d.
communicator
e.
spokesperson
61. According to a speech to a forum for retail leaders made by Dr. Hans–Joachim Koerber, “Sustained
growth is essential. Sustaining growth is a challenge for virtually every company.” Koerber is the
CEO of Metro Group, Germany’s largest retailer, which has more than 2,400 stores in 30 countries.
What informational role did Koerber assume?
a.
liaison
b.
resource allocator
c.
figurehead
d.
negotiator
e.
spokesperson
62. During a meeting of the Ambulatory Care Nursing Association (ACNA) board of directors, a
commitment was made to ask members for their feedback about their experiences with and perceptions
of ACNA. The head of the organization said, “The essence of being a leader is to make sure the
organization knows itself.” Then she volunteered to conduct the environmental scanning and share
what she learned with the others. What informational roles is she assuming?
a.
liaison and spokesperson
b.
resource allocator and liaison
c.
monitor and disseminator
d.
negotiator and monitor
e.
spokesperson and liaison
63. At the death of her husband, Miriam McAllister became the CEO of a company that is the world’s
leading manufacturer of kidney dialysis machines. Even though she was not expected to, she quickly
asked company employees to develop ideas for new products that would lead to organizational growth
in a changing environment. The decisional role she took on was that of a(n):
a.
leader
b.
disseminator
c.
resource allocator
d.
spokesperson
e.
entrepreneur
64. Jurgen Strube was the CEO of BASF for ten years. In 2007, he was replaced by Jurgen Hambrecht.
Strube’s style of management was described as “restrained formality.” Hambrecht, on the other hand,
is known to have an easy affability. What decisional role will the company’s middle managers need to
assume in order to adapt themselves to the new CEO’s different personality?
a.
leader
b.
disseminator
c.
resource allocator
d.
spokesperson
e.
entrepreneur
65. Jimmy Wales is the CEO of Wikipedia, a user-generated encyclopedia 42 times the size of
Encyclopedia Britannica. At the inception of the online project, Wales had to assume the decisional
role of _____ as he dealt with critics of the project who contended that allowing anyone to enter data
into the encyclopedia would lead to inconsistencies and misinformation.
a.
resource allocator
b.
entrepreneur
c.
disturbance handler
d.
liaison
e.
disseminator
66. In the __________ role, managers adapt themselves, their subordinates, and their units to change.
a.
resource allocator
b.
entrepreneur
c.
disturbance handler
d.
liaison
e.
disseminator
67. In March 2005, Spiegel announced to the media that it was nearing the completion of its corporate
restructuring and was one step closer to emerging from Chapter 11 status after filing its proposed joint
plan of reorganization. According to Mintzberg, which managerial role would have been adopted in
order to make this announcement to the media?
a.
environmental
b.
controller
c.
spokesperson
d.
entrepreneur
e.
interpersonal
68. Connie O’Day is a middle manager for the publishers of Free Spirit magazine, a publication targeted
to women who are not worried about finding a husband or maintaining a house and garden. She spends
much of her day conducting interviews with groups of women to determine what they consider most
important in their lives. She also keeps an eye on the sales and content of other women’s magazines.
Which informational role does O’Day perform?
a.
entrepreneur
b.
monitor
c.
resource allocator
d.
spokesperson
e.
liaison
69. The informational role managers play when they share information they have collected with their
subordinates and others in the company is called the __________ role.
a.
monitor
b.
figurehead
c.
resource allocator
d.
entrepreneur
e.
disseminator
70. The sales manager is in charge of monitoring the expense accounts of her sales force. In this decisional
role, she acts as a(n):
a.
resource allocator
b.
entrepreneur
c.
disturbance handler
d.
monitor
e.
disseminator
71. In Great Britain, Nestlé introduced a candy bar called Yorkie with the slogan “It’s not for girls!” The
resulting furor over this sexist campaign required its British managers to spend a great deal of time in
the role of:
a.
resource allocators
b.
entrepreneurs
c.
disturbance handlers
d.
liaisons
e.
disseminators
72. According to Mintzberg, which role would a manager assume if she were trying to convince union
members to accept a 25-cent-per-hour reduction in pay in order to keep the manufacturing plant open?
a.
resource allocator
b.
entrepreneur
c.
disturbance handler
d.
liaison
e.
negotiator
73. An accountant with __________ skill has the ability to create a budget, compare the budget to the
actual income statement, and determine unnecessary expenses.
a.
technical
b.
human
c.
conceptual
d.
motivational
e.
interpersonal
74. Which type of skills tends to be most important to the success of lower-level managers?
a.
decisional skills
b.
human skills
c.
conceptual skills
d.
motivation to manage
e.
technical skills
75. In 2004, Nextel put up a billboard in Cleveland advertising its wireless data service with a mannequin
of a laptop user perched on top. The billboard caused fender-benders as drivers gawked, concerned
that a distraught soul had climbed up and was ready to jump. A Nextel marketing manager would use
__________ skills to determine that the mannequin is creating bad publicity for Nextel.
a.
informational
b.
conceptual
c.
technical
d.
interpersonal
e.
decisional
76. What type of skills tends to be equally important at all levels of management?
a.
technical skills
b.
human skills
c.
decisional skills
d.
motivation to manage
e.
conceptual skills
77. Creating a competitive advantage through people relies heavily on the use of which skill to reward
people for providing exceptional customer service?
a.
motivation to manage
b.
conceptual
c.
technical
d.
interpersonal
e.
decisional
78. The ability to perform __________ increases in its importance to success as managers rise through the
managerial ranks.
a.
interpersonal skills
b.
human skills
c.
conceptual skills
d.
informational skills
e.
technical skills
79. Which skills increase in their importance to success as managers rise through the managerial ranks?
a.
human skills and decisional skills
b.
informational skills and the motivation to manage
c.
conceptual skills and the motivation to manage
d.
conceptual skills, technical skills, and human skills
e.
human skills and informational skills
80. In 2007, Rupert Murdoch, the owner of a global newspaper empire, met with his top executives to
determine survival strategies for newspapers in the face of increasing audience migration to online
sources of news. Which skills will be most important in developing this strategy?
a.
interpersonal skills
b.
human skills
c.
conceptual skills
d.
informational skills
e.
technical skills
81. Managers need different skills to perform their various roles successfully. A middle manager who
assumed a negotiator role when dealing with employees would rely most heavily on his or her
__________ skills.
a.
decisional
b.
human
c.
conceptual
d.
technical
e.
informational
82. There have been several studies of managers who fail (derailers) and managers who succeed in
climbing the organizational hierarchy (arrivers). At the death of her husband, Miriam McAllister
became the CEO of a company that is the world’s leading manufacturer of kidney dialysis machines
and encouraged its expansion into other hospital services. McAllister has almost doubled her
company’s revenues since she took control. As an arriver, McAllister would be:
a.
unable to adapt her style of management to what was needed by her subordinates
b.
sensitive to others
c.
cold, aloof, and arrogant
d.
overly ambitious
e.
abrasive and intimidating
83. Stan Dali was the most successful salesperson his realty company had ever hired. He quickly was
promoted to sales manager, but was never able to reach any higher levels of management because of
the way he bullied his employees. Dali is an example of a:
a.
derailer
b.
staller
c.
failure
d.
non-arriver
e.
laggard
84. There have been several studies of managers who fail (derailers) and managers who succeed in
climbing the organizational hierarchy (arrivers). Which of the following statements describes one of
the facts learned from these studies?
a.
Arrivers differ significantly from derailers.
b.
Arrivers have no weaknesses.
c.
Arrivers and derailers both possess two or more fatal flaws regarding how they manage
people.
d.
The number one mistake of derailers was that they were unable to think strategically.
e.
Arrivers are sensitive to the feelings of others.
85. Inchow Environments, Inc. was once a successful manufacturer of fishing lures. It hired a new CEO
who was a derailer. As a derailer, the new CEO:
a.
refused to listen to the advice given him by the previous CEO
b.
was too flexible
c.
preferred to take the role of figurehead
d.
could not think strategically
e.
is accurately described by all of these
86. There have been several studies of managers who fail (derailers) and managers who succeed in
climbing the organizational hierarchy (arrivers). Which of the following statements describes one of
the facts learned from these studies?
a.
Derailers are insensitive.
b.
Arrivers fail to inform others when things will not be done on time.
c.
Arrivers fail to admit mistakes.
d.
Arrivers fail to take responsibility for mistakes.
e.
There are several significant differences between arrivers and derailers.
87. As the shift supervisor at a car wash, Jakob is bossy, arrogant, and insensitive to the needs of his
subordinates. He is unable to delegate any tasks to the other employees. He will more than likely never
be a middle or top manager because he:
a.
is a management laggard
b.
is a derailer
c.
does not understand the importance of synergy
d.
is not a hands-on doer
e.
is a non-arriver
88. After six months as a manager, new managers typically believe their job is:
a.
to provide negative reinforcement
b.
to exercise formal authority
c.
to maintain control and avoid delegation
d.
people development
e.
to solve problems for subordinates
89. After their first year of managerial experience, managers tend to:
a.
exercise more formal authority
b.
do less listening and more telling
c.
view themselves as the boss
d.
use more positive reinforcement
e.
do all of these
90. After a year as a manager, new managers typically realize their job is:
a.
to be a troubleshooter
b.
to manage tasks
c.
just as they expected
d.
people development
e.
to be a problem-solver
91. Which of the following management practices can be used by an organization that wants to create a
competitive advantage through its employees?
a.
self-managed teams
b.
employment security
c.
high wages contingent on organizational performance
d.
sharing information
e.
doing all of these
92. Leon Dodd is a member of a self-managed team at Standard Aero Alliance, Inc. (SAAI). His team’s
top priorities are understanding customer requirements and expectations. It would appear that
SAAI is:
a.
using employee benchmarking
b.
allowing its employees to assume various decisional roles
c.
letting its teams handle all planning functions
d.
using its employees to create a competitive advantage
e.
relying more on conceptual skills than human skills
Krispy Kreme
Krispy Kreme is a relatively small doughnut seller. It has only 292 stores while Dunkin Donuts has
3,600 outlets in the United States. In spite of its size, Krispy Kreme has been described by many as
“the hottest brand in America.” The company’s success in an environment that is not conducive to
food operations succeeding is due to a mix of “shrewdness, original thinking, and entrepreneurship.”
The company originated in Winston-Salem, North Carolina, where it still operates a plant that fills a
50-pound bag with doughnut mix every seven seconds. It recently opened a new plant in Effingham,
Illinois, that fills a bag every three seconds. This second plant allows the company to reduce costs
while increasing its output. The company began in the mid-1930s when Vernon Rudolph bought a
secret recipe for yeast doughnuts from a French pastry cook. Rudolph ran the company until his death
in 1973 when he died without naming a successor. His death caused the company problems for the
next decade.
93. Refer to Krispy Kreme. The building of the Effingham plant increased the __________ of the Krispy
Kreme operation.
a.
effectiveness
b.
synergy
c.
advocacy
d.
efficiency
e.
empathy
94. Refer to Krispy Kreme. Which management function had Rudolph not performed at the time of his
death?
a.
planning
b.
marketing
c.
controlling
d.
leading
e.
organizing
95. Refer to Krispy Kreme. As the CEO of Krispy Kreme, Rudolph would have been responsible for:
a.
developing employees’ commitment to the company
b.
creating a positive organizational culture
c.
monitoring the business’s environment
d.
creating a context for change
e.
doing all of these things
96. Refer to Krispy Kreme. As the entrepreneur who founded the company, Rudolph had a(n) ______ role.
a.
managerial
b.
informational
c.
decisional
d.
interpersonal
e.
organizational
97. Refer to Krispy Kreme. To be successful, managers need four skills. The fact that Rudolph was a
skilled baker when he purchased the secret doughnut recipe indicates he had __________ skills.
a.
technical
b.
interpersonal
c.
conceptual
d.
human
e.
motivational
Volkswagen
In August 2005, Bernd Pischetsrieder, chief executive of Volkswagen, announced further restructuring
plans for the company. VW is Europe’s largest carmaker and needs to make itself profitable once
again. To do so, VW will cut thousands of jobs in the coming years through natural attrition, early
retirement, and buying workers out of their contracts. The carmaker is also considering whether its
component parts factories in Brunswick, Kassel, and Wolfsburg are helping VW accomplish its
organizational goal. Pischetsrieder blames much of the company’s problems on restructuring that was
done in 1993. He insists that the company is missing a whole generation of managers because its
former CEO eliminated a whole layer of management. Now, 45 percent of (current) managers will be
going into retirement in the next three or four years.
98. Refer to Volkswagen. VW is examining the _____ of its component parts factories.
a.
efficiency
b.
synergy
c.
effectiveness
d.
autonomy
e.
reliability
99. Refer to Volkswagen. The restructuring efforts involve which of the management functions?
a.
leading
b.
commanding
c.
resource allocation
d.
organizing
e.
controlling
100. Refer to Volkswagen. Decisions about how to replace retiring managers involve which management
function?
a.
leading
b.
commanding
c.
resource allocation
d.
organizing
e.
controlling
101. Refer to Volkswagen. Bernd Pischetsrieder is an example of a:
a.
supervisor
b.
middle manager
c.
first-line manager
d.
team leader
e.
top manager
102. Refer to Volkswagen. In making his announcement about restructuring, Pischetsrieder assumed the
_____ role.
a.
figurehead
b.
spokesperson
c.
liaison
d.
disseminator
e.
monitor
103. Refer to Volkswagen. In late September, Pischetsrieder flew to Brussels to meet with employees at a
VW plant and explain his plans for improving the company’s profitability. In this example, the CEO
assumed the role of:
a.
figurehead
b.
spokesperson
c.
liaison
d.
disseminator
e.
monitor
General Motors
Over the last few years, General Motors (GM) received a tremendous amount of negative publicity,
and many speculated that its CEO, Rick Wagoner, would soon be fired. Instead, Wagoner pulled GM
out of trouble by hiring Steve Harris to create a communications strategy. Harris conducted a blitz of
newspaper interviews, answering the hard questions that former GM spokespeople had been avoiding.
In addition, Harris created a newsletter for employees that openly discusses vehicle development and
other issues facing the car manufacturer. Since many of GM’s problems lie with its poor financial
performance, Wagoner created several strategies to reduce the company’s costs, including eliminating
one of the company’s product lines, reducing the number of dealerships, and discontinuing sales to car
rental companies.
104. Refer to General Motors. Which management function did Harris rely on when developing his
communications strategy?
a.
planning
b.
organizing
c.
leading
d.
controlling
e.
evaluating
105. Refer to General Motors. Which management function did GM management fulfill as they decided
which vehicle dealerships they would close and which they would merge?
a.
planning
b.
organizing
c.
leading
d.
controlling
e.
evaluating