Question 1

Performing the task right and considering the relationship between inputs and outputs is
A)effectiveness.
B)goal attainment.
C)a management characteristic.
D)efficiency.

Accepted Answer

Efficiency refers to performing tasks correctly while optimizing the relationship between inputs and outputs, meaning achieving a goal using the least amount of resources possible.

Question 2

The average cash compensation in 2001 for 727 of the top executives at the 363 largest publicly held United States corporations was over
A)$2,000,000.
B)$2,800,000.
C)$100,000.
D)$1,000,000.

Accepted Answer

The average cash compensation for these top executives was over $2,000,000, as indicated by the context of the question.

Question 3

Application of Mintzberg's Roles to Size of Organization
John is the CEO of a large manufacturing firm that produces construction equipment. George is the owner and operator of a small business that produces one of the key engine components for John's manufacturing firm. Both are managers; however, George has noticed some differences between his activities and the activities John performs. George spends much of his time in outwardly directed activities such as meeting with customers and potential investors. John seems to spend more of his time on activities that are directed internally, such as allocating resources to appropriate departments. George wonders what accounts for this difference, and he goes to a management consultant for input.
-The consultant informs George that the most important role of a small business manager is which of the following?
A)monitor
B)spokesperson
C)negotiator
D)disseminator

Accepted Answer

In small businesses, the manager often acts as the primary representative of the company to the outside world, engaging in activities such as meeting with customers and potential investors, which aligns with the role of a spokesperson.

Question 4

The greatest number and concentration of managers in most organizations can be found at the____________ level.
A)first- line supervisor
B)middle manager
C)top manager
D)district manager

Accepted Answer

First-line supervisors represent the largest group of managers in most organizations, as they are directly responsible for managing the work of non-managerial employees.

Question 5

On average, American CEO salaries are more than ____________ times as much as the average employee.
A)425
B)100
C)500
D)250

Accepted Answer

The answer of On average, American CEO salaries are more...

Question 6

An organization must contain all except which of the following characteristics?
A)product
B)structure
C)purpose
D)people

Accepted Answer

A product is not a necessary characteristic for an organization to exist. Organizations can exist for various purposes, such as providing services, without necessarily having a physical product.

Question 7

Katz found that all of the following are critical management skills except .
A)Technical/functional
B)Intellectual
C)Political
D)Interpersonal

Accepted Answer

Katz identified three essential management skills: technical/functional, political, and interpersonal. Intellectual skills, while valuable, are not listed among the specific categories he outlined.

Question 8

The management charter initiative (MCI)is based on an analysis of management activities and focuses on
A)what effective managers should be able to do, rather than what they know.
B)what education is needed by effective managers.
C)what skills efficient managers should have.
D)what effective managers know, rather than what they should be able to do.

Accepted Answer

The Management Charter Initiative (MCI) emphasizes the capabilities and actions of effective managers, focusing on what they should be able to do in their roles, rather than merely the knowledge they possess. This approach prioritizes practical skills and competencies over theoretical knowledge.

Question 9

As managers move up the organization, they do more
A)controlling.
B)planning.
C)direct overseeing.
D)leading.

Accepted Answer

As managers move up the organization, they focus more on planning, which involves setting goals and strategies for the organization, rather than direct overseeing or leading.

Question 10

As managers move up the organization, they do less
A)organizing.
B)controlling.
C)planning.
D)leading.

Accepted Answer

As managers move up the organization, they typically engage less in leading because they focus more on strategic planning and decision-making, delegating day-to-day leadership tasks to lower-level managers.

Question 11

Research has identified six sets of behaviors that explain more than 50% of a manager's effectiveness. Which of the following is not one of these six sets of behavior?
A)motivating employees and handling conflicts
B)making human resource decisions
C)strategic problem solving
D)organizing and coordinating

Accepted Answer

Making human resource decisions is not typically considered one of the core sets of behaviors that directly explain a manager's effectiveness, as the other options are more directly related to day-to-day management activities.

Question 12

Operatives can best be described as
A)those who actually perform the service or produce the product.
B)those who work anonymously behind the scenes.
C)those who supervise others.
D)those who set the goals of the organization.

Accepted Answer

Operatives are the employees who actually perform the service or produce the product, directly contributing to the primary objectives of the organization.

Question 13

Many business school professors make use of the case method of teaching in which students are asked to solve various types of business problems. Which managerial skills are most likely to be developed using this teaching method?
A)Technical and Interpersonal
B)Diagnostic and intellectual
C)Diagnostic and analytical
D)Conceptual and interpersonal

Accepted Answer

The case method of teaching primarily enhances diagnostic skills, as students must identify problems, and analytical skills, as they analyze information to solve these problems.

Question 14

Compared to the manager of a large organization, a small business manager is more likely to be a(n)
A)generalist
B)specialist
C)figurehead
D)information monitor

Accepted Answer

Small business managers often wear multiple hats and handle a variety of tasks across different business functions, making them more likely to be generalists than specialists.

Question 15

Application of Mintzberg's Roles to Size of Organization
John is the CEO of a large manufacturing firm that produces construction equipment. George is the owner and operator of a small business that produces one of the key engine components for John's manufacturing firm. Both are managers; however, George has noticed some differences between his activities and the activities John performs. George spends much of his time in outwardly directed activities such as meeting with customers and potential investors. John seems to spend more of his time on activities that are directed internally, such as allocating resources to appropriate departments. George wonders what accounts for this difference, and he goes to a management consultant for input.
-The least important role of the manager of a large organization is which of the following?
A)monitor
B)spokesperson
C)disseminator
D)negotiator

Accepted Answer

The answer of Application of Mintzberg's Roles to Size of...

Question 16

Application of Mintzberg's Management Roles
Suzanne was amazed. She had just spent the day with the CEO of a major manufacturing firm through a "Visit with a Manager Program" developed by the college she attends. She was exhausted and wondered how the CEO managed the hectic pace. Suzanne was amazed by the number of "hats" that the CEO was wearing throughout the day. The day had started with a general manager's meeting where, the latest news concerning the competition had been announced by the CEO. Then Suzanne and the CEO had spent an hour completing a report to be given the following day to the board of directors. Lunch, where Suzanne had hoped to have time to ask questions, was an informal meeting with a group of suppliers who were concerned about their increasing costs. As soon as they had returned to the office, the CEO received a message of a fire in one of the major warehouses. They were immediately off to the location to assess the damage. Then that evening, there was a formal dinner sponsored by the local Chamber of Commerce, which the CEO had invited Suzanne to attend. Suzanne had declined, because she was exhausted.
-The General Manager's meeting was most likely a result of the following management function:
A)Decision- Making
B)Organizing
C)Controlling
D)Planning

Accepted Answer

The General Manager's meeting, where the latest news concerning the competition was announced, aligns with the planning function of management. This involves setting objectives and determining a course of action for achieving those objectives, which can include assessing competitive information and strategic planning.

Question 17

A manager is someone who
A)actually performs the service or produces the product.
B)sets the goals of the organization.
C)works anonymously behind the scenes.
D)supervises the work of others.

Accepted Answer

A manager is responsible for supervising the work of others, ensuring that tasks are completed efficiently and effectively to meet organizational goals.

Question 18

Linda has spent the day in a session where the future of her company was discussed. The people involved were trying to determine what the role of their company was as the 21st century approaches. Goals were then developed based upon their vision of the company's mission. Linda spent her day on the____________ process.
A)controlling
B)planning
C)leading
D)organizing

Accepted Answer

The activities described involve setting a vision for the company and developing goals based on that vision, which are key components of the planning process. Planning involves determining the organization's goals and deciding how best to achieve them.

Question 19

Application of Mintzberg's Roles to Size of Organization
John is the CEO of a large manufacturing firm that produces construction equipment. George is the owner and operator of a small business that produces one of the key engine components for John's manufacturing firm. Both are managers; however, George has noticed some differences between his activities and the activities John performs. George spends much of his time in outwardly directed activities such as meeting with customers and potential investors. John seems to spend more of his time on activities that are directed internally, such as allocating resources to appropriate departments. George wonders what accounts for this difference, and he goes to a management consultant for input.
-The most important role played by John will be which of the following?
A)negotiator
B)entrepreneur
C)resource allocator
D)spokesperson

Accepted Answer

John, as the CEO of a large manufacturing firm, primarily focuses on internal activities such as allocating resources to appropriate departments, which aligns with Mintzberg's role of a resource allocator.

Question 20

The process of monitoring performance, comparing it with goals, and correcting any significant deviations is known as
A)leading.
B)planning.
C)organizing.
D)controlling.

Accepted Answer

Controlling involves monitoring performance, comparing it with goals, and taking corrective action as needed. It ensures that organizational goals are achieved as planned.

Quiz 1: Managers and Management

Performing the task right and considering the relationship between inputs and outputs is

The average cash compensation in 2001 for 727 of the top executives at the 363 largest publicly held United States corporations was over

The greatest number and concentration of managers in most organizations can be found at the____________ level.

On average, American CEO salaries are more than ____________ times as much as the average employee.

An organization must contain all except which of the following characteristics?

Katz found that all of the following are critical management skills except .

The management charter initiative (MCI) is based on an analysis of management activities and focuses on

As managers move up the organization, they do more

As managers move up the organization, they do less

Research has identified six sets of behaviors that explain more than 50% of a manager's effectiveness. Which of the following is not one of these six sets of behavior?

Operatives can best be described as

Many business school professors make use of the case method of teaching in which students are asked to solve various types of business problems. Which managerial skills are most likely to be developed using this teaching method?

Compared to the manager of a large organization, a small business manager is more likely to be a(n)

A manager is someone who

The process of monitoring performance, comparing it with goals, and correcting any significant deviations is known as