Homework answers / question archive / Chapter 1The Nature of Management 1) Management is the process of assembling and using sets of resources in a goal-directed manner to accomplish tasks in an organizational setting

Chapter 1The Nature of Management 1) Management is the process of assembling and using sets of resources in a goal-directed manner to accomplish tasks in an organizational setting

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Chapter 1The Nature of Management

1) Management is the process of assembling and using sets of resources in a goal-directed manner to accomplish tasks in an organizational setting.

 

 

 

2) In the context of an organization, all managers are members but all members are not managers.

 

 

 

 

3) Managing change becomes difficult for managers because employees tend to resist change.

 

 

 

4) The growth of the Internet has increased the importance of human capital.

 

 

 

5) Global events have little effect on the goals that managers set, the decisions they make, and how they coordinate and lead the work of other people.

 

 

 

6) A manager's interpersonal and communication skills are essential to the process of allocating and coordinating resources to accomplish the required tasks of an organization.

 

 

7) A firm's reputation and its employees are both tangible resources.

 

 

 

8) An entrepreneurial mind-set allows a manager to assess uncertainty and take action to exploit any possible opportunities.

 

 

 

9) Frederick Taylor, who is credited to be the "father of modern management," believed that employees are primarily motivated by pay.

 

 

 

10) Planning involves estimating future conditions and circumstances, and based on these estimations, making decisions about the work of the manager and for all employees for whom she or he is responsible.

 

 

 

11) Controlling is important but not a necessary managerial function.

 

 

 

12) Evaluating employee performance on completed tasks is not a part of controlling.

 

 

13) Mintzberg's typology of managerial roles entails three major categories: planning, directing, and controlling.

 

 

 

14) A marketing manager is acting as a figurehead when he or she interacts with key customers to learn about their reactions to new product ideas.

 

 

 

15) According to Mintzberg, the informational roles of a manager are derived from the network of contacts that he or she has built up and maintained.

 

 

 

16) In Mintzberg's management model, the negotiator role often requires managers to make accommodations with other units or other organizations.

 

 

 

17) Decisional roles are relatively unimportant in managerial responsibilities.

 

 

 

18) As the general manager of a steel plant, Frederick Ivanovic has to divide his time between supervising the overall functioning of the plant, resolving conflicts between workers, preparing production reports, and meeting with his seniors to provide them with regular updates. This reflects the constraint dimension of management.

 

 

19) Technical skills involve specialized knowledge about procedures, processes, and equipment and the related abilities of knowing when and how to use that knowledge.

 

 

20) A manager's interpersonal skills include empathy, persuasiveness, and sensitivity.

 

 

 

21) Conceptual skills - such as logical reasoning, judgment, and analytical abilities?are a strong predictor of managerial effectiveness.

 

 

22) ________ is the process of assembling and using sets of resources in a goal-directed manner to accomplish tasks in an organization.

A) Accounting

B) Management

C) Budgeting

D) Planning

 

 

 

 

23) In the context of an organization, members are defined as ________.

A) the nonmanagerial employees

B) all employees

C) the group of rank-and-file employees

D) members of the labor union

 

 

24) In the context of an organization, identify the correct statement from the following.

A) All members are, by definition, parts of collective bargaining units.

B) Union is synonymous with collective bargaining units.

C) All those who are not involved in specific managerial activities must be members of the union.

D) The term member refers to all employees of the organization.

 

 

25) The term ________ refers to any person in an organization without regard to that individual's role in it.

A) management

B) member

C) manager

D) union

 

 

 

26) The term manager refers to anyone who ________.

A) is not a member of a labor union

B) is a member of an organization

C) owns shares in the company

D) plans, controls, and evaluates

 

 

 

27) Which of the following statements is true regarding change in an organization?

A) New managers are usually not expected to create change.

B) Managing change is a lengthy but straightforward task.

C) If employees are resistent to change, the only option left with a manager is to enforce it forcibly.

D) Managers must face the need for change and the opportunity to create change.

 

 

28) The development of new technologies has ________.

A) increased the speed of change implementation

B) reduced the importance of skilled labor

C) restricted the flow of information

D) reduced the time-horizon of strategic planning

 

 

 

29) Which one of the following statements is true about the effects of the Internet on how managers do their jobs?

A) The importance of knowledge has declined.

B) The Internet has reduced the amount of competition in all markets.

C) It offers new ways of accomplishing tasks.

D) It has decreased the importance of entrepreneurs.

 

 

 

30) Which of the following statements about globalization is NOT true?

A) Globalization opens new markets and increases competition.

B) Globalization promotes greater involvement in international markets.

C) Globalization affects the goals, decisions, and responsibilities of managers.

D) Globalization affects large businesses but seldom impacts small businesses.

 

 

 

 

31) Effective managers ________.

A) accept existing resource limits and levels of employee motivation

B) use resources to maximize the achievement of the organization's goals

C) prefer working alone rather than with groups or other individuals

D) let subordinates evaluate people's skills before selecting the best candidate

 

 

32) Managers at ________ establish goals and formulate a strategy for the firm to achieve those goals.

A) the top of the organization

B) all levels of the organization

C) operational levels of the organization

D) functional levels of the organization

 

 

33) When forming the strategy of the major units within an organization, managers should ________.

A) not focus on the human factor

B) be innovative and entrepreneurial

C) assume that conditions will remain stable

D) focus only on existing opportunities

 

 

 

34) Managers who have an entrepreneurial mind-set ________.

A) resist uncertainty and maintain the status quo

B) are found only at the top-level of the organizational hierarchy

C) are alert to new ideas and use them to create value for customers

D) usually avoid risky ventures

 

 

 

 

35) What is the primary legacy of Frederick Taylor?

A) the concept of employee motivation

B) the principles of scientific management

C) the "hierarchy of needs" theory

D) the concept of job enrichment

 

 

36) Which of the following views is consistent with Frederick Taylor's theory?

A) Workers are most motivated by pay.

B) The management should link workers' incentives to their performance.

C) The management should bear in mind that workers function better when tasks are clearly assigned.

D) Workers are best motivated by autonomy.

 

 

 

37) Douglas McGregor is best known for promoting ________ leadership practices in which positive leadership can bring forth greater efforts and levels of achievement from employees.

A) Theory Y

B) Theory X

C) ERG theory

D) Theory Z

 

 

 

38) ________ involves estimating future conditions and circumstances and making decisions based on these estimations.

A) Directing

B) Controlling

C) Organizing

D) Planning

 

 

 

39) ________ translates long-term plans into actions designed to achieve specific and shorter-term goals and objectives.

A) Operational planning

B) Strategic planning

C) Tactical planning

D) Transactional planning

 

 

 

40) Sarah is the business manager of a company manufacturing shoes. After a successful stint in the shoe industry, she begins to consider the viability of expanding the business to the leather bag industry. This is an example of ________.

A) strategic planning

B) functional planning

C) operational planning

D) tactical planning

 

 

 

41) Scott is the business head of a software development firm that wants to increase its market share to 30 percent in the next 5 years. The company feels that the best way to go about this is to acquire smaller firms that have a promising talent pool. In his capacity as a business head, Scott is required to plan how the company will arrange for the necessary finances for these acquisitions. Scott is engaging in ________ for the firm.

A) operational planning

B) product planning

C) tactical planning

D) strategic planning

 

 

 

 

42) ________ identifies the actions needed to accomplish the goals of particular units of the organization or particular product lines in their respective markets.

A) Directional planning

B) Tactical planning

C) Strategic planning

D) Operational planning

 

 

43) Of the four major functions of a manager, ________ involves systematically integrating resources to accomplish tasks.

A) organizing

B) directing

C) planning

D) auditing

 

 

 

44) Of the four major functions of a manager, the purpose of ________ at the most basic level is the attempt to bring order to the organization.

A) directing

B) organizing

C) auditing

D) feedback

 

 

 

45) The managerial function of ________ is the process of attempting to influence other people to attain the objectives of an organization.

A) directing

B) planning

C) auditing

D) organizing

 

 

46) Which of the following is true about the principal managerial functions applicable to modern organizations?

A) Organizing involves strategic and tactical planning.

B) Planning involves identifying the appropriate structure of relationships among positions and the people occupying them.

C) Directing involves leading and motivating those for whom the manager is responsible.

D) Controlling employee behavior is easier for a manager from the middle level management.

 

 

47) The managerial function of ________ is regulating the work of those for whom a manager is responsible.

A) directing

B) controlling

C) planning

D) auditing

 

 

48) Among many other responsibilities, Angela Morrison also manages two research teams at a market research firm. Team leaders from both report to her and give her regular updates on how the work is progressing. She carefully monitors the performance of both teams and gives them regular feedback on their work. This is an example of ________.

A) auditing

B) controlling

C) organizing

D) planning

 

 

 

 

49) ________ roles of a manager are composed of the figurehead role, the leader role, and the liaison role.

A) Informational

B) Decisional

C) Interpersonal

D) Negotiator

 

 

 

 

50) Acting as a figurehead involves ________.

A) influencing or directing others

B) extensive information seeking

C) attending or participating in ceremonial activities

D) contacts with persons outside the formal chain of command

 

 

51) As the regional manager of an accounting firm, Ruth is often required to attend ceremonial activities like attending a social function on behalf of the company or presiding at a farewell dinner of a departing employee. Which of the following is similar to the given scenario?

A) As a marketing manager, Aaron's accountability to the firm lies in seeking extensive information and remaining aware of crucial developments in the industry.

B) One of Naomi's responsibilities as a manager is to build contacts with important officials within and outside the industry.

C) As the dean of a business school, Jack is always present at official functions like commencement ceremonies and convocations to give away diplomas.

D) In his capacity as a manager, Dave is often required to solve conflicts within the organization.

 

 

 

 

52) As the dean of a business school, Mike is often required to participate in activities such as the inauguration of a new faculty or delivering a welcoming address at a seminar hosted by the college. He is most likely playing the ________ role as a member of the college management.

A) liaison

B) leader

C) disseminator

D) figurehead

 

 

 

53) The ________ role of a manager involves influencing or directing others.

A) liaison

B) leader

C) figurehead

D) monitor

 

 

54) Matt is known to have substantial influence over his team. He has regular meetings with them to ensure that they do not lose sight of what they are trying to accomplish. He also motivates them to set challenging targets for themselves and achieve those targets. What role is Matt playing?

A) the figurehead role

B) the monitor role

C) the negotiator role

D) the leader role

 

 

 

 

55) Which of the following roles is an interpersonal role?

A) negotiator

B) spokesperson

C) leader

D) disturbance handler

 

 

 

56) The ________ role emphasizes a manager's contacts with those outside the formal chain of command.

A) liaison

B) monitor

C) disseminator

D) resource allocator

 

 

 

57) Bianca is the marketing manager of a company that develops software. She interacts with key clients to learn about their reactions to new product ideas. What managerial role is Bianca playing here?

A) She is playing the role of an entrepreneur.

B) She is playing the role of a leader.

C) She is playing the role of a liaison.

D) She is playing the role of a figurehead.

 

 

 

 

58) Which of the following types of managerial roles includes acting as a monitor, disseminator, and a spokesperson?

A) decisional roles

B) informational roles

C) interpersonal roles

D) liaison roles

 

 

59) The ________ role involves extensive information seeking in which managers engage to remain aware of crucial developments that may affect their units and their own work.

A) disturbance handler

B) monitor

C) entrepreneurial

D) spokesperson

 

 

 

60) As the manager of a waste recycling company, Ruth has been asked to attend a seminar on green living. At the seminar, she spends considerable time interacting with her colleagues from the industry and discussing the various events and innovations that are taking place. Ruth feels it is extremely important for her to remain updated with the developments in the industry. She is playing the ________ role.

A) liaison

B) monitor

C) negotiator

D) entrepreneurial

 

 

 

 

61) A manager in the ________ role not only receives information but also sends it.

A) entrepreneurial

B) negotiator

C) monitor

D) disseminator

 

 

62) Seth is required to make quarterly presentations to the firm's senior management on how the resources allocated to his department are being utilized. He also provides a regular update on the work done by his department. What managerial role does Seth play in this example?

A) disseminator

B) liaison

C) monitor

D) spokesperson

 

 

 

63) Which of the following is an informational role?

A) negotiator

B) leader

C) disseminator

D) entrepreneurial

 

 

 

64) When a manager is frequently called upon to represent the views of the unit for which he or she is responsible, he/she is said to be fulfilling the ________ role.

A) entrepreneurial

B) spokesperson

C) monitor

D) negotiator

 

 

65) In his capacity as the regional production manager, Mark Brown is required to address the regional heads from across the country in a quarterly meeting organized by his company. At this meeting, Mark presents the detailed production figures of his region and also outlines the changes he plans to implement in order to improve productivity. Mark is playing the role of a ________.

A) monitor

B) disturbance handler

C) spokesperson

D) negotiator

 

 

 

66) Managers in the ________ role not only make routine decisions in their jobs but also frequently engage in activities that explore new opportunities or start new projects.

A) liaison

B) monitor

C) negotiator

D) entrepreneurial

 

 

 

67) According to Mintzberg's theory of managerial functions, ________ roles include acting as an entrepreneur, a disturbance handler, a resource allocator, and a negotiator.

A) decisional

B) informational

C) interpersonal

D) leader

 

 

 

68) Naomi, a production manager at Morrison Textiles, comes up with a new technique of enhancing worker productivity. She talks about this with her colleagues and friends, and following positive responses from them, decides to take it up with the firm's senior management. Naomi's effort to see this through reflects the ________ role that managers play.

A) negotiator

B) leadership

C) entrepreneurial

D) spokesperson

 

 

 

69) In the ________ role, managers who initiate actions of their own must also respond to problems.

A) monitoring

B) disturbance handler

C) spokesperson

D) resource allocator

 

 

 

70) Jessica and Alex have been unable a decide who should do the team's work scheduling for the next one month, a task that is both complex and time consuming. As their manager, Melanie intervenes and tells them to jointly draw up the next month's production schedule. Melanie is playing the role of a ________.

A) negotiator

B) resource allocator

C) liaison

D) disturbance handler

 

 

 

71) Monica, who is the manager of front desk services at Lincoln Inn, decides how many and which clerks to assign to each shift. She is performing the ________ role.

A) spokesperson

B) figurehead

C) disturbance handler

D) resource allocator

 

 

 

72) When managers are called upon to make accommodations with other units or other organizations, they are functioning in the ________ role.

A) figurehead

B) negotiator

C) spokesperson

D) liaison

 

 

 

73) Which of the following roles is a decisional role?

A) spokesperson

B) monitor

C) negotiator

D) disseminator

 

 

 

 

74) According to Rosemary Stewart, ________ involve(s) activities or duties that must be accomplished and standards or levels of minimum performance that must be met.

A) constraints

B) planning

C) demands

D) choices

 

 

75) According to Rosemary Stewart's dimensions of managerial jobs, within which of the following job dimensions is a manager working when he/she adheres to deadlines and follows established procedures?

A) choices

B) constraints

C) demands

D) techniques

 

 

 

76) As the CEO of a software company, Keith is required to participate in several meetings each week. Some of his other responsibilities include helping to formulate the company's strategic plans and giving the final word on which projects the company will undertake. This reflects the ________ aspect of Keith's role as a manager.

A) constraint

B) demand

C) technique

D) compliance

 

 

 

 

77) According to Rosemary Stewart's dimensions of managerial jobs, ________ are factors that limit a manager's response to various demands.

A) constraints

B) choices

C) techniques

D) interpersonal skills

 

 

 

78) Technology and the attitudes of subordinates are considered to be the ________ of managerial jobs.

A) requirements

B) demands

C) choices

D) constraints

 

 

79) Derek, a manager at an insurance firm, instructs all subordinates to fill in a daily log of their day's work. However, he finds that even after a week of instituting this new rule, most employees are either reluctant to fill it or are taking the instruction far too lightly. This reluctance on the part of the employees is an example of the ________ dimension of Derek's job as a manager.

A) demand

B) requirement

C) constraint

D) technique

 

 

 

 

80) Which of the following is a typical managerial choice?

A) allocation of resources

B) attitudes of subordinates

C) scheduled deadlines

D) legal regulations

 

 

 

81) Daniel is the manager of a luxury resort in the Bahamas. It is his responsibility to ensure that his subordinates do all that it takes to meet customer requirements and make their stays memorable. As a result, when one of their major customers voiced his dissatisfaction with the receptionist at the front desk, Daniel decided to change the receptionist's shift while the guest was staying at the resort. His authority to make this change reflects the ________ aspect of a manager's job.

A) choice

B) constraint

C) demand

D) compliance

 

 

82) Ensuring that a restaurant maintains an attractive appearance would reflect the ________ job dimension for its manager.

A) constraint

B) choice

C) demand

D) technique

 

 

 

83) ________ involve having specialized knowledge about procedures, processes, and equipment.

A) Interpersonal skills

B) Technical skills

C) Conceptual skills

D) Verbal skills

 

 

 

84) ________ are important at all levels of the management, and a lack of these skills will usually limit managerial advancement, even when other skills exist.

A) Conceptual skills

B) Technical skills

C) Interpersonal skills

D) Organizational skills

 

 

 

 

85) ________ skills, also known as cognitive complexity, are often the major factor that determines who reaches the highest levels of the organization.

A) Interpersonal

B) Technical

C) Conceptual

D) Decision-making

 

 

 

86) Rick was hired as the director of a company manufacturing refrigerators at a time when the company was financially unstable. After analyzing the market carefully, Rick decided to change their marketing strategy. Rick's sound judgment did the trick, and the company turned around and became profitable within two years. What managerial skill did Rick show?

A) interpersonal skills

B) communication skills

C) technical skills

D) conceptual skills

 

 

 

87) What is the relationship between change and management?

 

 

 

 

88) Why must managers have an entrepreneurial mind-set?

 

 

90) Explain the types of planning that prevail within organizations.

 

 

 

 

91) What are interpersonal roles?

 

 

 

 

92) According to Rosemary Stewart's analysis of a managerial job along different dimensions, what sort of factors might be found in the demands dimension?

 

 

 

93) In Rosemary Stewart's analysis of a managerial job along different dimensions, what sort of factors might be found in the constraint dimension?

 

94) In Rosemary Stewart's analysis of a managerial job along different dimensions, what sort of factors might be found in the choices dimension?

 

 

 

95) Explain technical skills as a critical component for managerial tasks.

 

 

96) How are interpersonal skills critical for managerial tasks?