94. One of the roles that a small business manager may emphasize over their counterpart in a large organization is
_____.
a. information processing
b. spokesperson
c. liaison
d. resource allocator
e. leader
95. Since not-for-profit organizations do not have a conventional , managers may struggle with the question of
what constitutes results and effectiveness.
a. hierarchy
b. bottom line
c. information system
d. decision–making process
e. structure
96. A manager in for-profit business focuses primarily on , while a manager of a non-profit focuses on .
a. the bottom-line; employee morale
b. the bottom-line; social impact
c. profitability; customer satisfaction
d. market share; the bottom-line
e. customer satisfaction; organization reputation
97. Which of the following is a characteristic of a traditional management approach?
a. Managers play the role of an enabler.
b. Managers supervise team members’ tasks.
c. Managers constantly mobilize for change.
d. Managers lead and empower teams.
e. Managers encourage conversation and collaboration.
98. Managers, in today’s work environment, rely less on and more on leadership.
a. coordination and communication; control and command
b. autocratic; empowering
c. empowerment and innovation; productivity and efficiency
d. effectiveness and efficiency; quality and profit
e. ethics and social responsibility; profit and cost-savings
Scenario – Barry Miller
The promotion to first line manager took place just six weeks ago for Barry Miller. He was well qualified for the
promotion, but the new job still required a lot of training. One of the challenges has been to coordinate the
production of his team with the needs of the sales department and with the availability of raw materials from his
suppliers. Setting priorities and developing schedules to accomplish the work is a part of Barry‘s job that he has
really enjoyed. The challenges to maintain high rapport and to build a strong team with his employees have already
brought him a lot of satisfaction. In reflecting about the last six weeks, Barry concludes that he is very happy about
his new job.
99. In his job, Barry needs to:
a. plan.
b. organize.
c. lead.
d. control.
e. all of these.
100. The managerial skill that is least important at Barry‘s middle-level management position is:
a. conceptual.
b. human.
c. technical.
d. all of these skills are vital.
e. none of these skills are important.
101. By maintaining information links, Barry Miller was exhibiting the interpersonal role of:
a. figurehead.
b. leader.
c. liaison.
d. monitor.
e. spokesperson.
102. The nature of management is to cope with and far-reaching challenges.
103. is the attainment of organizational goals in an effective and efficient manner through planning, organizing,
leading, and controlling organizational resources.
104. is concerned with defining goals for future organizational performance.
105. involves assigning tasks, grouping tasks into departments, delegating authority, and allocating resources
across the organization.
106. The management function that involves the use of influence to motivate employees to achieve the organization’s
goals is referred to as .
107. is the management function concerned with monitoring employees’ activities, keeping the organization on
track toward its goals, and making corrections as needed.
108. A social entity that is goal directed and deliberately structured is called a(n) .
109. The degree to which the organization achieves a stated goal is called .
110. Organizational refers to the amount of resources used to achieve an organizational goal.
111. The individual performer is a(n) ; whereas, the manager has to be a(n) .
112. In the role, managers seek and receive information, scan periodicals and reports, and maintain personal
contacts.
113. In the role, managers initiate improvement projects, identify new ideas, and delegate idea responsibility to
others.
114. A(n) would be responsible for performing ceremonial and symbolic duties such as greeting visitors and
signing legal documents.
115. The role involves deciding who gets what resources.
116. If a manager finds several new competitors on the horizon, he or she may need to spend more time in the
role.
117. One of the roles that a small business owner may emphasize over their counterpart in a large organization is that of
a _____.
118. Identify the four functions of management.
119. List the three management skills necessary to perform effectively in organizations.
120. List five of Mintzberg’s ten managerial roles.
121. Define management and describe two important ideas expressed in the definition.
122. Describe the four management functions.
123. Briefly discuss the relationship between management skills and management level.
124. Describe the three categories of managerial roles and explain how do they differ.
125. How do small business managers emphasize different management roles in comparison to larger business
managers?
126. Identify and explain the change that has affected organizations and management the most.
127. The classical perspective on management emerged during the 1800’s.
a. True
b. False
128. The humanistic perspective contains three subfields: scientific management, bureaucratic organizations, and
administrative principles.
a. True
b. False
129. Frederick W. Taylor developed Systems Thinking and emphasized the fourteen principles of management that
should guide managerial behavior.
a. True
b. False
130. Scientific management evolved with the use of precise procedures in place of tradition and rules of thumb.
a. True
b. False
131. A criticism of human relations management is that it ignores the social context and workers’ needs.
a. True
b. False
132. One of the criticisms of scientific management is it did not acknowledge variance among individuals.
a. True
b. False
133. Standardization of work and wage incentives are characteristics of behavioral science.
a. True
b. False
134. Scientific management developed a standard method for performing each job.
a. True
b. False
135. With clear definitions of authority and responsibility, division of labor is one of the six characteristics of the ideal
bureaucracy.
a. True
b. False
136. Administrative acts and decisions recorded in writing is one of the six characteristics of the ideal bureaucracy.
a. True
b. False
137. Fayol’s unity of command principle emphasizes that each subordinate receives orders from one, and only one
superior.
a. True
b. False
138. Unity of direction principle proposes that similar activities in an organization should be grouped together under one
manager.
a. True
b. False
139. The scalar chain is a hypothetical chain that provides horizontal links between unionized workers in different
departments in an organization.
a. True
b. False
140. Scientific management focuses on employee competence, whereas administrative principles focus on the total
organization.
a. True
b. False
141. Follett and Barnard were early advocates of a more humanistic perspective on management that emphasized the
importance of understanding human behavior, needs, and attitudes in the workplace as well as social interactions
and group processes.
a. True
b. False
142. Mary Parker Follett‘s approach to leadership stressed the importance of engineering techniques rather than people.
a. True
b. False
143. A social group within an organization is part of the informal organization.
a. True
b. False
144. The Hawthorne studies resulted in the movement towards scientific management.
a. True
b. False
145. The Hawthorne studies led to the early conclusion that positive human relations can lead to significantly higher
performance.
a. True
b. False
146. The human relations movement is also referred to as the dairy farm view of management, meaning that contented
cows give more milk, and satisfied workers will give more work.
a. True
b. False
147. Theory Y proposes that organizations can take advantage of the imagination and intellect of all of their employees.
a. True
b. False
148. According to Douglas McGregor, Theory X and Theory Y provide two opposing views of workers, where Theory
X recognizes that workers enjoy achievement and responsibility, while Theory Y recognizes that workers will avoid
work whenever possible.
a. True
b. False
149. An assumption of Theory Y is that the average human being has an inherent dislike of work and will avoid it if
possible.
a. True
b. False
150. The Systems Thinking approach develops theories about human behavior based on scientific methods and study.
a. True
b. False