1.
1.00 point
Frontline managers often have titles such as supervisor or
sales manager.
True
False
2.
1.00 point
The need for interpersonal and communication skills fades as
a manager moves from the lower levels of an organization into the upper
management arena.
True
False
Interpersonal skills are important throughout your career,
at every level of management.
3.
1.00 point
Being a manager is more like being the conductor of an
orchestra than playing an instrument in it.
True
False
At the beginning of your career, your contribution to your
employer depends on your own performance; that’s all you’re responsible for.
But on becoming a manager, you are responsible for the whole group, as a
conductor is responsible for the entire orchestra.
4.
1.00 point
Which of the following is one of the key elements that make
the current business landscape different from the past?
Cost competitiveness
Collaboration across organizational boundaries
Quality
Diversity
Speed
5.
1.00 point
_________ is the set of practices aimed at discovering and
harnessing an organization’s intellectual resources—fully utilizing the
intellects of the organization’s people.
Knowledge management
Communication management
Collaboration
Service management
Innovation
6.
1.00 point
Managing your costs and keeping them down requires being
fast.
efficient.
mindful of high service requirements.
collaborative.
effective.
Managing your costs and keeping them down requires being
efficient: accomplishing your goals by using your resources wisely and
minimizing waste.
7.
1.00 point
The key management functions include
marketing, finance, accounting and production.
hiring, training, appraising and firing.
planning, operations, labor and contracting.
planning, leading, controlling and organizing.
marketing, management, finance and accounting.
8.
1.00 point
_______ involves monitoring performance and making necessary
changes.
Controlling
Organizing
Planning
Leading
Budgeting
9.
1.00 point
Managers responsible for supervising the operations of an
organization are referred to as
strategic managers.
supervisory managers.
operational managers.
tactical managers.
functional managers.
10.
1.00 point
Titles such as foreman, sales manager, shift manager, or
supervisor typically belong to managers at what level?
Operational
Tactical
Top
Middle
Strategic
Front level or operational managers often have titles such
as supervisor or sales manager and are lower-level managers who supervise the
operations of the organization.
11.
1.00 point
Which of the following represent skills that managers need?
Technical, interpersonal & communication and conceptual
& decision
Professional, technical, and interpersonal &
communication
Interpersonal & communication, conceptual &
decision, and professional
Professional, technical, and conceptual & decision
Conceptual & decision, professional and technical
Critical management skills include technical skills,
interpersonal and communication skills, and conceptual and decision skills.
12.
1.00 point
Using a particular software program at an expert level,
compilation of an accounting statement, and writing advertising copy are all
examples of which type of skill?
Quantitative
Technical
Conceptual
Professional
Interpersonal
A technical skill is the ability to perform a specialized
task that involves a certain method or process such as using computers,
compiling an accounting statement and writing advertising copy.
13.
1.00 point
Top management at Sunset Studios, Inc. recognized a lack of
employee enthusiasm about the new website. In fact there was a fair amount of
infighting and blame around whom was responsible for the layout, given the
entire firm considered itself to be tops in design and production. Sammy Sunset
got the team together and engaged them in a lively discussion to determine how
to change the website so that it reflected more of Sunset Studios’ unique
design ability. As the meeting wound down, each team member volunteered to take
on a part of the project to fix the site. The ability to identify this problem
and resolve it is an effective use of __________ skills.
negotiation
technical
informational
professional
conceptual and decision
As managers acquire greater responsibility, they must
exercise their conceptual and decision skills with increasing frequency. In
this example, Sammy identified the problem of a poorly designed website and
lots of blaming, and resolved the issues with a lively discussion, ending with
team members volunteering to resolve the problems with the site.
14.
1.00 point
Toward the end of the industrial revolution, bureaucracy
emerged as a formal discipline.
True
False
Toward the end of the industrial revolution, management
emerged as a formal discipline
15.
1.00 point
In the context of the human relations approach to
management, Abraham Maslow argued that people try to satisfy their lower-level
needs and then progress upward to the higher-level needs.
True
False
16.
1.00 point
In the context of contemporary approaches to management,
many aspects of a management decision cannot be expressed through mathematical
symbols and formulas.
True
False
Many aspects of a management decision cannot be expressed
through mathematical symbols and formulas.
17.
1.00 point
Understanding contingencies helps a manager know which sets
of circumstances dictate which management actions.
True
False
Situational characteristics are called contingencies.
Understanding contingencies helps a manager know which sets of circumstances
dictate which management actions.
18.
1.00 point
In the context of classical approaches to management, _____
believed bureaucratic structures can eliminate the variability that results
when managers in the same organization have different skills, experiences, and
goals.
Lillian Gilbreth
Henri Fayol
Mary Follett
Max Weber
Peter Drucker
Weber believed bureaucratic structures can eliminate the
variability that results when managers in the same organization have different
skills, experiences, and goals.
19.
1.00 point
Which of the following is a drawback of the bureaucratic
approach to management?
Management decisions were unsystematic.
Some people did not perform their best with excessive rules
and regulations.
The approach emphasized only money as a worker incentive.
Production tasks were reduced to machine-like movements that
led to boredom.
The approach did not help managers deal with competitors and
government regulations.
Organizations or departments that need rapid decision making
and flexibility may suffer under a bureaucratic approach. Some people may not
perform their best with excessive bureaucratic rules and procedures.
20.
1.00 point
Which of the following is one of Henri Fayol’s 14 principles
of management?
Adaptation
Qualifications
Rules and controls
Scalar chain
Ownership
An explicit and broad framework for administrative
management emerged in 1916, when Henri Fayol, a French mining engineer and executive,
published a book summarizing his management experiences. Fayol identified five
functions and 14 principles of management. The 14 principles of management are:
division of work, authority, discipline, unity of command, unity of direction,
subordination of individual interest to the general interest, remuneration,
centralization, scalar chain, order, equity, stability and tenure of personnel,
initiative, and esprit de corps.
21.
1.00 point
The _____ were a series of experiments conducted from 1924
to 1932 to investigate the influence of physical working conditions on workers’
productivity and efficiency.
Forming-Storming Model
Hawthorne Studies
Johari Window
Michigan Leadership Studies
Hierarchy of Needs
Western Electric Company, a manufacturer of communications
equipment, hired a team of Harvard researchers led by Elton Mayo and Fritz
Roethlisberger. They were to investigate the influence of physical working
conditions on workers’ productivity and efficiency in one of the company’s
factories outside Chicago. This research project, known as the Hawthorne
Studies, provided some of the most interesting and controversial results in the
history of management. The Hawthorne Studies were a series of experiments conducted
from 1924 to 1932.
22.
1.00 point
In the context of classical approaches to management, which
of the following is a principle of the human relations approach?
Management should cooperate with workers to ensure that jobs
match plans.
Social needs have precedence over economic needs.
Wasteful movements can be identified and removed to increase
productivity.
Scientific methods should be applied to analyze work.
Management is a profession and can be taught.
Human relations proponents argued that managers should
stress primarily employee welfare, motivation, and communication. They believed
social needs had precedence over economic needs.
23.
1.00 point
Which of the following is true of Abraham Maslow’s
contribution to the field of human relations?
He advocated the application of scientific methods to
analyze work.
He was concerned with meeting the explosive growth in demand
brought about by the industrial revolution.
He concluded that management decisions were unsystematic.
He emphasized maintenance of inventories to meet consumer
demand.
He suggested that humans have five levels of needs.
Another noted contributor to the field of human relations
was Abraham Maslow. In 1943 Maslow suggested that humans have five levels of
needs.
24.
1.00 point
According to Abraham Maslow, the most advanced human need is
for:
esteem.
love or belonging.
safety.
the body.
self-actualization.
Another noted contributor to the field of human relations
was Abraham Maslow. In 1943 Maslow suggested that humans have five levels of
needs. The most basic needs are the physical needs for food, water, and
shelter; the most advanced need is for self-actualization, or personal
fulfillment.
25.
1.00 point
In the context of classical approaches to management,
critics believed that one result of the _____ approach—a belief that a happy
worker was a productive worker—was too simplistic.
administrative management
bureacratic
human relations
scientific management
systematic management
Critics believed that one result of human relations—a belief
that a happy worker was a productive worker—was too simplistic.
26.
1.00 point
Which of the following is a contemporary approach to
management?
Quantitative management
Human relations
Administrative management
Systematic management
Scientific management
The contemporary approaches to management include
sociotechnical systems theory, quantitative management, organizational
behavior, and systems theory.
27.
1.00 point
In the context of contemporary approaches to management, the
use of _____ has been limited because many aspects of a management decision
cannot be expressed through mathematical symbols and formulas.
organizational behavior
quantitative management
human relations
administrative management
systematic management
Several explanations account for the limited use of
quantitative management. Many managers have not been trained in using these
techniques. Also, many aspects of a management decision cannot be expressed
through mathematical symbols and formulas. Finally, many of the decisions
managers face are nonroutine and unpredictable.
28.
1.00 point
_____ is a contemporary management approach that studies and
identifies management activities that promote employee effectiveness by
examining the complex and dynamic nature of individual, group, and
organizational processes.
Systems theory
Contingency perspective
Sociotechnical systems theory
Organizational behavior
Quantitative management
Organizational behavior is a contemporary management
approach that studies and identifies management activities that promote
employee effectiveness by examining the complex and dynamic nature of
individual, group, and organizational processes.
29.
1.00 point
_____, a major organizational behaviorist, recommended greater
autonomy and better jobs for workers.
Chris Argyris
Douglas McGregor
Rensis Likert
Michael Porter
Jim Collins
A major organizational behaviorist includes Chris Argyris,
who recommended greater autonomy and better jobs for workers.
30.
1.00 point
In the context of the systems theory, human resources,
capital, and raw material are examples of _____.
inputs
outputs
control systems
contingencies
economies
Organizations are open systems, dependent on inputs from the
outside world, such as raw materials, human resources, and capital.
31.
1.00 point
In the context of the systems theory, understanding _____
helps a manager know which sets of circumstances dictate which management
actions.
economies
contingencies
physical needs
inputs
outputs
Contingencies are factors that determine the appropriateness
of managerial actions. Understanding contingencies helps a manager know which
sets of circumstances dictate which management actions.
32.
1.00 point
_____, written by Gary Hamel, was selected by Amazon.com as
the best business book of 2007.
The Future of Management
Good to Great
Managing Across Borders: The Transnational Solution
In Search of Excellence
The Fifth Dimension: The Art and Practice of the Learning
Organization
Gary Hamel’s most recent book, The Future of Management, was
selected by Amazon.com as the best business book of 2007.
33.
1.00 point
When an industry matures, profits drop.
True
False
When an industry matures and growth slows, profits drop.
34.
1.00 point
Buffering is a method for adapting the technical core to
changes in the environment.
True
False
Flexible processes are methods for adapting the technical
core to changes in the environment.
35.
1.00 point
Organizations that are affected by, and that affect, their
environment are called:
oligopolies.
ecologies.
open systems.
matrix organizations.
pyramids.
Organizations are open systems—that is, they are affected by
and in turn affect their external environments.
36.
1.00 point
Margaret Pane, a new manager at The Royal Deli, has been
asked to focus on the competitive environment of the organization. Which of
these factors is among those that Margaret Pane should focus on?
Demographics
Suppliers
Technology
Social factors
Government policies
The competitive environment is composed of the firm and its
rivals, suppliers, customers (buyers), new entrants, and substitute or
complementary products.
37.
1.00 point
The main difference between a final consumer and an
intermediate consumer is that the final consumer:
is not as flexible as an intermediate consumer.
uses products himself.
purchases more than intermediate consumers.
pays cash.
does not have any bargaining power.
Intermediate consumers buy raw materials or wholesale
products and then sell to final consumers. Final consumers use the products
themselves.
38.
1.00 point
Wealth and Wealth Bank utilizes the janitorial services of
Rob’s Scrub-All to keep their buildings clean. Rob’s provides all the necessary
cleaning supplies, training, background security checks (since the crew works
after hours) and all other associated expenses. The other available janitorial
services do not typically provide security checks and a client such as a bank
would have to hire guards to watch the work of the janitors. This expense
effectively limits the bank to utilizing only Rob’s services. Which of the
following does this illustrate?
High employment costs
Complementary products
High switching costs
Favorable quality status
Unfavorable supplier status
Switching costs are fixed costs buyers face if they change
suppliers. In this case, the bank would have to have a permanent security
guard, a fixed cost, should it decide to switch from Rob’s Scrub-All to another
cleaning service.
39.
1.00 point
_____ refers to searching for information that is
unavailable to most people and sorting through that information to interpret
what is important.
Data classification
Competitive skimming
Knowledge browsing
Environmental scanning
Information foraging
Environmental scanning includes searching for information
that is unavailable to most people and sorting through that information to
interpret what is important.
40.
1.00 point
_____ are approaches that an organization acting on its own
uses to change some aspect of its current environment.
Benchmarking procedures
Flexible processes
Buffering techniques
Independent strategies
Forecasting methods
Independent strategies are strategies that an organization
acting on its own uses to change some aspect of its current environment.
41.
1.00 point
Meatorganics announced that it was selling off its pork
division in order to realign itself more competitively in the marketing of its
other products. This is an example of managing the task environment through:
acquisition.
merger.
divestiture.
diversification.
domain selection.
Divestiture occurs when a company sells one or more
businesses.
42.
1.00 point
_____ is an organization’s conscious efforts to change the
boundaries of its task environment.
Flexible process
Cooperative strategy
Public relations
Independent action
Strategic maneuvering
Strategic maneuvering is an organization’s conscious efforts
to change the boundaries of its task environment.
43.
1.00 point
_____ are companies that continuously change the boundaries
for their task environments by seeking new products and markets, diversifying
and merging, or acquiring new enterprises.
Divergers
Prospectors
Transformers
Wanderers
Defenders
Prospectors are companies that continuously change the
boundaries for their task environments by seeking new products and markets,
diversifying and merging, or acquiring new enterprises.
44.
1.00 point
_____ are companies that stay within a stable product domain
as a strategic maneuver.
Defenders
Convergers
Accommodators
Protectors
Sponsors
Defenders are companies that stay within a stable product
domain as a strategic maneuver
45.
1.00 point
If an organization’s culture is externally oriented and
focused on control with its primary objectives as productivity, planning and
efficiency, it could best be described as a _____ culture.
values-oriented
rational
group
adhocracy
hierarchical
Rational cultures are externally oriented and focused on
control. This type of culture’s primary objectives are productivity, planning,
and efficiency.
46.
1.00 point
The four key elements that make the current business
environment different from the past include globalization, technological
change, the importance of knowledge and ideas and collaboration across
organizational boundaries.
True
False
Management is a challenge requiring constant adaptation to
new circumstances. The four key elements that make the current business
landscape different from the past: globalization, technological change, the
importance of knowledge and ideas, and collaboration across organizational
“boundaries.”
47.
1.00 point
Knowledge management is a set of practices aimed at
discovering and harnessing the competition’s intellectual resources.
True
False
48.
1.00 point
The key to company success is how much the industry in which
it operates will affect society or how much it will grow.
True
False
The key to understanding the success of a company is the
competitive advantage held by a particular company and how well it can sustain
that advantage.
49.
1.00 point
Innovation is the introduction of new goods and services.
True
False
