180. (p. 182) How are managers today different from managers in the past?
A. Managers today are more likely to reprimand workers.
181. (p. 182) Which of the following statements is the most accurate description of a challenge that is changing the
role of managers?
D. The desire to encourage teamwork has resulted in larger, more cumbersome organizations with too many
workers.
182. (p. 182) Managers provide:
D. rules and regulations.
183. (p. 183, figure 7.1) One of the four primary functions of management is:
D. designing.
184. (p. 183) The management function concerned with anticipating future trends and determining the best
strategies to achieve an organization’s goals and objectives is known as:
A. directing.
185. (p. 183, Reaching Beyond Our Borders box) According to the “Reaching Beyond Our Borders” box in Chapter 7, recently
Disney opened a theme park in Hong Kong. Disney managers had to deal with cultural, regulatory, and other
barriers to succeed. One of the ways Disney used to break into the culture was:
A. sending millions of Disney books to local elementary schools.
186. (p. 184) When managers work on creating conditions and systems to ensure that everything and everyone
works together to achieve the organization’s goals, they are involved in the __________ function of
management.
A. controlling
187. (p. 184) __________ is the management function that involves determining whether an organization is
progressing toward its goals, rewarding employees for doing a good job, and taking corrective action when they
are not.
D. Officiating
188. (p. 184) ___________ is the management function that involves determining the best strategies and tactics for
achieving the organization’s goals and objectives.
D. Controlling
189. (p. 184) ___________ is the management function of creating a vision for the organization and guiding,
training, coaching, and motivating employees to help achieve the goals and objectives of the organization.
A. Organizing
190. (p. 184) Which of the following goals best describes today’s view of the organizing function? Organizing
today focuses on:
D. developing the most efficient strategic plans for the firm.
191. (p. 184) When managers determine that an organization is not making sufficient progress toward achieving its
goals and objectives and they develop corrective measures, they are involved in:
D. accounting.
192. (p. 183-184) When managers identify a market trend that suggests a new opportunity and then devise a strategy
to go after this new opportunity, they are involved in the function of:
D. organizing.
193. (p. 184) As a manager, two of Sylvia’s strengths are her ability to communicate goals clearly, and her ability
to guide, coach, and motivate workers. Based on these strengths, __________ is a management function that
Sylvia is likely to be good at performing.
A. controlling
194. (p. 184) Amanda, a regional manager for Flairol Cosmetics, has just seen a report showing that sales in her
region are lower than anticipated so far this quarter. Her next task is to determine the reason for the
disappointing results and find a way to get sales up to their desired level. Amanda’s efforts are part of the
____________ function of management.
D. planning
195. (p. 184) Which of the following activities would be a part of the leading function of management?
196. (p. 183-184) Which of the following activities is part of the planning function of management?
D. conducting a job interview with a potential new employee
197. (p. 184) Which of the following activities is part of the organizing function of management?
198. (p. 185) A __________ is an overall explanation of why an organization exists and where it is trying to head.
A. tactical plan
199. (p. 185) A vision for a company is:
D. very relevant for the short-term, but less useful for the long-term.
200. (p. 185) A meaningful mission statement should address topics such as the organization’s:
D. tactical plans and contingency plans.
201. (p. 185) Employees often work with managers to develop a(n) __________ that outlines the fundamental
purposes of their organization.
202. (p. 184) __________ involves setting the organization’s vision, goals, and objectives.
C. Controlling
D. Directing
203. (p. 185) ___________ are broad, long-term accomplishments an organization wants to achieve.
D. Agendas
204. (p. 185) __________ are specific, short-term results an organization needs to achieve in order to fulfill its
long term goals.
A. Directives
205. (p. 186) __________ analysis is used to help companies evaluate their economic environments, assess their
strengths and weaknesses, and identify competitive threats and market opportunities.
A. WISH
206. (p. 186) __________ planning determines the major goals of an organization and lays the foundation for
obtaining and using resources to achieve those goals.
D. Tactical
207. (p. 187) The type of planning that is concerned with developing detailed short-term decisions about what is to
be done, who is to do it, and how it is to be done is known as __________ planning.
A. strategic
208. (p. 188) __________ planning prepares alternative courses of action that may be used if the primary plans are
not achieving objectives.
209. (p. 187) Tactical planning is concerned with:
D. setting long run goals that will govern the general course of the organization for years.
210. (p. 188) Which of the following is involved in setting work standards and schedules needed to implement the
firm’s tactical objectives?
A. mission statement
211. (p. 188) A(n) __________ would be used by a department manager as a tool for making daily and weekly
assignments:
D. tactical plan
212. (p. 188) Strategic planning looks at the organization as a whole, while ________ planning focuses on specific
supervisors, department managers, and individual employees.
A. tactical
213. (p. 188) _________ planning is a part of contingency planning that is used to deal with sudden and
unexpected changes in the business environment.
D. SWOT
214. (p. 189) __________ is choosing among two or more alternatives.
D. Utility analysis
215. (p. 189) The first step in the rational decision-making model is to:
A. recruit team members to work on the problem.
216. (p. 189) __________ is a problem solving technique that attempts to come up with as many solutions as
possible in a short time without censoring the ideas.
D. PMI
217. (p. 189) PMI is a:
A. computer program used to help managers write mission statements.
218. (p. 185) In a company in which a effective vision has been provided:
A. there is no need for tactical planning.
219. (p. 185) Gina Raiter, the president and CEO of AutoMotion Auto Service Centers, has asked several
managers and employees to help establish a statement to outline the fundamental purposes of their company.
The result of this effort is likely to be a document known as a(n):
D. organization chart.
220. (p. 185) A basic difference between goals and objectives is that goals are:
A. precise, while objectives are vague.
D. Which computer software package should the firm’s human resources office use to manage the payroll?
222. (p. 188, Spotlight on Small Business box) According to the “Spotlight on Small Business” box in Chapter 7, Julie
Rodriguez owns an oil-field service business in Louisiana that was severely affected by Hurricane Katrina.
Whether they worked or not during the two weeks following Katrina, Rodriguez kept everyone on the payroll.
Long-range planning was no longer an option. Instead, she faced many short-term questions that were a direct
result of hurricane damage to New Orleans and the surrounding areas. Rodriguez had to engage in __________
to answer short-term questions such as when her employees would be allowed to return to Jefferson Parrish.
A. strategic planning
223. (p. 188) Because economic and competitive environments frequently change, organizations should:
D. eliminate any long-term strategic plans, but devise short-term tactical plans and update them once a year.
224. (p. 189) Which of the following techniques would a team of workers be most likely to use if they wanted to
evaluate several possible solutions to a specific problem their company needs to solve?
A. PERT
225. (p. 186-187) Jamal is part of a management group that is examining whether his company, State Engineering,
should offer some important new services that would broaden its business by appealing to a different group of
potential clients. Jamal’s group is involved with:
A. contingency planning.
226. (p. 185) Monica has just been hired by the Misty Mount Corporation to take over as the new chief executive
officer. Her initial impression is that the company is in disarray, primarily because the employees do not have a
sense of purpose or a common set of values. Monica’s observations suggest that she needs to provide a(n)
_________ for Misty Mount:
D. corporate logo
227. (p. 185) Customers who visit any Good As New Appliance Repair Center see a framed statement prominently
displayed near the front door. The plaque describes the company’s fundamental purposes. In part, it states that
“All Good As New Centers operate under the belief that every customer deserves good quality parts, fast and
dependable service, and a fair price.” The words on this plaque probably reflect the ____________ of Good As
New.
D. corporate charter
228. (p. 186) When a firm makes use of SWOT analysis, one of its objectives is to:
A. identify the best employees to fill each position within the organization.
229. (p. 187) Jermaine is a manager with Drevil Industries. Part of his job is to make specific short-term decisions
about what his department must do to achieve Drevil’s long-term success. Jermaine is involved in:
A. strategic planning.
230. (p. 186, Dealing with Change box) According to the “Dealing with Change” box in Chapter 7, one of the keys to
Target’s recent success has been:
A. following Wal-Mart’s lead by keeping prices as low as possible.
231. (p. 188) Karen Jobs is a supervisor who deals directly with a group of production line workers. She spends
several hours each week developing specific work assignments and production schedules for the coming week
so that the production department can meet its short-term production objectives. This suggests that a significant
component of Karen’s job involves:
232. (p. 188) Ed Flavorman, the chief executive of Flavor Best Ice Cream, believes that alternative plans are
almost as important as the primary operational plans because the market is so competitive and unpredictable. Ed
endorses:
233. (p. 189) Carlos had been thinking of setting up a graphic design service business for quite some time. He
knew that he wanted to work at home and he now had several leads for prospective customers. He also knew
how much money he needed to make to cover his expenses. He had several ways to approach his new business
including working by himself or taking on a partner. Both ways needed more thought to determine what each
would involve. In terms of the rational decision-making model, Carlos is in which of the following steps?
A. defining the situation
234. (p. 188) Setting contingency plans in an organization is considered very important today mainly because:
A. managers have historically been poor tactical planners.
235. (p. 190) __________ is the management function that involves allocating resources, assigning tasks, and
establishing procedures for accomplishing the organizational objectives.
A. Controlling
236. (p. 190) A(n) __________is used by an organization to show who is accountable for the completion of
specific work and who reports to whom.
A. balance sheet
237. (p. 190) A(n) ________________ is a visual device which shows relationships among people and divides the
organization’s work.
D. Gantt chart
238. (p. 191) The level of management that is directly responsible for assigning specific jobs to workers and
evaluating their daily performance is called:
A. primary management.
239. (p. 191) Middle managers are responsible for:
A. establishing the vision for the organization.
240. (p. 191) General and divisional managers, plant managers, and deans and department heads at colleges all are
positions that usually are classified as:
D. nominal management.
241. (p. 192, figure 7.6) Supervisory managers spend most of their time on:
D. technical and physical skills.
242. (p. 192) ___________ skills involve a manager’s ability to picture the organization as a whole and the
relationship among its various parts.
243. (p. 192) ____________ skills include the ability to perform tasks of a specific department or job, such as
selling (marketing) or bookkeeping (accounting).
A. Conceptual
244. (p. 192) Leadership, coaching, and morale building are all part of a manager’s _________ skills.
A. technical