1. In today’s turbulent and hypercompetitive global environment, managers must help their companies innovate more
than ever.
a. True
b. False
2. The nature of management is to control and dictate others in an organization.
a. True
b. False
3. Companies can survive over the long run without innovation.
a. True
b. False
4. Despite the need for companies to control costs in today’s economy, innovation has become the new imperative.
a. True
b. False
5. The late famed management theorist Peter Drucker is often credited with creating the modern study of
management.
a. True
b. False
6. The use of influence to motivate employees to achieve the organization’s goals refers to controlling.
a. True
b. False
7. Organizing means defining goals for future organizational performance and deciding on the tasks and resources
needed to attain them.
a. True
b. False
8. Controlling involves monitoring employee’s activities and taking corrective action as necessary.
a. True
b. False
9. Leading is the use of influence to motivate employees to achieve organizational goals.
a. True
b. False
10. When an organization is goal–directed, it is designed to achieve some outcome, such as making a profit.
a. True
b. False
11. An organization is a social entity that is goal directed and deliberately structured.
a. True
b. False
12. Efficiency refers to the degree to which the organization achieves a stated objective.
a. True
b. False
13. All managers have to pay attention to costs and according to research, the best way to improve organizational
effectiveness is by severe cost cutting.
a. True
b. False
14. The ultimate responsibility of managers is to achieve high performance by balancing efficiency and effectiveness.
a. True
b. False
15. Efficiency can be calculated as the amount of resources used to produce a product or service.
a. True
b. False
16. To perform effectively, all managers must possess conceptual, human, and technical skills, though the degree of
each skill necessary at different levels of an organization may vary.
a. True
b. False
17. Only the top managers in organizations need conceptual skills since it involves planning.
a. True
b. False
18. A manager‘s ability to work with and through other people and to work effectively as a group member is called
human skills.
a. True
b. False
19. Technical skills are most important at lower organizational levels while conceptual skills become more important as
managers move up the organizational hierarchy.
a. True
b. False
20. One of the biggest mistakes during turbulent times is managers’ failure to comprehend and adapt to the rapid pace
of change in the world around them.
a. True
b. False
21. The ability to motivate others is considered a technical management skill.
a. True
b. False
22. Managers use conceptual, human, and technical skills to perform the four management functions of planning,
organizing, leading, and controlling in all organizations.
a. True
b. False
23. According to research, managers most enjoy activities such as leading others, networking, and leading innovation.
a. True
b. False
24. Manager least enjoy activities such as controlling subordinates and managing time pressures.
a. True
b. False
25. The individual performer is a generalist and coordinates a broad range of activities.
a. True
b. False
26. Becoming a successful manager means thinking in terms of building teams and networks, becoming a motivator and
organizer within a highly interdependent system of people and work.
a. True
b. False
27. Most top executives routinely work at least 12 hours a day and spend 50 percent or more of their time traveling.
a. True
b. False
28. A manager forwards information to other organization members in the disseminator role.
a. True
b. False
29. In the spokesperson role, a manager forwards information to other organization members.
a. True
b. False
30. The informational roles that managers perform include monitor, disseminator, and spokesperson.
a. True
b. False
31. In the figurehead role, the manager performs ceremonial and symbolic duties.
a. True
b. False
32. The disturbance handler role involves the initiation of change, thinking about the future and how to get there.
a. True
b. False
33. In a monitor role, the manager trasmits current information to others, both outside and inside the organization.
a. True
b. False
34. Managers in small businesses tend to emphasize roles different from those of managers in large corporations.
a. True
b. False
35. Not-for-profit organizations, such as The Red Cross and the Girl Scouts, represent a major application of
management talent.
a. True
b. False
36. We might expect managers in nonprofit organizations to place more emphasis on the roles of spokesperson, leader,
and resource allocator.
a. True
b. False
37. The rise of virtual work has led to a decline in organizational hierarchies.
a. True
b. False
38. The early study of management as we know it today began with what is now called the technology-driven
workplace.
a. True
b. False
39. Technological advances have resulted in employees becoming more empowered.
a. True
b. False
40. Today’s managers rely on “management by keeping tabs” and play the role of a controller instead of an enabler.
a. True
b. False
41. has become the new imperative, despite the need for companies to control costs in today’s economy.
a. Technology
b. Outsourcing
c. Innovation
d. Communication
e. Delegation
42. Without , no company can survive over the long run.
a. cost-cutting
b. outsourcing
c. command-and-control approach
d. total quality teamwork
e. innovation
43. With its “community of interest” in a pre-Facebook era, the Grateful Dead band’s ability to is a principle
factor for its success over several decades.
a. innovate
b. communicate
c. generate revenue
d. compete
e. monitor
44. Regina, owner and operator of a small restaurant, believes that her most important task as manager is establishing
goals for the restaurant and deciding what must be done to achieve them. This involves which aspect of what
managers do?
a. Organizing
b. Motivating and communicating
c. Measuring
d. Developing people
e. Setting objectives
45. One of the important ideas in the text’s definition of management is:
a. the management functions of planning, organizing, leading, and controlling.
b. the attainment of societal goals.
c. effectiveness is more important than efficiency.
d. management is unique to for-profit organizations.
e. efficiency is more important than effectiveness.
46. When senior managers at Gap, Inc. decided to become the number one service-quality clothing company in the
world, they were engaging in the management function of .
a. planning
b. organizing
c. leading
d. controlling
e. dreaming
47. Which of the following is a function of management?
a. Human resources
b. Raw materials
c. Efficiency
d. Planning
e. Effectiveness
48. Robert, a top-level manager at an advertising agency, spends a significant part of his work day identifying goals for
future organizational performance and deciding how to use resources to attain these goals. This involves which
management function?
a. Controlling
b. Leading
c. Organizing
d. Planning
e. Delegating
49. Selecting goals and ways to attain them refers to .
a. controlling
b. planning
c. organizing
d. staffing
e. leading
50. Which of these can best describe organizing?
a. Assigning responsibility for task accomplishment
b. Using influence to motivate employees
c. Monitoring activities and making corrections
d. Selecting goals and ways to attain them
e. None of these
51. Which of the following is not a function of management?
a. Plan
b. Control
c. Organize
d. Lead
e. Performance
52. How an organization goes about accomplishing a plan is a key part of the management function of .
a. planning
b. organizing
c. leading
d. controlling
e. motivating
53. When Terry Doyle of CommuniCom, Inc. created smaller, more independent maintenance units, he was performing
the function of .
a. controlling
b. human relations skills
c. leading
d. organizing
e. resourcing