52. Which of the following best describes Stacey’s position as a functional manager?
a.
She is responsible for several departments that perform different functions.
b.
She organizes people across departments to perform a specific task.
c.
She is responsible for a self-contained division and all the departments within it.
d.
She supervises employees with similar training and skills.
e.
None of these.
53. Which of these managers are responsible for the manufacturing and marketing departments that make
or sell the product or service?
a.
Top
b.
Line
c.
First-line
d.
Staff
e.
Project
54. Which of these managers are in charge of departments such as finance and HR that support line
departments?
a.
Line
b.
Project
c.
Top
d.
Operatives
e.
Staff
55. _____ are responsible for departments that perform a single task and have employees with similar
training skills.
a.
Top managers
b.
Middle managers
c.
General managers
d.
Functional managers
e.
First-Line managers
56. Taylor Brittingham is a general manager. Which of the following best describes her position?
a.
She is responsible for several departments that perform different functions.
b.
She organizes people across departments to perform a specific task.
c.
She is responsible for one specific department (e.g., marketing).
d.
She supervises employees with similar training and skills.
e.
None of these
57. One of the things managers enjoy doing the most is:
a.
financial planning.
b.
controlling activities.
c.
planning for future decisions.
d.
leading others.
e.
hiring new employees.
58. Research shows that managers enjoy all of the following except:
a.
networking.
b.
innovation.
c.
leading others.
d.
managing time.
e.
all of these.
59. Of all management duties, one of the things managers like the least is:
a.
financial planning.
b.
controlling activities.
c.
planning for future decisions.
d.
handling paperwork.
e.
networking.
60. The individual performer is a _____; whereas, the manager has to be a(n) _____.
a.
specialist; generalist
b.
“leader”; doer
c.
generalist; specialist
d.
producer; expert
e.
communicator; operator
61. Shyloh is a research analyst who gets things done mostly through her own efforts, relying on herself
rather than others. Shyloh can best be described as a(n):
a.
first-line manager.
b.
middle manager.
c.
individual performer.
d.
top manager.
e.
functional manager.
62. The individual identity includes which of the following?
a.
Generalist, coordinates diverse tasks
b.
Gets things done through others
c.
Works relatively independently
d.
A network builder
e.
Works in highly interdependent manner
63. Which of the following includes the manager identity?
a.
Specialist, performs specific tasks
b.
Gets things done through own efforts
c.
An individual actor
d.
A network builder
e.
Works relatively independently
64. Being a successful manager means thinking in terms of all of the following, except:
a.
building teams.
b.
generating the most profit.
c.
becoming a motivator.
d.
becoming an organizer.
e.
establishing networks.
65. Managers shift gears quickly and therefore, the average time spent on any one activity is less than
_____.
a.
nine minutes
b.
an hour
c.
one workday
d.
a half hour
e.
a half day
66. Manager’s Shoptalk in Chapter 1 outlines all of the following issues would-be managers should
consider except:
a.
the increased workload.
b.
the challenge of supervising former peers.
c.
the headache of responsibility for other people.
d.
being caught in the middle.
e.
the technical aspects of management.
67. According to the Manager’s Shoptalk in Chapter 1, before becoming a manager, would-be managers
should consider which of the following:
a.
time for the increased workload.
b.
challenge of supervising former peers.
c.
the responsibility of managing others.
d.
being caught in the middle.
e.
all of these.
68. Which of the following is not one of the conceptual categories of managerial roles Mintzberg defined?
a.
Informational
b.
Interpersonal
c.
Decisional
d.
Intrapersonal
e.
All of these are managerial roles defined by Mintzberg
69. Which of the following is an informational role, according to Mintzberg?
a.
Entrepreneur role
b.
Leader role
c.
Monitor role
d.
Disturbance handler role
e.
Figurehead role
70. Gail Griffith, manager of the finance division, distributes relevant information everyday to all her
employees enabling them to make quality decisions. Gail is performing which of the following roles?
a.
Monitor role
b.
Disseminator role
c.
Spokesperson role
d.
Disturbance handler role
e.
Figurehead role
71. The president of Pepsi Company is the keynote speaker at a retirement dinner for a long time bottler.
This is an example of which of the following roles?
a.
Liaison role
b.
Figurehead role
c.
Negotiator role
d.
Leader role
e.
Monitor role
72. According to Mintzberg, when Amanda attends a subordinate’s wedding she is performing which of
these roles?
a.
Monitoring
b.
Figurehead
c.
Spokesperson
d.
Leader
e.
Liaison
73. What is the role of the negotiator?
a.
The negotiator role involves formal negotiations and bargaining to attain outcomes for the
manager’s unit of responsibility.
b.
The negotiator role involves seeking current information from many sources.
c.
The negotiator role involves the initiation of change.
d.
The negotiator role involves resolving conflicts among subordinates or between the
manager’s department and other departments.
e.
The negotiator role pertains to the development of information sources both inside and
outside the organization.
74. If Bradley Hak is responsible for maintaining information links both inside and outside organizations
by using mail, phone calls, and conducting meetings as daily activities, he would be considered a:
a.
figurehead.
b.
liaison.
c.
negotiator.
d.
monitor.
e.
spokesperson.
75. Which of the following is not a decisional role?
a.
Entrepreneur
b.
Negotiator
c.
Resource allocator
d.
Disturbance handler
e.
Liaison
76. The _____ role involves resolving conflicts among subordinates between the managers department and
other departments.
a.
resource allocator
b.
entrepreneur
c.
negotiator
d.
liaison
e.
disturbance handler
77. According to Mintzberg, which of these is an interpersonal role?
a.
Monitor
b.
Negotiator
c.
Liaison
d.
Disturbance handler
e.
Spokesperson
78. Maintaining information links are the activities consistent with the _____ role.
a.
leader
b.
spokesperson
c.
monitor
d.
liaison
e.
entrepreneur
79. Which of the following roles involve bargaining with others to meet the unit or departmental goals?
a.
Negotiator
b.
Resource allocator
c.
Figurehead
d.
Monitor
e.
Leader
80. If a manager finds a severe decline in employee morale and direction, they may need to spend more
time in the _____ role.
a.
negotiator
b.
resource allocator
c.
figurehead
d.
monitor
e.
leader
81. What is the role of the liaison?
a.
The liaison role pertains to decisions about how to allocate people, time, equipment,
money, and other resources to attain desired outcomes.
b.
The liaison role involves the initiation of change.
c.
The liaison role pertains to the development of information sources both inside and outside
the organization.
d.
The liaison role involves handling ceremonial and symbolic activities for the department
or organization.
e.
The liaison role involves formal negotiations and bargaining to attain outcomes for the
manager’s unit of responsibility.
82. If a manager finds several new competitors on the horizon, they may need to spend more time in the
which role?
a.
Negotiator
b.
Resource allocator
c.
Figurehead
d.
Monitor
e.
Leader
83. One of the roles that a small business manager may emphasize over their counterpart in a large
organization is _____.
a.
information processing
b.
spokesperson
c.
liaison
d.
resource allocator
e.
leader
84. Since not-for-profit organizations do not have a conventional _____, managers may struggle with the
question of what constitutes results and effectiveness.
a.
hierarchy
b.
bottom line
c.
information system
d.
decision-making process
e.
structure
85. A manager in for-profit business focuses primarily on _____, while a manager of a non-profit focuses
on _____.
a.
the bottom-line; employee morale
b.
the bottom-line; social impact
c.
profitability; customer satisfaction
d.
market share; the bottom-line
e.
customer satisfaction; organization reputation
86. Which of the following is a characteristic of a traditional management approach?
a.
Managers play the role of an enabler.
b.
Managers supervise team members’ tasks.
c.
Managers constantly mobilize for change.
d.
Managers lead and empower teams.
e.
Managers encourage conversation and collaboration.
CASE
Scenario – Barry Miller
The promotion to first line manager took place just six weeks ago for Barry Miller. He was well
qualified for the promotion, but the new job still required a lot of training. One of the challenges has
been to coordinate the production of his team with the needs of the sales department and with the
availability of raw materials from his suppliers. Setting priorities and developing schedules to
accomplish the work is a part of Barry’s job that he has really enjoyed. The challenges to maintain high
rapport and to build a strong team with his employees have already brought him a lot of satisfaction. In
reflecting about the last six weeks, Barry concludes that he is very happy about his new job.
1. In his job, Barry needs to:
a.
plan.
b.
organize.
c.
lead.
d.
control.
e.
all of these.
2. The managerial skill that is least important at Barry‘s middle-level management position is:
a.
conceptual.
b.
human.
c.
technical.
d.
all of these skills are vital.
e.
none of these skills are important.
3. By maintaining information links, Barry Miller was exhibiting the interpersonal role of:
a.
figurehead.
b.
leader.
c.
liaison.
d.
monitor.
e.
spokesperson.
4. With setting priorities and setting schedules, Barry was participating in the decisional role of:
a.
entrepreneur.
b.
disturbance handler.
c.
disseminator.
d.
resource allocator.
e.
monitor.
COMPLETION
1. The nature of management is to cope with _____ and far-reaching challenges.
2. _____ is the attainment of organizational goals in an effective and efficient manner through planning,
organizing, leading, and controlling organizational resources.
3. _____ is concerned with defining goals for future organizational performance.
4. _____ involves assigning tasks, grouping tasks into departments, delegating authority, and allocating
resources across the organization.
5. The management function that involves the use of influence to motivate employees to achieve the
organization’s goals is referred to as _____.
6. _____ is the management function concerned with monitoring employees’ activities, keeping the
organization on track toward its goals, and making corrections as needed.
7. A social entity that is goal directed and deliberately structured is called a(n) _____.
8. The degree to which the organization achieves a stated goal is called _____.
9. Organizational _____ refers to the amount of resources used to achieve an organizational goal.
10. _____ skills refers to the cognitive ability to see the organization as a whole and the relationship
among its parts.
11. Conceptual skills are especially important for _____ managers.
12. _____ skills refers to the manager’s ability to work with and through other people and to work
effectively as a group member.
13. _____ skills refers to the understanding and proficiency in the performance of specific tasks.
14. Department heads and division managers are examples of _____ managers.
15. _____ managers are directly responsible for the production of goods and services.
16. A(n) _____ is responsible for a temporary work project that involves the participation of people from
various functions and levels of the organization, and perhaps from outside the company as well.
17. _____ are responsible for departments that perform a single functional task and have employees with
similar training and skills.
18. _____ are responsible for several departments that perform different functions.
19. The individual performer is a(n) _____; whereas, the manager has to be a(n) _____.
20. In the _____ role, managers seek and receive information, scan periodicals and reports, and maintain
personal contacts.
21. In the _____ role, managers initiate improvement projects, identify new ideas, and delegate idea
responsibility to others.
22. A(n) _____ would be responsible for performing ceremonial and symbolic duties such as greeting
visitors and signing legal documents.
23. The _____ role involves deciding who gets what resources.
24. If a manager finds several new competitors on the horizon, he or she may need to spend more time in
the _____ role.
25. One of the roles that a small business owner may emphasize over their counterpart in a large
organization is that of a _____.
SHORT ANSWER
1. Identify the four functions of management.
2. List the three management skills necessary to perform effectively in organizations.
3. List five of Mintzberg’s ten managerial roles.
ESSAY
1. Define management and describe two important ideas expressed in the definition.
2. Describe the four management functions.
3. Describe the skills necessary for performing a manager’s job. Provide examples of each.
4. Why are conceptual skills most important for top managers?
5. Briefly discuss the relationship between management skills and management level.
6. What are technical skills? At what level are they most important and why?
7. Describe the three categories of managerial roles and explain how do they differ.
8. How do small business managers emphasize different management roles in comparison to larger
business managers?
ANS:
9. Identify and explain the change that has affected organizations and management the most.