83. The manager who provides overall guidance and leadership for the entire corporation is known as the
manager.
a. human resources
b. financial
c. operations
d. marketing
e. administrative
84. The chief executive officer of Chrysler provides his organization with leadership and overall guidance, and he is
generally responsible for interpreting the organization’s mission. He would be most properly classified as a(n)
manager.
a. administrative
b. human resources
c. operations
d. marketing
e. financial
85. A manager who has the ability to see the big picture of an organization and to understand how the various parts of
the organization can fit together has skills.
a. leadership
b. technical
c. interpersonal
d. conceptual
e. decisional
86. Specific skills needed to accomplish specialized activities such as drafting and welding are known as skills.
a. standard operating
b. tactical
c. interpersonal
d. conceptual
e. technical
87. Vince Martin has been described as a visionary. He has the ability to think in abstract terms and see how all the
pieces of his company fit together. Vince has skills.
a. technical
b. interpersonal
c. charisma
d. conceptual
e. people
88. Michael Dell is the CEO of Dell, a large computer manufacturer. He started the company himself, building and
selling computers during college. Although he does not frequently use these skills now, it is likely that he has good
skills.
a. conceptual
b. interpersonal
c. employee
d. administrative
e. technical
89. A manager with skills has the ability to deal effectively with people inside and outside the organization.
a. functional
b. diagnostic
c. conceptual
d. interpersonal
e. technical
90. A manager who has the abilities to relate to people, understand their needs, and show compassion has skills.
a. personal
b. people
c. compassionate
d. communication
e. interpersonal
91. A former CEO at International Telephone and Telegraph had a reputation for publicly humiliating subordinates who
annoyed or disappointed him. This manager obviously needed to improve his skills.
a. conceptual
b. diagnostic
c. functional
d. interpersonal
e. negotiating
92. Mondell’s lack of effective writing skills and his challenges in speaking to groups of people is causing stress in his
job. He’s becoming very aware that he needs to improve his skills.
a. managerial
b. critical thinking
c. conceptual
d. interpersonal
e. communication
93. Herb Kelleher, long-time chief executive officer of Southwest Airlines, was known for inspiring and motivating his
employees. He related well to people within and outside the Southwest Airlines organization. Herb Kelleher had
good skills.
a. technical
b. conceptual
c. interpersonal
d. interactive
e. personnel
94. Which of the following is not considered a communication skill that may be essential in management success?.
a. Writing e-mails
b. Creating sales reports
c. Displaying genuine compassion
d. Making sales presentations
e. Conducting interviews
95. Leadership can best be defined as the ability to
a. identify problems.
b. relate to others.
c. influence others.
d. generate reasonable solutions to problems.
e. deal effectively with others.
96. What is the most significant difference between leaders and assembly line workers in regard to affecting the
behavior of others?
a. Communication skills
b. Interpersonal skills
c. Power
d. Decision-making
e. Technical skills
97. Although Frank is not in top management, he is charismatic and well liked by others in his organization. Other
employees often look to Frank to see how he reacts to new policies implemented by top management, and they
follow his lead. Frank has leadership in his organization.
a. personal
b. formal
c. informational
d. unofficial
e. informal
98. Jeanine has formal power in the Coffee Lovers, Ltd. organization while Sam has informal power. One of the
primary differences between Jeanine and Sam is that Jeanine has
not.
a. security
b. interpersonal power
c. influence
d. leadership
e. authority
within the organizations while Sam does
99. What is a disadvantage associated with the participative style of leadership?
a. It does not give employees the opportunity to express their views.
b. The decision-making process is time–consuming.
c. Employees are usually unmotivated to carry out decisions.
d. The communication is always from top to bottom.
e. There is very limited structure involved.
100. The leadership style advocating that a leader involve subordinates in most decisions as well as the assignment of
tasks is called
a. laissez-faire.
b. hands-off.
c. existential.
d. authoritarian.
e. participative.
101. O. Sawyer discovered problems in coordinating the work flow going from her department to marketing. To solve
the problem, she identified some situations that needed correction and asked employees to submit their suggestions
for improvement. After their suggestions were summarized, the employees selected one for implementation. Next,
a supervisor was given responsibility and authority to oversee implementation and to keep Sawyer informed.
Sawyer’s actions exhibit the leadership style.
a. laissez-faire
b. hands-off
c. existential
d. authoritarian
e. democratic
102. Robin Baker, a top manager at Westinghouse, has recently been put in charge of a new multi-million dollar project.
She selects several individuals to participate in this effort and assigns each certain tasks to perform. Furthermore,
she has set up a group hierarchy and indicated that all decisions must be routed through this chain of command.
Robin is exhibiting which leadership style?
a. Democratic
b. Autocratic
c. Laissez-faire
d. Participative
e. Despotic
103. When all employees are exceedingly clear about what is expected from them, guidelines for task completion are
clear and understood, and rules and regulations in fulfilling their duties are clearly defined, it is likely the
leadership style is in place.
a. entrepreneurial
b. democratic
c. participative
d. autocratic
e. consultative
104. Gary Downs recently has noticed that the plant he is managing is delivering only 30 percent of its products on time.
To determine what is causing the problem, he assembles the various department heads and the plant supervisor to
get their input on the matter. Although the ultimate responsibility is his, he has no difficulty in delegating decision-
making authority to any member of this group. This style of leadership suggests that Gary is a(n) leader.
a. participative
b. authoritative
c. autocratic
d. passive
e. dependent
105. The leadership style advocating that a leader makes all decisions and tells subordinates what to do and how to do it
is called
a. consensus.
b. participative.
c. democratic.
d. existential.
e. autocratic.
106. The leadership style tends to take initiative and be visionary.
a. autocratic
b. participatory
c. consensus
d. consultative
e. entrepreneurial
107. is the process of developing a set of possible alternative solutions and choosing one alternative from among
that set.
a. Decision making
b. Leadership
c. Implementing
d. Leading and motivating
e. Evaluating and regulating
108. The first step in the managerial decision-making process is to
a. evaluate the problem.
b. create a problem opportunity.
c. identify an opportunity.
d. identify a solution to the problem.
e. generate alternative solutions to the problem.
109. When a manager identifies an opportunity, he or she generates alternatives to pursue the opportunity, selects one of
them, implements it, and then evaluates the results. This manager is acting out the process.
a. alternative-generating
b. control
c. managing
d. decision-making
e. formal leadership
110. Which of the following is not a step in the decision-making process?
a. Solving the identified problem
b. Implementing and evaluating the solution
c. Identifying the problem or opportunity
d. Selecting an alternative
e. Generating alternatives
111. As Kyle conducts his annual evaluations of his employees, he notices that Connie and Debbie have both been less
productive since they were relocated in the same department. Kyle is in what stage of the managerial decision-
making process?
a. Generating alternatives
b. Conducting evaluations
c. Selecting an alternative
d. Identifying the problem or opportunity
e. Implementing and evaluating the solution
112. When looking at the company’s sales figures, Martha sees that her salespeople have not achieved high sales in
Japan. She is at what stage in the managerial decision-making process?
a. Evaluating the problem
b. Generating a problem
c. Selecting a solution
d. Identifying the problem
e. Implementing the problem
113. A positive problem may be viewed as a(n)
a. discrepancy.
b. alternative.
c. opportunity.
d. symptom.
e. unimportant matter.
114. Once a manager has identified a problem, he or she can generate alternatives to that problem. After this is done,
the manager
a. implements the solution.
b. evaluates the decision he or she made.
c. weighs the pros and cons of each alternative.
d. determines the best alternative.
e. implements each solution and determines which had the best results.
115. Frank Roberts recently has been named to head a major manufacturing plant at Dow Chemical. The plant has had
significant increases in inventory and declines in net income over the past two years. Frank’s task is to eliminate the
excess inventory and return the plant to its previous level of profitability. To begin solving this problem, Frank invites
suggestions from line workers, gathers managers from various levels of the plant to brainstorm, and talks with
experts in the field of operations management. This step in the managerial decision-making process is known as
a. identifying the problem.
b. generating alternatives.
c. selecting an alternative.
d. implementing a solution.
e. performance measurement.
116. When Robert Keening became the president of Snow Bird Airlines, he began meeting with groups of employees to
get their opinions on how to turn around the airline’s declining sales. This part of the decision-making process is an
example of
a. Keening’s leadership style.
b. trying to reach consensus.
c. identifying the problem.
d. generating alternatives.
e. selecting an alternative.
117. Alex notices that sales of the company’s best products are declining. He gathers together his sales staff to generate
solutions to the decline in sales. He encourages all the participants to generate as many new ideas as possible and
forbids anyone from criticizing or ridiculing the ideas of others. Alex is using
a. Blast! Then Refine.
b. trial and error.
c. generation.
d. group think.
e. brainstorming.
118. Managers should avoid satisficing in the stage of the managerial decision-making process.
a. selecting an alternative
b. identifying the problem or opportunity
c. implementing and evaluating the solution
d. satisfying the customer
e. generating alternatives
119. The techniques of brainstorming and “Blast! Then Refine” would be helpful to use during which step in the
managerial decision-making process?
a. Generating alternatives
b. Implementing the solution
c. Evaluating the outcome
d. Selecting an alternative
e. Identifying the problem or opportunity
120. Implementing a decision requires time, planning, and
a. optimization.
b. a combination of alternatives.
c. maximization.
d. brainstorming.
e. preparation of personnel.
121. Jack is reviewing the recently implemented sales strategy the company developed and considering whether or not
the company made the right decision. Jack is in the stage of the managerial decision-making process.
a. adopting a different alternative
b. identifying the problem or opportunity
c. selecting an alternative
d. implementing and evaluating the solution
e. generating alternatives
122. In the last stage of the decision-making process, managers may decide to
a. strengthen supplier relationships.
b. start the problem identification process all over again.
c. ensure customer satisfaction.
d. continue quality improvement.
e. hand the monitoring task to another manager.