d.
Disturbance handler role
e.
Figurehead role
23
MGMT.DAFT.12.02-03 – 02–03
United States – BUSPROG: Analytic
United States – LA – DISC: Environmental Influence
Bloom’s: Knowledge
A
122. The president of Pepsi Company is the keynote speaker at a retirement dinner for a long time bottler. This is an
example of which of the following roles?
a.
Liaison role
b.
Figurehead role
c.
Negotiator role
d.
Leader role
e.
Monitor role
23
MGMT.DAFT.12.02-03 – 02–03
United States – BUSPROG: Analytic
United States – LA – DISC: Environmental Influence
Bloom’s: Knowledge
A
123. According to Mintzberg, when Amanda attends a subordinate’s wedding she is performing which of these roles?
a.
Monitoring
b.
Figurehead
c.
Spokesperson
d.
Leader
e.
Liaison
23
MGMT.DAFT.12.02-03 – 02–03
United States – BUSPROG: Analytic
United States – LA – DISC: Environmental Influence
Bloom’s: Knowledge
A
124. What is the role of the negotiator?
a.
The negotiator role involves formal negotiations and bargaining to attain outcomes for the manager’s unit of
responsibility.
b.
The negotiator role involves seeking current information from many sources.
c.
The negotiator role involves the initiation of change.
d.
The negotiator role involves resolving conflicts among subordinates or between the manager’s department and
other departments.
e.
The negotiator role pertains to the development of information sources both inside and outside the
organization.
a
23
MGMT.DAFT.12.02-03 – 02–03
United States – BUSPROG: Analytic
United States – LA – DISC: Environmental Influence
Bloom’s: Knowledge
125. If Bradley Hak is responsible for maintaining information links both inside and outside organizations by using mail,
phone calls, and conducting meetings as daily activities, he would be considered a:
a.
b.
c.
d.
e.
24
MGMT.DAFT.12.02-03 – 02–03
United States – BUSPROG: Analytic
United States – LA – DISC: Environmental Influence
Bloom’s: Knowledge
A
126. Which of the following is not a decisional role?
a.
Entrepreneur
b.
Negotiator
c.
Resource allocator
d.
Disturbance handler
e.
Liaison
e
24
MGMT.DAFT.12.02-03 – 02–03
United States – BUSPROG: Analytic
United States – LA – DISC: Environmental Influence
Bloom’s: Knowledge
127. The _____ role involves resolving conflicts among subordinates between the managers department and other
departments.
a.
resource allocator
b.
entrepreneur
c.
negotiator
d.
liaison
e.
disturbance handler
e
24
MGMT.DAFT.12.02-03 – 02–03
United States – BUSPROG: Analytic
United States – LA – DISC: Environmental Influence
Bloom’s: Knowledge
128. According to Mintzberg, which of these is an interpersonal role?
a.
Monitor
b.
Negotiator
c.
Liaison
d.
Disturbance handler
e.
Spokesperson
c
24
MGMT.DAFT.12.02-03 – 02–03
United States – BUSPROG: Analytic
United States – LA – DISC: Environmental Influence
Bloom’s: Knowledge
129. Maintaining information links are the activities consistent with the _____ role.
a.
leader
b.
spokesperson
c.
monitor
d.
liaison
e.
entrepreneur
24
MGMT.DAFT.12.02-03 – 02–03
United States – BUSPROG: Analytic
United States – LA – DISC: Environmental Influence
Bloom’s: Knowledge
130. Which of the following roles involve bargaining with others to meet the unit or departmental goals?
a.
Negotiator
b.
Resource allocator
c.
Figurehead
d.
Monitor
e.
Leader
a
24
MGMT.DAFT.12.02-03 – 02–03
United States – BUSPROG: Analytic
United States – LA – DISC: Environmental Influence
Bloom’s: Knowledge
131. If a manager finds a severe decline in employee morale and direction, they may need to spend more time in the
_____ role.
a.
negotiator
b.
resource allocator
c.
figurehead
d.
monitor
e.
leader
e
24
MGMT.DAFT.12.02-03 – 02–03
United States – BUSPROG: Analytic
United States – LA – DISC: Environmental Influence
Bloom’s: Knowledge
132. What is the role of the liaison?
a.
The liaison role pertains to decisions about how to allocate people, time, equipment, money, and other
resources to attain desired outcomes.
b.
The liaison role involves the initiation of change.
c.
The liaison role pertains to the development of information sources both inside and outside the organization.
d.
The liaison role involves handling ceremonial and symbolic activities for the department or organization.
e.
The liaison role involves formal negotiations and bargaining to attain outcomes for the manager’s unit of
responsibility.
c
MGMT.DAFT.12.02-03 – 02–03
United States – BUSPROG: Analytic
United States – LA – DISC: Environmental Influence
Bloom’s: Knowledge
133. If a manager finds several new competitors on the horizon, they may need to spend more time in the which role?
a.
Negotiator
b.
Resource allocator
c.
Figurehead
d.
Monitor
e.
Leader
24–25
MGMT.DAFT.12.02-03 – 02–03
United States – BUSPROG: Analytic
United States – LA – DISC: Environmental Influence
Bloom’s: Knowledge
134. 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
25–26
MGMT.DAFT.12.01-08 – 01–08
United States – BUSPROG: Analytic
Bloom’s: Knowledge
135. 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
26
MGMT.DAFT.12.01-08 – 01–08
United States – BUSPROG: Analytic
United States – LA – DISC: Environmental Influence
Bloom’s: Knowledge
136. 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
26
MGMT.DAFT.12.01-08 – 01–08
United States – BUSPROG: Analytic
United States – LA – DISC: Environmental Influence
Bloom’s: Knowledge
137. 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.
MGMT.DAFT.12.01-01 – 01–01
United States – BUSPROG: Analytic
United States – LA – DISC: Environmental Influence
Bloom’s: Knowledge
138. 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
27
United States – BUSPROG: Analytic
United States – LA – DISC: Environmental Influence
Bloom’s: Knowledge
139. The nature of management is to cope with _____ and far-reaching challenges.
United States – BUSPROG: Analytic
United States – LA – DISC: Environmental Influence
Bloom’s: Knowledge
140. _____ is the attainment of organizational goals in an effective and efficient manner through planning, organizing,
leading, and controlling organizational resources.
United States – BUSPROG: Analytic
United States – LA – DISC: Environmental Influence
Bloom’s: Knowledge
141. _____ is concerned with defining goals for future organizational performance.
142. _____ involves assigning tasks, grouping tasks into departments, delegating authority, and allocating resources
across the organization.
143. The management function that involves the use of influence to motivate employees to achieve the organization’s
goals is referred to as _____.
144. _____ is the management function concerned with monitoring employees’ activities, keeping the organization on
track toward its goals, and making corrections as needed.
145. A social entity that is goal directed and deliberately structured is called a(n) _____.
146. The degree to which the organization achieves a stated goal is called _____.
147. Organizational _____ refers to the amount of resources used to achieve an organizational goal.
148. _____ skills refers to the cognitive ability to see the organization as a whole and the relationship among its parts.
149. Conceptual skills are especially important for _____ managers.
150. _____ skills refers to the manager’s ability to work with and through other people and to work effectively as a group
member.
151. _____ skills refers to the understanding and proficiency in the performance of specific tasks.
152. Department heads and division managers are examples of _____ managers.
153. _____ managers are directly responsible for the production of goods and services.
154. A(n) _____ is responsible for a temporary work project that involves the participation of people from various
functions and levels of the organization, and perhaps from outside the company as well.
155. _____ are responsible for departments that perform a single functional task and have employees with similar training
and skills.
156. _____ are responsible for several departments that perform different functions.
157. The individual performer is a(n) _____; whereas, the manager has to be a(n) _____.
158. In the _____ role, managers seek and receive information, scan periodicals and reports, and maintain personal
contacts.
159. In the _____ role, managers initiate improvement projects, identify new ideas, and delegate idea responsibility to
others.
160. A(n) _____ would be responsible for performing ceremonial and symbolic duties such as greeting visitors and
signing legal documents.
161. The _____ role involves deciding who gets what resources.
23
MGMT.DAFT.12.02-03 – 02–03
United States – BUSPROG: Analytic
United States – LA – DISC: Environmental Influence
Bloom’s: Knowledge
162. If a manager finds several new competitors on the horizon, he or she may need to spend more time in the _____ role.
monitor
24–25
MGMT.DAFT.12.02-03 – 02–03
United States – BUSPROG: Analytic
United States – LA – DISC: Environmental Influence
Bloom’s: Knowledge
163. One of the roles that a small business owner may emphasize over their counterpart in a large organization is that of a
_____.
spokesperson
MGMT.DAFT.12.02-03 – 02–03
United States – BUSPROG: Analytic
United States – LA – DISC: Environmental Influence
Bloom’s: Knowledge
Subjective Short Answer
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.
164. In his job, Barry needs to:
a.
plan.
b.
organize.
c.
lead.
d.
control.
e.
all of these.
e
MGMT.DAFT.12.01-02 – 01–02
United States – BUSPROG: Analytic
United States – LA – DISC: Environmental Influence
Bloom’s: Knowledge
A
165. 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.
c
13
MGMT.DAFT.12.01-04 – 01–04
United States – BUSPROG: Analytic
United States – LA – DISC: Environmental Influence
Bloom’s: Knowledge
A
166. By maintaining information links, Barry Miller was exhibiting the interpersonal role of:
a.
figurehead.
b.
leader.
c.
liaison.
d.
monitor.
e.
spokesperson.
c
23
MGMT.DAFT.12.02-03 – 02–03
United States – BUSPROG: Analytic
United States – LA – DISC: Environmental Influence
Bloom’s: Knowledge
A
167. With setting priorities and setting schedules, Barry was participating in the decisional role of:
a.
entrepreneur.
b.
disturbance handler.
c.
disseminator.
d.
resource allocator.
e.
monitor.
24
168. Identify the four functions of management.
169. List the three management skills necessary to perform effectively in organizations.
11
170. List five of Mintzberg’s ten managerial roles.
22–23
171. Define management and describe two important ideas expressed in the definition.
172. Describe the four management functions.
173. Describe the skills necessary for performing a manager’s job. Provide examples of each.
174. Why are conceptual skills most important for top managers?
175. Briefly discuss the relationship between management skills and management level.
12–13
176. What are technical skills? At what level are they most important and why?
13
177. Describe the three categories of managerial roles and explain how do they differ.
23–24
178. How do small business managers emphasize different management roles in comparison to larger business managers?
179. Identify and explain the change that has affected organizations and management the most.
180.
The process of management in the workplace is changing. In the past, a manager’s task was to achieve
organizational goals by maintaining tight control over their employees while standardizing procedures to
maintain stability. Today’s managers are asked to empower employees while encouraging collaboration and
innovation. Contrast today’s workforce with the workforce of the past. What developments in present society
necessitate a shift in management style? Can you foresee other management style changes on the horizon?
181.
Effective managers must possess technical skills, human skills, and conceptual skills in varying degrees. After
defining each term, justify your assessment of which of the three skills you deem to be most important to a
successful manager.
182.
There are many types of managers who contribute to planning, organizing, leading, and controlling their organizations in
different ways. They work at different levels in the management hierarchy. Describe all of the types of managers in some
type of hierarchical order of your own design, noting some vertical as well as horizontal distinctions.
183.
Small businesses and nonprofit organizations require good management to achieve their goals. But the efforts
and activities of each are directed toward a different “bottom line.” Write an essay in which you a) describe a
managerial position at a nonprofit where you would like to work, and b) discuss how the requirements differ
from a managerial position in a large, for-profit organization. Incorporate the concepts you have learned about
the manager’s role in small businesses and nonprofit organizations.
184. Companies often pull new managerial candidates from a pool of outstanding individual performers. Write an essay
contrasting the role of the individual performer with that of the manager. Be sure to include a description of how both
roles might use the ABC’s of prioritizing tasks or activities, a classic time-management technique.