Deck 7: Management, Leadership, and the Internal Organization

Question 1

Tactical planning involves current and near-term activities required to implement companywide strategies.

Answer 1

True

Question 2

First-line managers need to be directly involved in the day-to-day details of their firms.

Answer 2

True

Question 3

Middle managers develop detailed plans and procedures to implement the firm's strategic plans.

Answer 3

True

Question 4

Sometimes taking an ethical stand can cost a company lost revenues.

Question 5

An auto parts store establishes a policy requiring that customer service representatives respond to website emails within three business days. This policy is a result of the company's operational planning.

Question 6

A baseball manager would be classified as middle management.

Question 7

Team leaders and section chiefs are typically part of middle management.

Question 8

Conceptual skills are especially important for supervisors since they develop long-range plans for the future direction of their organizations.

Question 9

The directing function is a vital responsibility of top management.

Question 10

The principles of management apply to both Walmart and United Way.

Question 11

Organizing lays the groundwork for all management functions.

Question 12

In practice, ethical decisions are clear cut and easy to make.

Question 13

The basic purpose of directing is to evaluate the success of the planning function.

Question 14

One purpose of a company's vision is to differentiate itself from its competitors.

Question 15

Top managers devote most of their time to developing long-range plans for their organizations.

Question 16

Setting a high ethical standard helps motivate employees to reach their goals.

Question 17

Contingency planning involves the actual training of workers to respond in emergency situations.

Question 18

Supervisors are near the top of the management pyramid.

Question 19

The decision of Dell to market computers "built to order" was part of its strategic planning.

Question 20

A company's vision should be focused and rigid so the company is NOT in danger of straying from its path to success.

Question 21

Product innovation is an example of competitive differentiation.

Question 22

A willingness to experiment is usually too risky for effective leadership.

Question 23

Deleting a product from the line is an example of a nonprogrammed decision.

Question 24

SWOT is an acronym for strategies, weaknesses, opportunities, and teamwork.

Question 25

Great leaders do NOT share the same qualities.

Question 26

"Lack of financial stability" would be identified in a company's SWOT analysis as a threat.

Question 27

A formal decision-making process is NOT practical for most not-for-profit organizations.

Question 28

CEOs spend most of their time on operational planning.

Question 29

Tactical planning is the primary responsibility of middle managers and supervisors.

Question 30

Mission statements are generally no longer than one or two sentences.

Question 31

Mission statements are guideposts by which managers define the organization's desired performance.

Question 32

Managers engage in planning on a situational basis. It's NOT an everyday activity.

Question 33

The first step in the decision-making process is recognition of a problem or opportunity.

Question 34

Programmed decisions eliminate the time-consuming process of evaluating alternatives.

Question 35

The planning process is the responsibility of managers, NOT general employees.

Question 36

A SWOT analysis enables a firm to develop the best strategies for gaining a competitive advantage.

Question 37

For nonprogrammed decisions, organizations develop rules, policies, and procedures.

Question 38

A mission statement publicizes a company's reason for existence.

Question 39

Renewing a lease is an example of a programmed decision.

Question 40

When the manager of a local auto repair shop decided to expand into a neighbouring town, she was making a nonprogrammed decision.

Question 41

The corporate culture of an organization is influenced by the leadership styles of its managers.

Question 42

Free-rein leaders believe in minimal communication since employees are empowered to make all decisions.

Question 43

Managers use symbols, rituals, and ceremonies to reinforce corporate culture.

Question 44

Democratic leaders give their subordinates the authority to make all decisions.

Question 45

Corporate culture often changes to meet new demands in the business environment.

Question 46

In a company with a strong corporate culture, everyone knows and supports the same principles, beliefs, and values.

Question 47

Danielle runs a restaurant and gives her employees the authority to make on-the-spot decisions to improve customer satisfaction. Danielle is empowering her employees.

Question 48

Departmentalization is the process of dividing work activities into units within the organization.

Question 49

Jorge believes that close supervision of employees stifles creativity, so he allows his employees to make most of their own decisions. Jorge is an example of a free-rein leader.

Question 50

Experts agree that the democratic leadership style is the best style to use.

Question 51

Other than improving employee morale, corporate culture has little impact on a company's success.

Question 52

Managers may switch from one style of leadership to another depending on the situation.

Question 53

Leadership involves the use of power.

Question 54

Autocratic is a leadership style that adjusts in accordance with the situation.

Question 55

Managers at Google encourage employees to make most of their own decisions. This is an example of free-rein leadership.

Question 56

As a firm grows, its organizational structure becomes more simplified.

Question 57

Corporate culture is typically shaped by those who founded and developed the company and those who succeed them.

Question 58

Free-rein leaders believe that employees and managers should make decisions together.

Question 59

The first step in the organizing process is to group work activities in a logical pattern or structure.

Question 60

Empowerment is an important part of democratic leadership.

Question 61

As someone moves up the managerial hierarchy, which skills become relatively more important?

A) technical skills
B) human skills
C) conceptual skills
D) supervisory skills

Question 62

Human skills involve ______.

A) directing and controlling operations
B) understanding knowledge and tools of a specific discipline
C) leading and motivating workers
D) seeing the organization as a unified whole

Question 63

In deciding on a form of departmentalization, managers take into account the type of product they produce, the size of their company, their customer base, and the location of their customers.

Question 64

Management is the process of achieving ______ through people and other resources.

A) profits
B) status
C) organizational objectives
D) societal objectives

Question 65

Work organized by the different types of goods and services is called product departmentalization.

Question 66

A trend toward decentralization has pushed decision making down to operating employees.

Question 67

Firms organized around business functions such as finance, marketing, and production have process departmentalization.

Question 68

In an organization, authority and responsibility tend to move downward, while accountability moves upward.

Question 69

A single company may implement several different organizational schemes.

Question 70

When Carla instructs new employees on handling customer complaints, she motivates them to respond with patience and a positive attitude. Carla has effective ______ skills.

A) conceptual
B) visionary
C) intuitive
D) human

Question 71

In a committee organization, the ultimate responsibility is still held by one individual.

Question 72

Which level of management includes job titles such as general manager, division manager, or plant manager?

A) staff management
B) top management
C) middle management
D) supervisory management

Question 73

In a line-and-staff organization, staff managers have the authority to give orders to line departments.

Question 74

Most top executives began their careers as which type of expert?

A) technical
B) financial
C) human relations
D) marketing

Question 75

Jackie is a manager who spends most of her time in day-to-day decisions assigning non-managerial employees to specific jobs. Jackie is considered a ______ manager.

A) staff
B) supervisory
C) mid-level
D) technical

Question 76

One disadvantage of a matrix organization is that employees may be confused and frustrated in reporting to two bosses.

Question 77

Tate, president of Progressive Graphics, is highly respected for his ability to analyze and interpret trends in the rapidly changing graphics industry. Tate has effective ______ skills.

A) human relations
B) technical
C) conceptual
D) supervisory

Question 78

Lupe's job duties include such tasks as deciding whether or not to introduce a new product or enter a new foreign market. Lupe is most likely a member of ______ management.

A) middle
B) top
C) supervisory
D) line

Question 79

First-line managers interact continuously with members of the work team. Therefore, they must possess effective ______ skills.

A) conceptual
B) technical
C) visionary
D) human

Question 80

In a line organization, the staff manager has direct control over functions like production and marketing.