Deck 8: Management and Leadership

Question 1

When managers determine that an organization is not making sufficient progress toward achieving its goals and objectives and developing corrective measures,they are involved in:

A)accounting.
B)controlling.
C)directing.
D)planning.

Answer 1

B

Question 2

A(n)leader would set objectives and give employees a great deal of freedom to decide for themselves how to accomplish those objectives.

A)type A
B)laissez-faire
C)autocratic
D)aristocratic

Answer 2

B

Question 3

AlumiPlate's SWOT analysis revealed that potential competitors would find it difficult to begin operations in this specialized metal-coating industry.Using the terminology of SWOT,this is an example of a(n):

A)strength.
B)threat.
C)competitive restraint.
D)economy of scale.

Answer 3

A

Question 4

A is an overall explanation of why an organization exists and where it is trying to head.

A)prime directive
B)vision
C)tactical plan
D)corporate charter

Question 5

involves creating a vision for others to follow,establishing corporate values and ethics,and transforming the way an organization does business so that it is more effective and efficient.

A)Leadership
B)Tactical planning
C)Production management
D)Organizing

Question 6

Gina Raiter,the president and CEO of AutoMotion Auto Service Centres,has asked several managers and employees to help establish a statement to outline the fundamental purposes of their company.The result of this effort is likely to be a document known

A)tactical plan.
B)organization chart.
C)payoff matrix.
D)mission statement.

Question 7

Which of the following techniques would a team of workers be most likely to use if they wanted to evaluate several possible solutions to a specific problem their company needs to solve?

A)PERT
B)Regression analysis
C)SWOT
D)PMI

Question 8

Leadership,coaching,and morale building are all part of a manager's skills.

A)empirical
B)technical
C)theoretical
D)human relations

Question 9

planning is a part of contingency planning that is used to deal with sudden and unexpected changes in the business environment.

A)Operational
B)Crisis
C)Tactical
D)SWOT

Question 10

The revolution in management that is currently underway suggests that the most effective managers of the future will:

A)emphasize individual initiative rather than teamwork.
B)specialize in performing one of the four management functions.
C)be skilled communicators and team players.
D)be very strict in their treatment of workers.

Question 11

One of the four primary functions of management is:

A)financing.
B)marketing.
C)designing.
D)controlling.

Question 12

is the most needed skill by managers and leaders because all the other functions depend on it.

A)Human relations
B)Problem solving
C)PMI
D)Decision making

Question 13

At Livwell Pharmaceuticals,research personnel are told that the company would like to develop at least three new products each year and are given some general information about which types of drugs seem to have the most potential.After that,scientists and other research personnel work essentially on their own to develop the new drugs.Managers at Livwell seem to prefer:

A)projectory leadership.
B)consultative leadership.
C)free-rein leadership.
D)autocratic leadership.

Question 14

The first step in developing a knowledge management system is to:

A)obtain the necessary information system technologies.
B)recognize that perfect information is not readily available in all organizations.
C)determine what knowledge is most important to the organization.
D)empower employees to make their own decisions and accept the consequences.

Question 15

A(n)is a visual device which shows relationships among people and divides the organization's work.

A)organization chart
B)Venn diagram
C)Gantt chart
D)corporate tree

Question 16

First-line managers spend most of their time on:

A)technical and human relations skills.
B)negotiating and strategic planning.
C)technical and physical skills.
D)conceptual and financial skills.

Question 17

Which of the following is involved in setting work standards and schedules needed to implement the firm's tactical objectives?

A)Operational planning
B)Mission statement
C)Tactical planning
D)Contingency planning

Question 18

Amanda,a regional manager for Flairol Cosmetics,has just seen a report showing that sales in her region are lower than anticipated so far this quarter.Her next task is to determine the reason for the disappointing results and find a way to get sales up to their desired level.Amanda's efforts are part of the function of management.

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

Question 19

Middle managers are responsible for:

A)developing tactical plans and controlling.
B)devising the organization's strategic plan.
C)assigning specific jobs and evaluating the daily performance of workers.
D)establishing the vision for the organization.

Question 20

After thirteen years as a labourer for Hendrix Construction,Owen was promoted to the position of foreman.He is directly responsible for assigning various jobs to his work crew and evaluating their performance on a daily basis.Owen is now a member of:

A)forward management.
B)middle management.
C)supervisory management.
D)top management.

Question 21

analysis is used to help companies evaluate their economic environments, assess their strengths and weaknesses,and identify competitive threats and market opportunities.

A)SWAMP
B)ASSET
C)SWOT
D)WISH

Question 22

skills include the ability to perform tasks of a specific department or job, such as selling (marketing)or bookkeeping (accounting).

A)Departmental
B)Conceptual
C)Technical
D)Tactical

Question 23

The level of management that is directly responsible for assigning specific jobs to workers and evaluating their daily performance is called:

A)top management.
B)supervisory management.
C)secondary management.
D)middle management.

Question 24

Which of the following activities is part of the planning function of a manager?

A)Assigning a particular worker to do a specific task.
B)Praising a sales representative who has far exceeded her monthly sales objectives.
C)Conducting a job interview with a potential new employee.
D)Looking at market forecasts to identify future business opportunities and challenges.

Question 25

When managers identify a market trend that suggests a new opportunity and then devise a strategy to go after this new opportunity,they are involved in the function of:

A)organizing.
B)planning.
C)leading.
D)controlling.

Question 26

Today,managers have to make allocation decisions around the use of which scarce resources?

A)natural
B)financial
C)human
D)all resources

Question 27

A basic difference between goals and objectives is that goals are:

A)set by middle management,while objectives are set by first-line managers.
B)concerned with broad,long-term accomplishments,while objectives focus on specific short-term details.
C)set by tactical plans,while objectives are set by strategic plans.
D)precise,while objectives are vague.

Question 28

is the term used to describe giving workers the education and tools they need to assume additional decision-making powers.

A)Provisioning
B)Energizing
C)Empowering
D)Upgrading

Question 29

Which of the following statements comparing today's workers with those from earlier eras is most accurate? Compared to earlier workers,today's employees are:

A)less educated and less self-directed.
B)more loyal to the firm.
C)more willing to leave the firm to seek better opportunities.
D)more likely to need direct guidance and direction from their managers.

Question 30

The style of leadership is characterized by making managerial decisions without consulting others.

A)democratic
B)expectational
C)bureaucratic
D)autocratic

Question 31

planning prepares alternative courses of action that may be used if the primary plans are not achieving objectives.

A)Alternative
B)Tactical
C)Strategic
D)Contingency

Question 32

Hildy is a sales representative for the Hipner Company.In her job,she frequently relies on the marketing department to provide her with information and materials.When using customer satisfaction to judge the success of their company,Hipner's managers should:

A)only consider Hildy's satisfaction if she has worked in the same job for at least 2 years.
B)consider Hildy's satisfaction,but place less emphasis on it than on the satisfaction of a stockholder,since she is an external customer.
C)ignore Hildy's satisfaction,since she is an employee rather than a customer.
D)take Hildy's satisfaction into account,because customers can be internal as well as external.

Question 33

A meaningful mission statement should address topics such as the organization's:

A)form of ownership and methods of financing.
B)tactical plans and contingency plans.
C)advertising strategy and distribution plan.
D)self-concept and company philosophy.

Question 34

General and divisional managers,plant managers,and deans and department heads at colleges all are positions that usually are classified as:

A)middle management.
B)top management.
C)supervisory management.
D)nominal management.

Question 35

When a firm makes use of SWOT analysis,one of its objectives is to:

A)identify the things it does well as an organization and the things it needs to improve.
B)set specific short-term performance standards for each department.
C)evaluate the desirability of issuing stocks or bonds in the current financial climate.
D)identify the best employees to fill each position within the organization.

Question 36

Axel has just been promoted to a position in first-line management.Axel's new position probably will require him to spend a lot of time:

A)evaluating the daily performance of workers.
B)traveling to different worksites.
C)creating a vision.
D)developing strategic plans.

Question 37

Which of the following activities is part of the organizing function of a manager?

A)Developing a broad general strategy to help the organization meet its long-term growth objectives.
B)Teaching a new employee how to use a piece of office equipment.
C)Giving front-line workers additional resources needed to provide faster and better service to customers.
D)Going over a spreadsheet to analyze some financial data.

Question 38

is the management function that involves determining the best strategies and tactics for achieving the organization's goals and objectives.

A)Controlling
B)Forecasting
C)Conceptualizing
D)Planning

Question 39

The reality of contingency planning is that,

A)if done properly something can be prevented from happening.
B)it is seldom used today,as rarely does any business not achieve their primary plans.
C)they are an acknowledgement that a business has done a poor job of planning.
D)this type of planning at best will allow a business to properly prepare for something or some event that may happen.

Question 40

The type of planning that is concerned with developing detailed short-term decisions about what is to be done,who is to do it,and how it is to be done is known as _____________ planning.

A)first-line
B)tactical
C)strategic
D)contingency

Question 41

Strategic planning looks at the organization as a whole,while planning focuses on specific supervisors,department managers,and individual employees.

A)mission
B)tactical
C)operational
D)strategic

Question 42

Which of the following would be a concern addressed in a strategic plan?

A)Which computer software package should the firm's human resources office use to manage the payroll?
B)Should the firm make a long-term commitment to expand into new markets?
C)Which specific jobs to assign to each employee?
D)How much output should be produced this week in a given production facility?

Question 43

How are managers today different from managers in the past?

A)Managers in the past would use praise and gentle suggestions.
B)Managers in the past were less loyal to their employer.
C)Managers today are more likely to reprimand workers.
D)Managers today emphasize teamwork and communication.

Question 44

The first step in the rational decision-making model is to:

A)define the situation.
B)gather data.
C)recruit team members to work on the problem.
D)develop alternative responses.

Question 45

Which of the following often form the foundations of a firm's control system?

A)Human resources and finance.
B)Computing and production.
C)Marketing and production.
D)Accounting and finance.

Question 46

Today,management is becoming more progressive.Many managers are being educated not to employees.

A)train
B)coach
C)motivate
D)direct

Question 47

In order for standards to be useful in the controlling process,they must have certain characteristics.One of these characteristics is that they must be:

A)attainable.
B)nonspecific.
C)redundant.
D)included in the mission statement.

Question 48

Autocratic leadership is likely to be effective when:

A)the manager is uncertain about the best strategy to pursue.
B)subordinates are highly trained professionals.
C)the organization faces an emergency situation.
D)workers enjoy expressing their opinions and having a say in what is done.

Question 49

The first step in controlling consists of:

A)assigning workers to perform specific tasks.
B)establishing a clear chain of command.
C)setting clear performance standards.
D)issuing orders and explaining routines.

Question 50

Ed Flavorman,the chief executive of Flavor Best Ice Cream,believes that alternative plans are almost as important as the primary operational plans because the market is so competitive and unpredictable.Ed endorses:

A)retroactive planning.
B)tactical planning.
C)concurrent planning.
D)contingency planning.

Question 51

Which of the following statements about effective leadership is the most accurate?

A)One trait of effective managers is that they consistently maintain the same style of leadership.
B)The most effective leadership style depends on who is being led and in what situation.
C)The democratic style of leadership will almost always improve the effectiveness of the organization.
D)Most effective leaders share certain specific traits.

Question 52

By completing the courses needed to obtain a college major in accounting,marketing,or some other field,a student can go a long way toward acquiring the skills managers need to rise through the ranks of their area of specialization.

A)secondary
B)technical
C)autocratic
D)human relations

Question 53

Jamal is part of a management group that is examining whether his company,State Engineering,should offer some important new services that would broaden its business by appealing to a different group of potential clients.Jamal's group is involved with:

A)contingency planning.
B)operational planning.
C)tactical planning.
D)strategic planning.

Question 54

The weakest link in the control process tends to be:

A)monitoring and recording performance.
B)communicating results and deviations to employees.
C)setting clear and appropriate standards.
D)comparing results to plans and standards.

Question 55

When managers work on creating conditions and systems to ensure that everything and everyone work together to achieve the organization's goals,they are involved in the __________ function of management.

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

Question 56

One difference between managers and leaders is that:

A)managers are found in businesses while leaders operate in non-profit organizations.
B)managers use an autocratic approach while leaders embrace a democratic style.
C)mangers work to achieve stability while leaders embrace change.
D)all employees can manage,but only top managers can lead.

Question 57

is the management function of creating a vision for the organization and guiding,training,coaching,and motivating employees to help achieve the goals and objectives of the organization.

A)Controlling
B)Organizing
C)Leading
D)Officiating

Question 58

Today's progressive managers:

A)tend to emphasize cooperation and supporting employees rather than discipline and order-giving.
B)face fewer challenges and problems than managers in the past.
C)can rely on a much higher level of worker loyalty to the organization than in the past.
D)usually prefer to use the autocratic style of leadership.

Question 59

Rip is an ex-Marine who believes he should always be in control.He feels that when he says "jump," the only question his subordinates should ask is "How high"? Rip's leadership style is best characterized as:

A)bureaucratic.
B)autocratic.
C)free-rein.
D)remanded.

Question 60

Which of the following statements about leadership styles is most accurate?

A)Managers should always start with an autocratic style,but can gradually switch to a more democratic approach if workers earn their trust.
B)Effective managers often use a variety of leadership styles.
C)A manager should choose one style and use it consistently.
D)Managers have no control over the leadership style they use.

Question 61

are units within an organization that receive services from other units within the organization.

A)Profit centres
B)End-users
C)Internal customers
D)Distribution centres

Question 62

At high-tech companies,the primary capital equipment is what?

A)leading
B)brainpower
C)planning
D)visioning

Question 63

are specific,short-term results an organization needs to achieve in order to fulfill its long term goals.

A)Opportunity targets
B)Mission complements
C)Objectives
D)Directives

Question 64

is choosing among two or more alternatives.

A)Decision-making
B)Contingency planning
C)Utility analysis
D)Organizational selection

Question 65

Managers who listen to their subordinates and allow them to participate in decision-making are using the style of leadership.

A)free-rein
B)participative
C)autocratic
D)bureaucratic

Question 66

A(n)is used by an organization to show who is accountable for the completion of specific work and who reports to whom.

A)stakeholder outline
B)balance sheet
C)organization chart
D)Venn diagram

Question 67

Employees often work with managers to develop a(n)that outlines the fundamental purposes of their organization.

A)organization chart
B)PERT diagram
C)value statement
D)mission statement

Question 68

Leaders:

A)embrace change.
B)are mainly concerned with tactical issues.
C)strive to maintain order and stability.
D)tend to do the work themselves rather than delegate it to others.

Question 69

are broad,long-term accomplishments an organization wants to achieve.

A)Agendas
B)Directives
C)Objectives
D)Goals

Question 70

As a manager,two of Sylvia's strengths are her ability to communicate goals clearly,and her ability to guide,coach,and motivate workers.Based on these strengths,is a management function that Sylvia is likely to be good at performing.

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

Question 71

Setting contingency plans in an organization is considered very important today mainly because:

A)conditions change rapidly in today's economic and competitive environments.
B)most employees and staff don't understand strategic planning,so they tend to rely more on contingency plans.
C)the government can charge firms with unfair business practices if they do not have such plans.
D)managers have historically been poor tactical planners.

Question 72

planning determines the major goals of an organization and lays the foundation for obtaining and using resources to achieve those goals.

A)Contingency
B)Tactical
C)Strategic
D)Central

Question 73

According to well-known management consultant Peter Drucker,managers provide:

A)a direction for their organization and leadership.
B)rules and regulations.
C)scientific analysis of data and philosophical insights into fundamental questions.
D)technical know-how and consistency.

Question 74

As firms make greater use of empowerment,managers will find that they:

A)will need to provide the teams with detailed instructions to give them a clear sense of direction.
B)must become more like coaches and counsellors than bosses.
C)will need to closely supervise the teams to make sure they remain focused on the goals of the organization.
D)should use the same techniques for directing employees that were used in the past.

Question 75

A(n)would be used by a department manager as a tool for making daily and weekly assignments.

A)tactical plan
B)operational plan
C)vision statement
D)mission statement

Question 76

skills involve a manager's ability to picture the organization as a whole and the relationship of various parts.

A)Conceptual
B)Technical
C)Autonomic
D)Creative

Question 77

A vision for a company is:

A)a detailed plan that outlines the major organizational structure of the firm.
B)the same thing as an objective.
C)an explanation of why the company exists and where it wants to go.
D)very relevant for the short-term,but less useful for the long-term.

Question 78

is a problem solving technique that attempts to come up with as many solutions as possible in a short time without censoring the ideas.

A)Brainstorming
B)CAD/CAM
C)Game theory
D)PMI

Question 79

Which of the following activities would be a part of the leading function of a manager?

A)Recruiting qualified workers to join the organization and assigning them to their proper position.
B)Training and coaching workers to help them understand their job and perform it effectively.
C)Devising a new strategic plan to enter a new foreign market currently dominated by a competing firm.
D)Examining a financial report to see whether the firm's profits are improving and taking corrective action if they are not.

Question 80

Tactical planning is concerned with:

A)determining the best way to cope with an emergency situation.
B)devising alternative courses of action to be used if the primary plans do not achieve the desired results.
C)setting long run goals that will govern the general course of the organization for years.
D)developing detailed short run strategies about what is to be done,who is to do it,and how it is to be done.