a department. Tactical managers are responsible for implementing the strategies and plans created by higher-level managers. Strategic managers are responsible for setting the overall direction and strategy of the organization.

Question 13

________ is coordinating the human, financial, physical, informational, and other resources.
A) Assembling
B) Organizing
C) Planning
D) Grouping
E) Controlling

Accepted Answer

Coordinating the resources requires organizing them in a manner that allows for effective utilization. Assembling refers to simply bringing the resources together, planning refers to establishing goals and objectives, grouping is too vague of a term, and controlling is more related to monitoring and adjusting performance.

Question 14

Which of the following is a result of controlling?
A) Managers assemble and coordinate the human, financial, physical, informational, and other resources needed to achieve goals.
B) Managers analyze current situations, anticipate the future, determine objectives, and decide on what types of activities in which the company will engage.
C) Managers make sure the organization's resources are being used as planned and that the organization is meeting its goals for quality and safety.
D) Managers motivate workers to come to work and execute top management's plans by doing their jobs.
E) Managers create an organization chart by identifying business functions and establishing reporting relationships.

Accepted Answer

Controlling is the process of ensuring that the organization's resources are being used as planned and that the organization is meeting its goals for quality and safety. Option A refers to organizing, option B refers to planning, option D refers to leading, and option E refers to organizing.

Question 15

To become an effective manager, one should choose ________ of the four management functions and commit one hundred percent.
A) only one
B) at least two
C) between one and three
D) all
E) none

Accepted Answer

Effective management requires commitment to all four management functions: planning, organizing, leading, and controlling.

Question 16

Managers responsible for supervising the operations of an organization are referred to as ________ managers.
A) strategic
B) functional
C) supervisory
D) operational
E) tactical

Accepted Answer

The answer of Managers responsible for supervising the operations of...

Question 17

Chief executive officer, president, chief operating officer, and vice president are all titles typical of ________ management.
A) top-level
B) tactical level
C) operational level
D) functional level
E) regional level

Accepted Answer

These titles are typically associated with top-level management, which is responsible for the overall direction and strategy of the organization. They are the highest level of executives within the company and are involved in making major decisions that impact the entire organization.

Question 18

Leading involves
A) creating an organization chart by identifying business functions.
B) establishing reporting relationships.
C) having a personnel department that administers plans, programs, and paperwork.
D) stimulating people to be high performers.
E) dealing directly with customers and clients.

Accepted Answer

Leading involves stimulating people to be high performers, encouraging and inspiring them to reach their full potential and work towards achieving the goals and objectives of the organization. The other options listed involve aspects of organizing and staffing, which are separate functions of management.

Question 19

Through careful monitoring of the financial budget of a firm, managers can detect potential problems in reaching their financial goals and take actions to reverse the problem. This is an example of the management function of
A) planning.
B) controlling.
C) leading.
D) organizing.
E) budgeting.

Accepted Answer

Controlling involves monitoring performance, comparing it with goals, and taking corrective action as needed. In this scenario, monitoring the financial budget and taking actions to reverse potential problems is an example of controlling. Planning involves setting goals and determining how to achieve them. Leading involves motivating and directing employees. Organizing involves arranging resources to achieve goals. Budgeting is a component of the financial planning process.

Question 20

Top-level managers focus on
A) the long-term survival of an organization.
B) translating goals and objectives into specific activities.
C) managing frontline managers.
D) supervising nonmanagement employees.
E) initiating new daily activities.

Accepted Answer

Top-level managers are responsible for setting the overall direction and strategy of an organization, with a primary focus on the long-term survival and success of the company. They work to ensure that the organization is positioned to meet current challenges and future opportunities.

Quiz 1: Managing in a Global World

Sam is a middle-level manager who is known for his efficiency; however, he is not necessarily effective. But, Rachel, another middle-level manager, is known for her effectiveness, rather than her efficiency. Therefore, Rachel is more likely to

Controlling helps

________ are key management functions.

Middle-level managers are often referred to as ________ managers.

________ managers are responsible for translating the general goals and plans developed for an organization into more specific activities.

________ managers are typically concerned with the interaction between an organization and its external environment.

As a manager at VTI Corp., Jules spends much of his time coaching young managers and making sure that any required information reaches all the branches for them to be successful. Jules would best be described as a(n)

NewTrends, a fashion company, has plans to be the sales leader in women's fashion. To achieve this goal the CEO has analyzed the current situation and determined objectives and resources. What planning activities still need to be completed?

The four levels of managers found in large organizations are

________ managers are senior executives responsible for the overall management and effectiveness of an organization.

________ managers are lower-level managers who supervise the operational activities of an organization.

________ is coordinating the human, financial, physical, informational, and other resources.

Which of the following is a result of controlling?

To become an effective manager, one should choose ________ of the four management functions and commit one hundred percent.

Managers responsible for supervising the operations of an organization are referred to as ________ managers.

Chief executive officer, president, chief operating officer, and vice president are all titles typical of ________ management.

Leading involves

Through careful monitoring of the financial budget of a firm, managers can detect potential problems in reaching their financial goals and take actions to reverse the problem. This is an example of the management function of

Top-level managers focus on