93. (p. 192, figure 7.6) First-line managers typically spend little time on conceptual tasks.
94. (p. 192, figure 7.6) Most of a top manager’s time is devoted to conceptual and human relations tasks.
95. (p. 192) The ability to plan, coordinate, and delegate are among a manager’s most basic technical skills.
96. (p. 192) A person who is a good first-line manager is also likely to be a good middle or top manager.
97. (p. 192) Human relations skills include those associated with leadership, coaching, morale building and
supportiveness.
98. (p. 192) The question of how to organize a firm so that it is more responsive to its stakeholders has been a
dominant issue for many firms over the past twenty years.
99. (p. 192) Anyone who is affected by an organization’s policies and products is considered to be a stakeholder in
that organization.
100. (p. 192) The stakeholders of a firm could include environmental groups, suppliers, and residents of
surrounding communities as well as employees and stockholders.
101. (p. 192) Large firms usually are better than small firms at responding to the needs of stakeholders.
102. (p. 192) The trend toward stakeholder-oriented organizations has made it easier for managers to maintain
control over what the firm does.
103. (p. 193) Today’s organizing function includes efforts to create a unified system of many different
organizations.
104. (p. 193) Staffing involves recruiting, hiring, motivating, and retaining the best people available.
105. (p. 193) Due to the growth of the Internet, recruiting is less important today than in the past.
106. (p. 193) Staffing is less important management function today than in the past.
107. (p. 190) Organizing involves developing a structure or framework that relates all workers, tasks and resources
to each other.
108. (p. 191) Condoleezza is a manager for a small manufacturing firm. She spends most of her time assigning
specific tasks to workers and evaluating their performance on a daily basis. These responsibilities suggest that
Condoleezza is a middle manager.
109. (p. 192, figure 7.6) Gordon has just been promoted to a position as a first-line manager. At this level of
management, he will have to use human relations and conceptual skills as well as technical skills.
110. (p. 190-191) Top management is also known as first-line management because it deals with key managerial
decisions on a priority basis.
111. (p. 192, figure 7.6) Supervisory managers usually work more with ideas than with people.
112. As the plant manager of the Eastside Plant of the Tintmaster Paint Company, Harry spends a lot of time
developing tactical plans and keeping track of his plant’s performance to make sure that progress is being made
toward achieving Tintmaster’s goals and objectives. Harry is a member of Tintmaster’s middle management.
113. (p. 192, figure 7.6) Because of the complex nature of their jobs, top managers spend most of their time
developing and using technical skills.
114. (p. 192) The experience gained by first-line managers as they perform their jobs enables them to acquire all
the skills they will need when promoted to higher levels of management.
115. (p. 192) Mary is a first-line manager at her company, which is very traditional in its approach to management.
In her position, Mary probably spends a lot of time giving employees detailed and specific instructions.
116. (p. 192, figure 7.6) Fatma Al-Zadjali wants to become a manager. However, she is shy and avoids conversation
with strangers. She is very comfortable with computers and information technology and has great technical
skills in these areas. Fatma’s personal traits make her a good candidate for a top management position.
117. (p. 192) Tekgeeks LLC is a small consulting business that is trying to compete against several larger firms
that offer similar services. Tekgeeks is most likely to have difficulty in keeping up with its bigger rivals when it
comes to responding quickly to the needs of customers.
118. (p. 193) Staffing is less important at Sony, IBM and other high-tech firms because these firms sell
technology.
119. (p. 193) In today’s business environment, it is important for firms to maintain their independence from
suppliers and customers.
120. (p. 193) People who are good leaders also are almost always good managers.
121. (p. 193) Leadership is the management function of checking to determine whether or not an organization is
progressing toward its objectives, and taking corrective action if it is not.
122. (p. 193) One difference between managers and leaders is that managers strive to achieve stability while
leaders embrace change.
123. (p. 193-194) Management carries out of the vision created by leadership.
124. (p. 194) Effective leadership includes both the ability to welcome change and to promote ethical behavior.
125. (p. 193) Good leaders motivate workers and create the environment for workers to motivate themselves.
126. (p. 194) Because of the threat of terrorism, the workplace is changing from an environment in which all
employees work together to accomplish common goals to an environment in which a leader dictates the rules to
others.
127. (p. 194) Managers must lead by doing, not just by saying.
128. (p. 194) A leader’s most important job may be to transform the way the company does business so that it’s
more effective and efficient.
129. (p. 194-195) Researchers have determined that all effective leaders have similar traits.
130. (p. 195) There is no single leadership style that works best in all situations.
131. (p. 195) Research has shown that the democratic style of leadership is the most effective style of leadership.
132. (p. 196) Research on leadership supports the idea that the best leadership style depends on several factors,
including the people being led and the situation.
133. (p. 195) The autocratic style of leadership can be very effective in emergency situations.
134. (p. 195) The traits used by autocratic leaders include warmth, friendliness, and understanding.
135. (p. 195) The traits that characterize participative leaders include flexibility, good listening skills, and
empathy.
136. (p. 195) Autocratic leadership is most effective with workers who like to work independently and make their
own decisions.
137. (p. 195) Research has shown that employee participation in decision-making improves job satisfaction.
138. (p. 195-196) Free-rein managers tend to carefully monitor their subordinates to make sure they are doing the
job in the correct way.
139. (p. 196) Managers are most effective when they consistently use the same leadership style with every
employee assigned to their work group.
140. (p. 196) In traditional organizations, directing includes both giving assignments to workers and providing
feedback on their performance.
141. (p. 196) When businesses empower their employees, the role of a manager becomes less that of a “boss” and
more that of a coach, counselor, or team player.
142. (p. 196) Empowerment means that more authority and responsibility is given to top management.
143. (p. 196) Enabling is the term used to describe the process by which employees recognize and respect the
authority of managers to issue orders.
144. (p. 196-197) Knowledge management involves finding the right information, keeping the information
accessible, and making the information known to everyone in the firm.
145. (p. 197) The focus of knowledge management is to make sure top managers have all of the information they
need to run the company.
146. (p. 197) The first step to developing a knowledge management system is to develop the technology to keep
information secure.
147. (p. 193) A comparison of leadership and management suggests that leadership is about creating a vision,
while management is about carrying out that vision.
148. (p. 193) Heather has a strong desire to maintain and preserve order and stability. She is very good at
developing tactical plans to achieve her company’s goals and objectives. These characteristics suggest that
Heather has characteristics of an exceptional leader.
149. (p. 195-196) Randall heads a department in a major manufacturing corporation. He strives to maintain a
free-rein approach to leadership in most situations. Recently, Randall’s company lost a major contract that it had
been counting on to keep its production line moving. The company needs to take quick action to adjust its
operations and slash its expenses. Under these conditions, Randall should maintain his free-rein style of
leadership.
150. (p. 195-196) Lamont is quick and decisive. He makes most decisions himself, issues orders, and expects his
subordinates to follow them without question. Lamont’s behavior is an example of the free rein style of
leadership.
151. (p. 196) A recent customer survey has convinced top managers at Akwip Corporation that their firm is doing
a poor job of responding quickly to the needs of customers. The managers are very concerned about this
problem. Empowerment might be an approach that would help Akwip improve its responsiveness.
152. (p. 195-196) Juanita is a project manager for a group of experienced and creative programmers at Win Out
Software, a publisher of popular computer games. Since the programmers are bright, creative, and highly
motivated, Juanita simply describes the basic ideas for each new game that she wants developed, then allows
the programmers a great deal of freedom to do what it takes to reach those objectives. Juanita is using a
free-rein leadership style.
153. (p. 195-196) Ellison is a new employee at Merry Yacht Hotels. Walter is an employee that has been with the
hotel chain ten years. Josephine, who oversees both of these employees, may find that she should use a different
leadership styles with Ellison than with Walter.
154. (p. 195-196) Joseph always gives his subordinates a chance to express their opinions and lets them participate
in decision-making. Employees who work with Joseph are likely to have a high level of job satisfaction.
155. (p. 195-196) Hatty is a middle manager at Watta-Deihl Incorporated. The company’s top management has just
announced that they are going to initiate a policy of empowerment. In order for this policy to succeed, Hatty
and other managers will need to adopt a more autocratic style of leadership.
156. (p. 196-197) As a manager, Bob Gart believes in empowerment and strives to provide all workers with easy
access to the information they need to make good decisions. Bob’s views suggest that he would place a great
deal of emphasis on knowledge management.
157. (p. 197, figure 7.8) Assigning tasks and establishing procedures to accomplish organizational objectives is part of
the controlling function of management.
158. (p. 197) Controlling provides managers and workers with feedback that helps them adjust to deviations from
plans.
159. (p. 197) If managers do a good job planning and organizing, there shouldn’t be a need for them to be involved
with controlling.
160. (p. 197, figure 7.8) Two of the key components of the control process are setting clear performance standards and
communicating results and deviations to the employees involved.
161. (p. 197, figure 7.8) The first step in the controlling process is to monitor and record the actual results.
162. (p. 198) The weakest link in the controlling process tends to be the setting of standards.
163. (p. 198) In the control process, performance standards should be stated in general terms in order to give
management as much flexibility as possible.
164. (p. 198) In order to be effective, performance standards must be specific, attainable, and measurable.
165. (p. 198) Accounting and finance are important for control systems because they provide the numbers
management needs to evaluate progress.
166. (p. 198) External customers are those individuals or units that receive services from other units within the
same organization.
167. (p. 198) A customer-oriented firm should focus exclusively on satisfying its internal customers.
168. (p. 198) When all is said and done, financial standards such as profit and return on investment are the only
relevant measures of how well a firm is meeting its goals.
169. (p. 197) Boyd is a manager for the Aces High Card Company, a firm that designs and manufactures greeting
cards and party favors. Boyd spends a lot of time trying to find the right people for various positions. These
efforts are part of the controlling function of management.
170. (p. 198) When setting standards used in controlling, it is better to simply state general goals such as “better
quality” or “higher levels of consumer satisfaction” than it is to spend a lot of time and effort developing more
specific standards.
171. (p. 198) Ed is concerned about the number of customers complaining about the poor service provided by the
department he manages for a hardware store. He is convinced that his employees can provide better service and
cut complaints significantly. Ed has set a goal for his department to reduce customer complaints by 15% within
six months. This goal is an example of the type of performance standard needed for effective controlling.
172. (p. 198) Pro Fit, Inc., a maker of men’s sportswear, has just reported a record profit. This proves that the firm
is successfully achieving its goals.
173. (p. 198) When controlling, it is advisable to set performance standards that exceed what workers can actually
achieve, because setting lofty goals encourages workers to put forth a maximum effort.
174. (p. 182) __________ is the art of getting things done using organizational resources.
A. Socialization
175. (p. 182) Management is more progressive today. There is more emphasis on:
D. placing greater reliance on the government for financing.
176. (p. 182) One of the difficulties facing today’s managers is to:
A. deal with a workforce that is less educated and less self-directed than in the past.
177. (p. 182) Today’s progressive managers:
D. can rely on a much higher level of worker loyalty to the organization than in the past.
178. (p. 182) Which of the following statements comparing today’s workers with those from earlier eras is most
accurate? Compared to earlier workers, today’s employees are:
A. more loyal to the firm.
179. (p. 182) The revolution in management that is currently underway suggests that the most effective managers
of the future will:
A. be very strict in their treatment of workers.