Homework answers / question archive / Chapter 6            MANAGEMENT AND LEADERSHIP IN TODAY’S ORGANIZATIONS     TRUE-FALSE QUESTIONS   1

Chapter 6            MANAGEMENT AND LEADERSHIP IN TODAY’S ORGANIZATIONS     TRUE-FALSE QUESTIONS   1

Management

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Chapter 6            MANAGEMENT AND LEADERSHIP IN TODAY’S ORGANIZATIONS

 

 

TRUE-FALSE QUESTIONS

 

1. Management is the process of guiding the development, maintenance, and allocation of objectives.

a. True

b. False

 

2. One of the basic functions of management is controlling.

a. True

b. False

 

3. Planning is the process of deciding what needs to be done to achieve organizational objectives; identifying when and how it will be done, and determining by whom it should be done.

a. True

b. False

 

4. Strategic planning is long-range, formulated by top management, and made as if the company operated in a vacuum

a. True

b. False

 

5. The lowest level of management is engaged in strategic planning process.

a. True

b. False

 

6. The short-range, detailed planning that focuses on current operations is called functional planning.

a. True

b. False

 

 7. A good manager is never faced with unforeseen problems.

a. True

b. False

.

 

8. Arranging a firm's human and material resources to carry out plans is called organizing.

a. True

b. False

 

9. Dividing up the tasks (division of labor) is an important part of organizing.

a. True

b. False

 

10. Leadership is the process of guiding and motivating others toward the achievement of organizational goals.

a. True

b. False

 

11. A manager who makes one-directional decisions and seeks no input from her subordinates can be described as having an autocratic leadership style.

a. True

b. False

 

12. The three participative leadership styles are consultative, democratic, and socialistic.

a. True

b. False

 

13. Control is the mechanism for making sure the other three managerial functions--planning, organizing, and leadership--are operating smoothly.

a. True

b. False

 

14. The first step in setting up a control process is to measure performances.

a. True

b. False

 

15. Performance standards and feedback are essential goals of the organizing function of management.

a. True

b. False

 

16. A warehouse manager who is placing a reorder for maintenance supplies for delivery vehicles would be making a programmed decision.

a. True

b. False

 

17. Managers must act in interpersonal, informational, and decisional roles.

a. True

b. False

 

18. A manager who is acting as a leader, figurehead, or a liaison is acting in the informational role.

a. True

b. False

 

19. Technical skills are usually utilized at the lower levels of the organization.

a. True

b. False

 

20. The ability to work with people and be sensitive to worker's needs are examples of human relations skills.

a. True

b. False

 

21. Supervisory managers are the ones that primarily need to have strong conceptual skills.

a. True

b. False

 

22. The ability to repair hospital diagnostic machines is an example of a conceptual skill.

a. True

b. False

 

23. A manager’s ability to operate in diverse cultural environments depends primarily on his or her human relations skills.

a. True

b. False

 

24. Crisis, both internal and external, do not affect well-managed organizations.

a. True

b. False

 

25. The proliferation of information technology no longer has any effect on today’s managers.

a. True

b. False

 

 

 

 

MULTIPLE CHOICE QUESTIONS

 

1. _____ is the process of guiding the development, maintenance, and allocation of resources needed to attain organizational goals.

A. Functional coordination

B. Strategic planning

C. Tactical planning

D. Motivation

E. Management

 

2. Management involves:

A. organizing

B. controlling

C. leadership

D. planning

E. all of the above

 

3. Which of the following is NOT one of the four functions of management?

A. Planning

B. Controlling

C. Organizing

D. Budgeting

E. Leadership

 

4. The world’s largest bank. Deutsche Bank set as its objective to make its name more recognizable in the United States.  The success of its decision to sponsor a PGA golf tournament to accomplish this organizational objective will ultimately depend on which management function?

A. Planning

B. Controlling

C. Organizing

D. Communicating

E. Leadership

 

5. Manila Water, the provider of the water and sewerage services in the capital of the Philippines has purchased the government owned water and sewerage system for the entire country.  It promises to make the nation's water and sewerage system run as efficiently and profitably as the one it operates in Manila.  The development, maintenance, and allocation of resources to achieve its goal will require:

A. processing

B. organizing

C. leadership

D. planning

E. controlling

 

6. An organization's _____ is its general purpose or reason for existence.

A. concept

B. mission

C. tactic

D. business technique

E. corporate culture

 

7. Reader’s Digest Association, Inc., has published Reader’s Digest magazine for over 80 years, and many believe the publication is dated and can no longer attract many readers.  They believe _____ plans are needed to revamp the magazine’s content, editorial staff, and readership.

A. tactical

B. operational

C. supervisory

D. strategic

E. functional

 

8. Manila Water, the provider of the water and sewerage services in the capital of the Philippines has purchased the government owned water and sewerage system for the entire country.  It promises to make the nation's water and sewerage system run as efficiently and profitably as the one it operates in Manila.  To achieve this goal, Manila Water's top management will first need to engage in _____ planning to determine what resources are needed to achieve this goal. 

A. tactical

B. operational

C. supervisory

D. strategic

E. functional

 

9. _____ planning is the creation of long-range, comprehensive objectives and the development of long-term courses of action.

A. Tactical

B. Strategic

C. Operational

D. Supervisory

E. Functional

 

10. _____ planning is short-range, detailed planning that is based on long-range planning.  It typically has a time frame that is less than one year long.

A. Tactical

B. Strategic

C. Hands-on

D. Procedural

E. Functional

 

11. The world’s largest bank, Deutsche Bank, set as its objective to make its brand name as recognizable in the United States as FedEx and Visa are over the next ten years.  The implementation of this long-range plan would require _____ planning.

A. functional

B. tactical

C. procedural

D. supervisory

E. autocratic

 

12. After the World Cup soccer games, Puma, the German sporting goods manufacturer, increased its end-of-year sales target by $641 million.  Puma developed _____ plans with a goal that extra sales would come from new product categories the company was introducing, sale of soccer equipment, and consolidation of several subsidiaries.

A. functional

B. tactical

C. procedural

D. supervisory

E. autocratic

 

13. A _____ is a formal document that states an organization’s purpose and reason for existing and describes its basic philosophy.

A. corporate manifesto

B. mission statement

C. vision

D. company proclamation

E. principle of existence

 

14. The _____ of the Booth Western Art Museum reads, “The Booth Western Art Museum will educate, entertain, and inspire a diverse audience by creating a place where people feel welcome, find meaning and value, and delight in exploring the uniqueness of Western American art and culture.”

A. corporate manifesto

B. mission statement

C. contingency goal

D. company proclamation

E. principle of existence

 

15. According to the _____ of the New Mexico Nurses Association, the organization "is committed to advocating for all licensed nurses, promoting lifelong learning, and improving health care for all people."

A. corporate manifesto

B. mission statement

C. contingency goal

D. company proclamation

E. principle of existence

 

16. Dean Jager is the supervisor of the volunteer staff at the Booth Western Art Museum.  He makes the work assignments, determines work schedules, and makes sure the museum uses all its volunteer staff efficiently. Jager is involved in _____ planning.

A. strategic

B. hands-on

C. functional

D. operational

E. procedural

 

17. Management needs to be prepared to deal with problems and seize opportunities as they arise.  A company often identifies alternative courses of action to be taken if events undercut a strategic or tactical plan.  These are called _____ plans.

A. functional

B. participative

C. procedural

D. technical

E. contingency

 

18. A clothing wholesaler that buys most of its inventory from manufacturers in the Caribbean should have a _____ plan in the event a hurricane demolishes the manufacturing facility of one of its principal suppliers.

A. contingency

B. hierarchical

C. functionally-oriented

D. supply-demand

E. nonprogrammed

 

19. Victorinox is the name of the company that manufactures Swiss army knives.  As a result of new regulations governing what passengers could carry with them on airplane trips, the company has lost 30 percent of its business.  In other companies, this might have led to business failure, but because Victorinox had _____ plans, it was able to continue to operate profitably.

A. contingency

B. hierarchical

C. functionally-oriented

D. supply-demand

E. programmed

 

20. _____ is the process of arranging the structures and relationships of human and material resources to carry out an organization's plans.

A. Leadership

B. Organizing

C. Communicating

D. Planning

E. Controlling

 

21. _____ provides the structure of people, positions, departments, and activities within which the company objectives can be accomplished.

A. Leadership

B. Communicating

C. Organizing

D. Planning

E. Controlling

 

22. Spring Airlines is a start-up business in China.  It uses the management function of ____ to arrange that the three airplanes it operates are where they are supposed to be when they are supposed to be and have the appropriate number of operating personnel. 

A. organizing

B. controlling

C. communicating

D. planning

E. leadership

 

23. Two co-workers at Nortel came up with an idea for renting software over the Internet.  Nortel’s top management liked the idea and set up a special division called Channelware devoted to taking the idea and making a new product.  The establishment of a new company and assigning the employees in the division the task of making an idea a reality requires which management function?

A. Organizing

B. Controlling

C. Communicating

D. Planning

E. Leadership

 

24. The Austrian-company Wienerberger is the world's largest brickmaker.  It had to use the management function of _____ when it integrated the employees and manufacturing facilities that it gained from a merger with a brickmaking company in Great Britain.

A. planning

B. controlling

C. directing

D. communicating

E. organizing

 

25. Most firms have three distinguishable levels of management.  They are:

A. low, middle, and chief

B. functional, middle, and staff

C. supervisory, middle, and top

D. operational, supervisory, and top

E. functional, operational, and strategic

 

26. The lowest level of management, which usually has the most people to manage, is called _____ management.

A. top

B. middle

C. strategic

D. supervisory

E. functional

 

27. Middle managers usually:

A. act as representatives to other firms

B. set overall goals and objectives

C. manage the employees on the assembly line

D. carry out plans and policies of top management

E. act as figureheads for the company

 

28. A relatively small group of managers at the head of an organization that establishes overall strategy and long-range goals is called _____ management.

A. functional

B. supervisory

C. top

D. middle

E. operational

 

29. Top management usually performs all of the following tasks EXCEPT:

A. establish long-range plans

B. formulate basic policies of operation

C. direct workers on the assembly line

D. develop strategic plans

E. review new product development

 

30. Manila Water, the provider of the water and sewerage services in the capital of the Philippines has purchased the government owned water and sewerage system for the entire country.  In terms of the managerial hierarchy, its president Antonino Aquino is in _____ management.

A. functional

B. coordination

C. supervisory

D. middle

E. top

 

31. _____ managers are the managers concerned with implementing the plans and policies of top managers and supervising lower-level managers.

A. Functional

B. Middle

C. Coordinating

D. Supervisory

E. Operational

 

32. Plant manager Peter Kwillen receives the master budget from divisional headquarters and breaks it down for the three shift managers.  He coordinates with other plant managers and manages lower-level managers.  Kwillen is a(n) _____ manager.

A. functional

B. coordination

C. supervisory

D. middle

E. operational

 

33. Pele Arnaz is a plant foreman for a generator manufacturer.  He spends his day carrying out operational plans for the ongoing daily activities of the plant.  Arnaz is a _____ manager.

A. functional

B. coordination

C. supervisory

D. middle

E. strategic

 

34. Dean Jager is in charge of the volunteer staff at the Booth Western Art Museum.  He makes the work assignments, determines work schedules, and makes sure the museum uses all of its volunteer staff efficiently.  Jager is a _____ manager.

A. functional

B. coordination

C. supervisory

D. top

E. strategic

 

35. _____ is the process of guiding and motivating others toward the achievement of organizational goals.

A. Leadership

B. Communications

C. Power

D. Influence

E. Management

 

36. Manila Water, the provider of the water and sewerage services in the capital of the Philippines has purchased the government owned water and sewerage system for the entire country.  It promises to make the nation's water and sewerage system run as efficiently and profitably as the one it operates in Manila.  Its primary challenge will be the management function of ____ because it needs to convince the 2,000 employees it inherited from the government-owned facility to work more efficiently.

A. organizing

B. controlling

C. communicating

D. planning

E. leadership

 

37. Leadership is:

A. measuring performance against standards

B. monitoring goals

C. guiding others to achieve specific goals

D. departmentalizing work segments

E. developing a budget

 

38. Stuart McFarland is sales manager for a hotel.  His job entails leading, motivating, and communicating with employees.  McFarland’s main management activity is:

A. organizing

B. controlling

C. communicating

D. planning

E. leadership

 

39. Which of the following is NOT one of the five key types of power?

A. Reward

B. Expert

C. Referent

D. Legitimate

E. Influential

 

40. Manila Water, the provider of the water and sewerage services in the capital of the Philippines has purchased the government owned water and sewerage system for the entire country.  It promises to make the nation's water and sewerage system run as efficiently and profitably as the one it operates in Manila.  Its primary challenge will be to convince the 2,000 employees it inherited from the government-owned facility to work more efficiently.  Manila Water sought to boost employee morale by linking pay to performance.  In other words, management has used its _____ power to improve employee productivity.

A. influential

B. referent

C. reward

D. legitimate

E. coercive

 

41. Two co-workers at Nortel came up with an idea for renting software over the Internet.  Nortel’s top management liked the idea and set up a special division called Channelware devoted to taking the idea and making a new product.  The ability of the Nortel top management to create this new division and assign employees to it is a result of their having _____ power.

A. coercive

B. conceptual

C. referent

D. legitimate

E. influential

 

42. Airline stewards in China will remove someone from the plane if they attempt to bring their own food with them.  Instead, passengers must buy the food sold on the plane.  The stewardesses have been given _____ power to deal with passengers who won't obey the rules.

A. influential

B. referent

C. reward

D. legitimate

E. coercive

 

43. Medical diagnostic equipment specialist Georgiana Rutland was asked to attend a medical conference in which the attendees discussed new uses for laser technology in diagnosing certain types of cancer.  Rutland exerted considerable influence over the decisions to adopt the laser technology because of her _____ power.

A. expert

B. legitimate

C. referent

D. controlling

E. coercive

 

44. Hassan Nasrallah, the leader of Hizbullah: grew up very poor but very smart, and although he wears the robes of a minor Shiite cleric, he is a world-class politician. He has been called the most charismatic figure in the Muslim world.  Nasrallah exerts _____ power over his followers.

A. controlled

B. coordinating

C. referent

D. legitimate

E. innate

 

45. Jack Welch, former CEO of General Electric, was known by his employees as “Bloody Jack” because of the downsizing and restructuring he insisted the company do if its various departments were unable to achieve organizational goals.  Knowing this nickname, you can assume that Welch used _____ power to accomplish his goals for GE.

A. controlled

B. coordinating

C. coercive

D. conceptual

E. innate

 

46. When your boss gives you a raise, he or she is using _____ power.

A. legitimate

B. controlling

C. referent

D. reward

E. expert

 

47. The relatively consistent pattern of behavior that characterizes a leader is called his or her _____ style.

A. decision

B. leadership

C. strategic

D. functional

E. conceptual

 

48. Among managers there are three distinctive leadership styles.  They are:

A. autocratic, open-door, and democratic

B. competitive, autocratic, and group-centered

C. committee, open-door, and closed-door

D. autocratic, participative, and free-rein

E. free-rein, democratic, and group-centered

 

49. In order to attract younger customers to the Lacoste brand of clothing, CEO Robert Siegel made all of the major decisions in product planning, distribution, and promotion.  He asked for no input from his employees.  Siegel used a(n) _____ style to increase Lacoste's sales.

A. one-directional

B. autocratic

C. consultative

D. closed-door

E. self-centered

 

50. Dewayne Gibbons of Burger King decided to introduce a new sliced chicken sandwich without consulting any of his subordinates or the franchise.  Managers who use this style of decision making exhibit the _____ style of leadership.

A. consultative

B. one dimensional

C. closed-door

D. laissez-faire

E. autocratic

 

51. The CEO of Whole Foods Markets is John Mackey.  It has a set of quirky management rules that makes Whole Foods an odd but effective workplace. Every store is divided into about eight functional teams: An employee is hired provisionally to a store team.  After four weeks of work, the team votes whether to hire him or her; a two-thirds yes vote is necessary to join the staff permanently.  Which leadership style appears to be used by Whole Foods?

A. Autocratic

B. Multi-dimensional

C. Reactive

D. Democratic (participative)

E. Defensive

 

52. Steve Miller, group managing director of the Royal Dutch/ Shell Group of Companies, uses what has been labeled as "grassroots leadership." He devotes more than 50 percent of his work time to getting input from the company's front-line employees. By listening to their suggestions, the company has increased its productivity and placed an emphasis on quality.  His leadership style is:

A. autocratic

B. multi-dimensional

C. reactive

D. participative

E. defensive

 

53. Luca Villanova has a major decision to make about how to increase attendance for the professional soccer team he owns.  He wants to call his players and coaches together, generate alternatives, and come up with a solution by mutual agreement and vote.  His style of leadership is called:

A. autocratic

B. semi-autocratic

C. democratic (participative)

D. consultative

E. open-door

 

54. The three types of participative leaders are:

A. semi-autocratic leaders, autocratic leaders, and empowering leaders

B. consensual leaders, democratic leaders, and consultative leaders

C. consensual leaders, and autocratic leaders and participative leaders

D. empathetic leaders, empowering leaders and laissez-faire leaders

E. empowering leaders, global leaders, and consultative leaders

55. Andy Pearson ran PepsiCo Inc. for nearly 15 years, driving revenues from $1 billion to $8 billion.  In 1980, Fortune named him one of the 10 toughest bosses in the United States. Pearson was singled out for the relentless demands that he put on his people. As one employee put it, Pearson's talents were often "brutally abrasive."  Every year, without hesitation, he fired the least productive 10% to 20% of his workforce.  Pearson used a(n) _____ leadership style.

A. autocratic

B. multi-dimensional

C. reactive

D. democratic

E. defensive

 

56. Luca Villanova has a major decision to make about how to increase attendance for the professional soccer team he owns.  He wants to call his players and coaches together, generate alternatives, and come up with a solution by mutual agreement and vote.  Villanova is an example of which style of democratic leader?

A. Open-door

B. Consensual

C. Laissez-faire

D. Participative

E. Empowering

 

57. Asan Linhoud has a major decision to make regarding whether to create a new sales territory or simply add customers to existing territories.  He asks for suggestions from his sales reps but will make his own decision.  This style of leadership is called:

A. consultative

B. open-door

C. participative

D. group-centered

E. democratic

 

58. At IBM, the MDX group is at a crossroad about how to market a new software package.  Judy Ramsby, the head of the group, has told the group of managers that "it is up to the group.  As long as they don't violate company policy, the decisions are up to them."  Judy Ramsby is practicing a(n) _____ leadership style.

A. autocratic

B. open door

C. free rein

D. open alternative

E. consultative

 

 

 

 

59. Which two different leadership styles use empowerment?

A. Free-rein and laissez-faire

B. Autocratic and free-rein

C. Laissez-faire and contextual

D. Laissez-faire and participative

E. Autocratic and participative

 

60. _____ means giving employees increased autonomy and discretion to make decisions as well as control over the resources needed to make those decisions.

A. Indoctrination

B. Responsibility

C. Influence assignment

D. Laissez-faire

E. Empowerment

 

61. If a customer at a Target store brings a purchase to checkout, and the item is not priced, the clerk at the register can ask the customer what the price is.  If the price is $25 or less, the clerk does not have to do a price check.  The clerk has been given the authority to trust the customer to have quoted the correct price.  This sort of discretionary power is called:

A. indoctrination

B. responsibility

C. influence assignment

D. laissez-faire

E. empowerment

 

62. _____ is the set of attitudes, values, and standards that distinguishes one organization from another.

A. The mission statement

B. Strategic policy

C. Corporate policy

D. Corporate culture

E. Strategic environment

63. Which of the following statements about corporate culture is true?

A. Corporate culture evolves over time.

B. Corporate culture is intangible.

C. Corporate culture is based on the accumulated history of the organization.

D. Corporate culture can have a strong impact on a company’s success.

E. All of the above statements about corporate culture are true.

 

64. Creative Good is a 35-person strategy-consulting firm that believes you must create a good employee experience to offer a good customer experience. Toward this goal, Creative Good focuses on collaborative workshops, full-staff meetings, and a company-wide emphasis on relationships and communication--from the customer to the client, to the employees of Creative Good, and to the company's leaders.  This description represents the _____ of Creative Good.

A. mission statement

B. strategic policy

C. corporate policy

D. corporate culture

E. strategic environment

 

65. _____ is the process of ensuring that the organization's objectives are being met and of correcting deviations from the plan.

A. Planning

B. Leadership

C. Controlling

D. Staffing

E. Communicating

 

66. Gillette wanted to make its distribution system more efficient.  It decided to implant a tiny computer chip in each of its products’ packages, so it could track its products and improve its inventory management.  Which management function would be used to achieve the goal of greater efficiency?

A. Planning

B. Organizing

C. Controlling

D. Staffing

E. Communicating

 

67. The first step in controlling is to:

A. take corrective action

B. measure performance against standards

C. monitor goals

D. explain the meaning of goals

E. establish performance standards

 

68. Raja Hossein monitors the quality of staplers manufactured under the brand name Bostitch.  If a stapler doesn't meet the standards that are agreed upon, an employee in his department puts the stapler in a reject pile.  What function is Hossein performing?

A. Planning

B. Coordinating

C. Controlling

D. Leadership

E. Organizing

 

69. All of the following are elements of controlling EXCEPT:

A. setting performance standards

B. subordinating

C. monitoring performance standards

D. measuring performance standards

E. feedback

 

70. Feedback is an important part of which function of management?

A. Planning

B. Coordinating

C. Controlling

D. Leadership

E. Organizing

 

71. The three basic roles of management are:

A. informational, educational, and operational

B. educational, operational, and intrapersonal

C. interpersonal, decisional, and informational

D. decisional, operational, and interpersonal

E. interpersonal, intrapersonal, and informational

 

72. According to the Sports Business Journal, Levy Restaurants is the leading purveyor of premium food at major sports venues.  Even before the sports event begins, George Scott, a director of the company, will have already walked more than a dozen laps. He will cover several miles in the course of a game, studying each food stand and cart for anything amiss--long lines, empty or messy condiment stations, not enough smiles from employees. Scott acts in a(n) _____ role.

A. informational

B. interpersonal

C. organizational

D. functional

E. coordinational

 

73. When manager Mariah Pitner delivered the company's financial report to local bankers and analysts, she was acting in a(n) _____ role.

A. decisional

B. interpersonal

C. intrapersonal

D. strategic

E. informational

 

74. The manager of a chain of dry cleaning stores gathers the competitions' advertisements for analysis and review.  She needs these data to help the chain devise its own advertising strategy.  The manager is acting in the _____ role.

A. informational

B. interpersonal

C. organizational

D. functional

E. coordinational

 

75. As an informational manager, Lia Morris would do all of the following EXCEPT:

A. seek advertising information from various newspapers

B. transmit a magazine article to subordinates

C. release information to people outside the firm

D. direct and counsel subordinates in daily activities

E. read news releases about the competition

 

76. The _____ role of a manager consists of relationships with other people as figurehead, leader, and liaison.

A. informational

B. interpersonal

C. intrapersonal

D. decisional

E. coordinator

 

77. When John Mackey, CEO of Whole Foods Markets, hosted a fundraising event in his role as honorary chairman of the national People for the Ethical Treatment of Animals (PETA) organization, he is fulfilling his _____ managerial role.

A. informational

B. decisional

C. liaison

D. interpersonal

E. coordinational

 

78. In the _____ management role, managers act as liaisons and develop and maintain contacts outside their own departments.

A. interpersonal

B. decision making

C. informational

D. functional

E. coordinating

 

79. Allocation of resources, approval of projects, and authorization of budgets are all activities that a manager performs in his or her _____ management role.

A. interpersonal

B. functional

C. decisional

D. coordinating

E. informational

 

80. Textron Corporation is establishing a legal division.  The newly appointed head of the division is organizing, hiring people, and operating the division.  This division head is performing a(n) _____ management role.

A. decisional

B. informational

C. intrapersonal

D. functional

E. educational

 

81. New Bedford College keeps all of its records on computers.  When a student registers for a class, the computer is checked to make sure that the student has all of the prerequisites for the class.  Last fall, the computer went down during the first day of registration.  The registrar’s office had to make a _____ decision in which it was decided that the registration period would be extended to an unprecedented five days even though this would mean that classes would have to start later, and there would be fewer class meetings.

A. cultural

B. programmed

C. supervisory

D. precedented

E. nonprogrammed

 

82. According to the Sports Business Journal, Levy Restaurants is the leading purveyor of premium food at major sports venues. Levy has fed the masses at the Super Bowl, the Grammys, the Kentucky Derby, and the NBA All-Star Game. It catered last year's World Series and the MTV Video Music Awards, plus hundreds of regular-season games of football, baseball, basketball, hockey, and NASCAR races.  So when the company purchased 150 pounds of steak and chicken, eighty pounds of noodles, ingredients for 48 gallons of shrimp bisque, 400 sushi rolls, and 25 pounds of jambalaya and succotash, it was more than likely a _____ decision.

A. cultural

B. programmed

C. supervisory

D. precedented

E. nonprogrammed

 

83. Managers typically follow five steps in the decision-making process.  The first step is to:

A. gather information

B. evaluate the strengths and weaknesses of potential decisions

C. recognize or define the problem or opportunity

D. establish a budget

E. create organizational goals

 

84. According to the Sports Business Journal, Levy Restaurants is the leading purveyor of premium food at major sports venues. It has chefs that specialize in the preparation of various foods working at different sports venues.  For the Super Bowl, Levy flew in more than two dozen of its chefs from venues to prepare food to feed the Super Bowl crowd.  The chefs had the necessary _____ skills.

A. hierarchical

B. technical

C. functional

D. subordinate

E. tactical

 

85. The specialized knowledge and ability that a person brings to a job, such as computer programming, is called a(n) ______ skill.

A. hierarchical

B. technical

C. functional

D. subordinate

E. tactical

 

86. Which of the following statements about managerial skills is true?

A. Technical skills tend to be used most by managers at lower levels of an organization.

B. Conceptual skills tend to be used most by top-level managers.

C. Human relations skills, while used throughout the organization, are most needed by first-level managers.

D. Managers use global management skills to operate in a culturally diverse environment.

E. All of the above statements about managerial skills are true.

 

 

87. Alysha Johnson is a manager who communicates effectively, successfully motivates and leads her workers, and allows them leeway in making decisions.  Copeland is said to have good:

A. functional techniques

B. manners

C. human relations skills

D. technical skills

E. strategic techniques

 

88. All of the following are human relations skills EXCEPT:

A. effective communication

B. ability to work with people

C. sensitivity to workers' needs

D. willingness to let subordinates make decisions

E. ability to program a computer

 

89. Kent Huston is a middle manager at a management consulting company.  He has the ability to negotiate, impress the right people, and make the right connections.  Huston has _____ skills.

A. human relations

B. conceptual

C. technical

D. functional

E. developmental

 

90. The ability to view an organization as a whole, to understand how the various parts fit together, and how it relates to other organizations is a(n) _____ skill.

A. conceptual

B. strategic

C. tactical

D. organizational

E. hierarchical

 

91. Tawna Reed was hired for a top managerial position in Nike Corporation because she had creative ability and a good overall feel for the athletic shoe industry.  Reed is said to have good _____ skills.

A. human relations

B. technical

C. conceptual

D. strategic

E. functional

 

92. _____ skills refer to the manager’s ability to operate in diverse cultural environments.

A. Human relations

B. Global management

C. International

D. World-centered

E. Ethnocentric

 

93. Which of the following is NOT a current trend in management and leadership?

A. the need to prepare for crisis management

B. increasing need for global management skills

C. the growing use of information technology

D. increasing dependence on autocratic leadership

E. outside directors

 

94. No matter what the crisis, there are some basic guidelines managers should follow to minimize the negative outcomes.  Which of the following is an example of one of those guidelines?

A. Managers should avoid any direct contact with the press.

B. Managers should release ambiguous statements to the media to give them time to assess the problem.

C. Managers should ask for help if it is needed.

D. Managers should take their time so they can have a thorough understanding of the crisis and have all the information on how to handle it at their fingertips.

E. All of the above statements about examples of guidelines for dealing with crises.

 

95. _____ skills refer to a manager's ability to operate in diverse cultural environments.

A. Global management

B. Human relations

C. Professional

D. Diversity

E. Cultural

 

 

FILL-IN-THE-BLANK QUESTIONS

 

1. _____ is the art of attaining organizational objectives through use of people and other resources.

 

2. _____ is using the least possible amount of resources to get work done.

 

3. _____ is the setting of goals and then the design of the strategies, policies, and methods for achieving the goals.

 

4. _____ planning is creating long-range, comprehensive objectives and figuring out how to achieve them.

 

5. The short-range planning that details the methods of current operations and is usually done by supervisory management is called _____ planning.

 

6. "If sales for the quarter drop by 10 percent or more, there will be an automatic cut in managers' travel and expense budgets."  This type of change in a tactical plan is called a _____ plan.

 

 

7. _____ is the management process of coordinating and allocating a firm’s resources in order to carry out its plans.

 

8. The lowest level of management, which usually carries out the daily operations, is called _____ management.

 

9. _____ is the process of guiding and motivating people toward the achievement of organizational goals

 

10. Managers who try to solve problems on their own without seeking advice from others in the organization use the _____ leadership style.

 

11. A manager who turns over all authority and control to the group is using a _____ leadership style.

 

12. When _____, the manager checks the organization’s performance standards against its objectives and goals.

 

13. If the organization is not meeting its performance standards, then it must take corrective action.  The system that pinpoints problems and triggers some kind of corrective action is called a _____ system.

 

14. A manager who delivers financial reports to local bankers and analysts and disseminates stories to the newspaper is performing an _____ role.

 

15. A learned, specialized skill, such as welding or programming a computer, is called a _____ skill.

 

16. The ability to see how the parts of an organization fit together and to relate it to other organizations is called a _____ skill.

 

17. _____ skills are the ability to operate in diverse cultural environments.

 

 

SHORT ANSWER QUESTIONS

 

1. What is management?

 

2. List the four basic types of planning.

 

3. Define organizing as a process of management.

 

4. What basic type of management is typically performed by middle managers?

 

5. Which management level is typically responsible for implementing operational plans?

 

6. List the five primary sources or bases of power.

 

 7. What is a leadership style?

 

8. List the three types of participative leadership.

 

9. What two types of leadership style use empowerment?

 

10. What is another name for a free-rein leadership style?

 

11. What is the first step in the control process?

 

12. List the three basic categories of managerial roles.

 

13. What is the first step in making a nonprogrammed decision?

 

14. Managerial skills fall into four basic categories.  What are they?

 

15. What type of management did the executives at Dell Computer Company have to use when the media revealed that the batteries in the Dell portable computers were likely to catch on fire?

 

16. What are global management skills?