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True / False
1. The nature of management is to control and dictate others in an organization.
a.
True
b.
False
2. Recognizing the value of employees involves the organizing role of management.
a.
True
b.
False
3. Allocating resources across the organization is part of the organizing management function.
a.
True
b.
False
4. How an organization goes about accomplishing a plan is a key part of the management function of controlling.
a.
True
b.
False
5. Where the organization wants to be in the future and how to get there defines controlling.
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 deliberately structured, 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. Middle managers are responsible for setting organizational goals, defining strategies for achieving them, and making
decisions that affect the entire organization.
a.
True
b.
False
24. Facilitating individual employee performance is an important role for top managers.
a.
True
b.
False
25. Juan, as a division manager, is generally concerned with the near future and is expected to establish good relationships
with peers around the organization, encourage teamwork, and resolve conflicts. Juan can be described as a middle
manager.
a.
True
b.
False
26. A human resource manager would be considered a staff manager.
a.
True
b.
False
27. Antonio is head of the advertising department at Terrific Tortillas Inc. He can be described as a general manager.
a.
True
b.
False
28. First line managers are the managers who have the responsibility for making the significant strategic policy decisions,
often with staff managers assisting them in these decisions.
a.
True
b.
False
29. Staff managers are responsible for the manufacturing and marketing departments that make or sell the products or
services.
a.
True
b.
False
30. Manager least enjoy activities such as controlling subordinates and managing time pressures.
a.
True
b.
False
31. The individual performer is a generalist and coordinates a broad range of activities.
a.
True
b.
False
32. 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
33. 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
34. A manager forwards information to other organization members in the disseminator role.
a.
True
b.
False
35. In the spokesperson role, a manager forwards information to other organization members.
a.
True
b.
False
36. The informational roles that managers perform include monitor, disseminator, and spokesperson.
a.
True
b.
False
37. In the figurehead role, the manager performs ceremonial and symbolic duties.
a.
True
b.
False
38. The disturbance handler role involves the initiation of change, thinking about the future and how to get there.
a.
True
b.
False
39. In a monitor role, the manager trasmits current information to others, both outside and inside the organization.
a.
True
b.
False
40. Managers in small businesses tend to emphasize roles different from those of managers in large corporations.
a.
True
b.
False
41. Not-for-profit organizations, such as The Red Cross and the Girl Scouts, represent a major application of management
talent.
a.
True
b.
False
42. We might expect managers in nonprofit organizations to place more emphasis on the roles of spokesperson, leader,
and resource allocator.
a.
True
b.
False
43. The rise of virtual work has led to a decline in organizational hierarchies.
a.
True
b.
False
44. Technological advances have resulted in employees becoming more empowered.
a.
True
b.
False
45. Today’s managers rely on “management by keeping tabs” and play the role of a controller instead of an enabler.
a.
True
b.
False
46. The nature of management is to cope with _____ and far-reaching challenges.
a.
simple
b.
planned
c.
diverse
d.
organized
e.
controlled
47. Success in the new workplace depends on the strength and quality of _____.
a.
individual workers
b.
independent teams
c.
followers
d.
collaborative relationships
e.
vendors
48. 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
49. 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
50. 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.
51. 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
52. Which of the following is a function of management?
a.
Human resources
b.
Raw materials
c.
Efficiency
d.
Planning
e.
Effectiveness
53. 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
54. Selecting goals and ways to attain them refers to _____.
a.
controlling
b.
planning
c.
organizing
d.
staffing
e.
leading
55. 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
56. Which of the following is not a function of management?
a.
Plan
b.
Control
c.
Organize
d.
Lead
e.
Performance
57. 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
58. 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
59. Using influence to motivate employees describes which of these functions?
a.
Controlling
b.
Planning
c.
Leading
d.
Monitoring
e.
Organizing
60. Which of these is the use of influence to motivate employees to achieve organizational goals?
a.
Leading
b.
Controlling
c.
Organizing
d.
Planning
e.
Staffing
61. Amanda Rowley, President of Autos-R-Us, recognizes the factory employees for their outstanding performance at the
monthly awards banquet on the shop floor by presenting a plaque and a check for $100. She is engaging in the
management function of _____.
a.
bribery
b.
organizing
c.
technical skills
d.
leading
e.
controlling
62. Problems within the finance industry in 2008 have been attributed to a breakdown in which managerial function?
a.
Controlling
b.
Leading
c.
Organizing
d.
Planning
e.
Delegating
63. Monitoring activities and making corrections are part of:
a.
organizing.
b.
planning.
c.
leading.
d.
staffing.
e.
controlling.
64. Tool Techies, Inc. uses phone surveys of customers to gather information about service and quality. This is an
example of the management function of:
a.
planning.
b.
technical skills.
c.
organizing.
d.
controlling.
e.
conceptual skills.
65. _____ is the management function concerned with monitoring employees' activities, keeping the organization on track
