Deck 1: Managers and Management

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.

Answer 1

D

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.

Answer 2

A

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

Answer 3

B

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

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

Question 6

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

A)product
B)structure
C)purpose
D)people

Question 7

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

A)Technical/functional
B)Intellectual
C)Political
D)Interpersonal

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.

Question 9

As managers move up the organization, they do more

A)controlling.
B)planning.
C)direct overseeing.
D)leading.

Question 10

As managers move up the organization, they do less

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

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

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.

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

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

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

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

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.

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

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

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.

Question 21

When managers motivate employees, direct the activities of others, select the most effective communication channel, and resolve conflicts, they are performing which of the following processes of management?

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

Question 22

According to Mintzberg, which management category includes the roles of figurehead, leader, and liaison?

A)planning
B)decisional
C)interpersonal
D)informational

Question 23

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.
When Gina Wright, Head of Plant Safety brought employees together to discuss the fire safety procedures at the plant after the fire, she was performing the following role:

A)Disturbance handler
B)Leader
C)Disseminator
D)Spokesperson

Question 24

Jose is involved with discussions among employees, management, and the union to which his employees belong. They are discussing wage issues. Management is interested in keeping the wages at minimum wage. The employees/union want $.50 plus minimum wage. Jose is performing which managerial role?

A)organizer
B)negotiator
C)monitor
D)entrepreneur

Question 25

A manager who has a reputation for being open and honest and understands how to motivate employees and customers is said to have good ____________skills.

A)sales
B)technical
C)political
D)interpersonal

Question 26

The distinct purpose of an organization is typically expressed in terms of

A)management competencies.
B)a goal or set of goals.
C)a systematic structure.
D)its vision statement.

Question 27

The managers who work most closely with the operatives are known as

A)operative managers.
B)first- line managers.
C)top management.
D)middle management.

Question 28

Which of the following statements about middle managers is not true?

A)Middle managers implement the objectives and plans of top management.
B)Operatives can report directly to middle managers.
C)The number of middle managers in the most organizations is increasing.
D)Middle managers coordinate the work of supervisors.

Question 29

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.

-When the General Managers meet annually to approve the business unit strategies and new acquisitions, they are performing the____________ role.

A)planner
B)entrepreneur
C)disturbance handler
D)leader

Question 30

George is representing his company at the local Chamber of Commerce Annual Business Recognition luncheon. He is performing which managerial role?

A)figurehead
B)liaison
C)negotiation
D)monitor

Question 31

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.
When the CEO was speaking at the manager's meeting, which of the following roles was being performed?

A)entrepreneur
B)disseminator
C)resource allocator
D)figurehead

Question 32

Conceptual skills relate to a manager's ability to

A)solve detailed problems in groups.
B)take a strategic view of how the part of the organization function.
C)correctly evaluate organizational problems.
D)understand and interact effectively with others in the organization.

Question 33

According to the author, small businesses will account for____________ of new job growth in the next decade.

A)50%
B)75%
C)33%
D)25%

Question 34

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.
Jack Jones was a middle manager who managed the facility where the fire occurred. He took responsibility for making sure that the fire was extinguished and communicating to the local community and others outside of the company. When he completed these activities, what roles was Jack performing?

A)Disturbance handler and disseminator
B)Disseminator and leader
C)Leader and spokesperson
D)Spokesperson and disturbance handler

Question 35

Which of the following is not true about operatives?

A)They work directly on a job or task.
B)They have no responsibility for overseeing the work of others.
C)They have no more than four employees who report directly to them.
D)A person on an assembly line could be described as an operative.

Question 36

If a college cuts the cost of an education by using mostly part- time faculty and at the same time fails to adequately educate its students, it can be said to be doing the wrong things well. In other words, the college is

A)neither efficient nor effective.
B)efficient and effective.
C)effective but not efficient.
D)efficient but not effective.

Question 37

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 tells George that the major difference between managers of large organizations and small business owners is which of the following?

A)The manager of a large organization is more likely to be a generalist.
B)The roles that are played by the managers are different.
C)The proportion of time spent on each function is different.
D)There is no difference between manager roles.

Question 38

The skill that centers on a manager's ability to work with, understand, and motivate other people is known as ____________ skill.

A)technical
B)political
C)interpersonal
D)conceptual

Question 39

Application of Management Skills
Shawna had spent the day "tagging" her uncle. He is the CEO of a large firm that manufactures cereal and related products. Shawna was a management major at a local college, and one of her class assignments was to interview a business manager. When she approached her uncle about the assignment, he told her that he felt she would get a better feel for management if she would "shadow" him for a day. So, over fall break, she had spent the day with him. He had spent his day dealing with a variety of issues. The first agenda item for the day had been a meeting with the division manager who was having difficulties meeting his target amount due to his inability to motivate his employees. Then it had been off to the assembly line floor to inspect a new procedure for filling cereal boxes. Lunch had been with a group of local CEOs where everything from the new hiring laws to the latest economic reports had been discussed. After lunch, Shawna had sat in on a meeting where the
five- year strategic plan for the company was being evaluated. All in all, it had been a day full of information Shawna could use for her class assignment.
The five- year meeting for setting a strategic plan requires management to have specific skills in all of the following areas except which of the following?

A)organizing and coordinating
B)technical skills
C)handling information
D)controlling the organization's environment and its resources

Question 40

In an organization, ____________translate(s)into goal attainment.

A)effectiveness
B)managerial functions
C)efficiency
D)resource minimization

Question 41

Martin is the physician who heads the Critical Care Unit at Mercy Hospital, the most important roles that he performs are probably ____________roles.

A)monitor
B)decisional
C)disseminator
D)figurehead

Question 42

Jennifer assigns George a project to be completed by the end of the month and then holds periodic meetings with him to review his progress. Which of the management functions is Jennifer performing?

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

Question 43

The annual income of senior managers at large toy manufacturing firms ranges between

A)$300,000- $900,000.
B)$100,000- $200,000.
C)$225,000- $750,000.
D)$200,000- $600,000.

Question 44

John Challenger is the plant manager for Edison Fuse Company in Greenville, North Carolina. Based on his job title he is most likely a ____________.

A)first- line supervisor
B)supervisor
C)middle manager
D)top manager

Question 45

Specific topics of concern to political scientists include structuring of conflict, allocating power, and____________ .

A)ethics
B)responsibilities
C)manipulating power for individual self interest
D)values

Question 46

Joe Gleason is the supervisor of the machine shop, where he has the most experience of any employee using the tool and die making equipment; he shows his people how to complete tasks using the most practical and efficient methods. Joe demonstrates a high level of____________ skills.

A)technical
B)decision- making
C)supervisory
D)both A and B

Question 47

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 CEO's role at lunch was an example of which of the following roles?

A)monitor
B)resource allocator
C)negotiator
D)disseminator

Question 48

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.
At the General Manager's Meeting, the budget for new fire alarms sensors were approved along with a program for training all employees in first aid, what role(s)were the General Managers performing at the meeting?

A)Resource allocator and negotiator
B)Disturbance handler and leader
C)Leader and resource allocator
D)Disturbance handler and resource allocator

Question 49

Application of Management Skills
Shawna had spent the day "tagging" her uncle. He is the CEO of a large firm that manufactures cereal and related products. Shawna was a management major at a local college, and one of her class assignments was to interview a business manager. When she approached her uncle about the assignment, he told her that he felt she would get a better feel for management if she would "shadow" him for a day. So, over fall break, she had spent the day with him. He had spent his day dealing with a variety of issues. The first agenda item for the day had been a meeting with the division manager who was having difficulties meeting his target amount due to his inability to motivate his employees. Then it had been off to the assembly line floor to inspect a new procedure for filling cereal boxes. Lunch had been with a group of local CEOs where everything from the new hiring laws to the latest economic reports had been discussed. After lunch, Shawna had sat in on a meeting where the
five- year strategic plan for the company was being evaluated. All in all, it had been a day full of information Shawna could use for her class assignment.
Inspecting the new procedure for filling cereal boxes is an example of which of the following competencies?

A)interpersonal skills
B)conceptual skills
C)political skills
D)technical skills

Question 50

If you get more output for a given input, you have

A)decreased efficiency.
B)decreased effectiveness.
C)increased effectiveness.
D)increased efficiency.

Question 51

When the CEO of a large retail store chain decided to sell off or close some of the locations that were not profitable, he was performing the management function referred to as____________ .

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

Question 52

According to Mintzberg, which management role includes entrepreneur, disturbance handler, resource allocator, and negotiator?

A)interpersonal
B)planning
C)informational
D)decisional

Question 53

Managers in both small and large organizations perform essentially the same activities; only ____________and the____________ is/are different.

A)how they go about them; company budgets
B)length of time they spend on each; professionalism used
C)how they go about them; proportion of time they spend on each
D)the proportion of time they spend on each; number of employees

Question 54

Which of the following is not one of the values of studying management described in chapter 1?

A)Gives you insight into your personality and behavior
B)Gives insight into the way that organizations work
C)Recognizes the important role that management and managers play in society
D)Provides essential knowledge to be effective in managerial positions

Question 55

The skill that centers on a manager's ability to build a power base and establish the "right" connections is known as ____________skill.

A)conceptual
B)technical
C)political
D)interpersonal

Question 56

____________are responsible for carrying out the decisions and objectives that are developed by middle level managers.

A)Operatives
B)First- line supervisors
C)Both A and B.
D)Functional managers

Question 57

____________are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members.

A)Top managers
B)First- line supervisors
C)Middle managers
D)Operatives

Question 58

Martin is the Branch manager at Montana Mutual Saving Bank. If he is your average middle manager, which of the four management activities is he likely to spend the greatest amount of time?

A)Controlling
B)Negotiating
C)Planning
D)Leading

Question 59

Managers in not- for- profit organizations, as opposed to profit- seeking organizations, do not face a(n)____________test for performance.

A)employee accountability
B)management by objectives
C)evaluation
D)profit- maximizing

Question 60

In the early part of the 20th century, a French industrialist by the name of ____________ wrote that managers perform five functions, referred to as the management process.

A)Henry Mintzberg
B)Douglas McGregor
C)Max Weber
D)Henri Fayol

Question 61

Almost everything managers do requires them to

A)hold meetings
B)allocate resources
C)make decisions
D)plan

Question 62

A universally accepted model of what a successful manager looks like would be described as____________ .

A)one who possesses all management skills at high levels
B)one who practices the four universal processes or functions
C)one who executes all of the roles in a professional manner
D)there is no universally accepted model of a successful manager

Question 63

Ann is the CEO of a large manufacturing plant. She has spent her day trying to ensure that the light bulbs coming off the assembly line light 99.4% of the time. She has spent her day performing the management process of

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

Question 64

Developing an organization's structure may include creating rules and regulations, giving some members supervisory control over other members, or____________ .

A)writing job descriptions
B)forming work teams
C)creating viable pay and benefits
D)both A and B

Question 65

Doing a job in a way that achieves results without wasting any resources is referred to as being____________ .

A)effective
B)efficient
C)conservative
D)both A and B

Question 66

Small businesses account for ____________of all non- farm businesses in the United States.

A)79%
B)98%
C)27%
D)38%

Question 67

Which skill centers on a manager's mental ability to coordinate all of the organization's interests and activities?

A)political
B)conceptual
C)technical
D)interpersonal

Question 68

____________is not an example of a title of a middle manager.

A)Division manager
B)First- line
C)Dean
D)District manager

Question 69

Nancy's strength as a manager lies in her ability to work with people. She is able to work with, motivate, and lead others easily. Nancy is demonstrating which managerial skill?

A)technical
B)political
C)conceptual
D)interpersonal

Question 70

Annie's Pies produces cakes and pies that come in 207 different flavors that are shipped across the USA. Each week, 3 or 4 new flavors are added. Annie's produces high quality cakes and pies using the best ingredients, it wastes little, and few employees work overtime because the business operates

A)reliably.
B)flexibly.
C)effectively.
D)efficiently.

Question 71

All of the following are included in the four components of the management process except

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

Question 72

Jerry Bickford is the CFO at Montana Mutual Saving Bank. According to research studies, which management activities are likely to take up the greatest amount of time?

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

Question 73

The goal of Dempsey's Dumpsters is to provide trash services to the city of Apex, whose motto is "The peak of good living." The customers are satisfied with the level of service, but costs at Dempsey's Dumpsters are double that of their competition. Dempsey's is

A)efficient and effective.
B)effective but not efficient.
C)efficient but not effective.
D)neither efficient nor effective.

Question 74

At Augusta College, the Department Head who oversees activities of the faculty is a(n)

A)top manager.
B)first- line manager.
C)middle manager.
D)operative.

Question 75

Becky has joined an organization that promotes the discussion of current management topics. The majority of the managers in North Carolina belong to the organization. Which managerial skill is Becky addressing?

A)interpersonal
B)technical
C)political
D)conceptual

Question 76

The universality of management concept typically applies to all except which of the following countries?

A)Canada
B)Chile
C)Australia
D)United States

Question 77

An organization interested in changing demographics that alter customer and employment markets could benefit from topics taught in a(n)____________course.

A)sociology
B)economics
C)psychology
D)anthropology

Question 78

Which of the following acts as an unambiguous measure of the effectiveness of a business organization?

A)profits
B)increased revenues
C)efficiency
D)employee satisfaction

Question 79

____________courses help managers gain a better understanding of motivation, leadership, trust, employee selection, performance appraisals, and training techniques.

A)Psychology
B)Political science
C)Anthropology
D)Sociology

Question 80

Which of the following is not a managerial role identified in Mintzberg's Model?

A)Informational
B)Interpersonal
C)Decisional
D)Functional