Get a PDF copy for the Test Bank For Management A Practical Introduction, 10th Edition By Kinicki
The Exceptional Manager: What You Do, How You Do It
TRUE/FALSE - Write 'T' if the statement is true and 'F' if the statement is false.
1) At times, to be efficient in management means NOT using resources in the most cost- effective way.
⊚ true
⊚ false
2) Organizations can gain a competitive advantage simply by matching their competition in terms of cutting costs and responsiveness to employees.
⊚ true
⊚ false
3) Innovation in business is defined as seeking ways to deliver less costly goods but in similar ways, maintaining employee morale.
⊚ true
⊚ false
4) Telecommuting has been found to enhance employee satisfaction and performance.
⊚ true
⊚ false
5) Jorge is developing a new employee schedule for his landscaping business due to the increase in customer calls during the summer. While doing this, Jorge is involved in organizing.
⊚ true
⊚ false
6) Amber, a district manager for a large restaurant chain, is comparing the goals of her restaurants with recent sales. She knows that two restaurants are underperforming, so she plans on meeting with those managers to discuss corrective action; this process is the controlling managerial function.
⊚ true
⊚ false
7) Tia works for a line of high-end fashion clothing stores. In her role, she makes strategic long-term decisions about her company’s overall direction, and she creates the overall corporate goals, policies, and strategies. In light of these tasks, Tia must be a middle manager.
⊚ true
⊚ false
8) Leonardo is a district manager who oversees several store managers in a national chain of retailers. Leonardo reports directly to the vice president of stores and marketing, a member of top management. Leonardo is a middle manager.
⊚ true
⊚ false
9) Mintzberg concluded that managers play three broad types of roles: interpersonal, analytical, and critical.
⊚ true
⊚ false
10) It’s your responsibility to manage your career, but others can also make it happen.
⊚ true
⊚ false
MULTIPLE CHOICE - Choose the one alternative that best completes the statement or answers the question.
11) Which one of the following is one way to think about management?
A) efficiency in motion
B) the science of helping people
C) the science of accomplishing things
D) the art of getting things done through people
E) the science of synergy
12) April works diligently to accomplish the company goals in an efficient and effective manner, utilizing her employees through planning, organizing, leading, and controlling company resources. April is
A) developing synergy. B) delegating.
C) entrepreneurship.
D) managing.
E) vision planning.
13) At XYZ Manufacturing, employees work together to achieve the company goals and purposes. XYZ Manufacturing is a(n)
A) ad hoc team. B) organization. C) visionary.
D) user of stretch goals. E) force.
14) Timothy, a restaurant general manager, carefully watches his costs by reusing some items that in the past were immediately thrown away. Timothy is an example of a(n) manager.
A) effective B) diverse C) detail
D) efficient
E) macro
15) Gray, a supervisor, is known by her managers to be sharp in her decisions and has a good track record of meeting her goals; Gray is a(n) _ manager.
A) effective B) diverse C) detail
D) efficient
E) macro
16) Management is defined as the pursuit of organizational goals
A) efficiently and effectively. B) correctly and with synergy. C) economically.
D) efficiently and in a detailed-oriented manner. E) with passion and effectiveness.
17) The multiplier effect states that a manager’s influence on the organization alone.
A) has implications far beyond the results that can be achieved by one person acting
B) is felt repeatedly for many days.
C) can have great and continual cost implications.
D) also results in large consequences for employees’ families. E) can result in many types of company diversity.
18) Being able to is a key benefit for those who study management.
A) relate to their managers and deal with organizations from the outside
B) better manage money
C) relate to coworkers and deal with technology
D) sell their product
E) counsel workers on personal and family issues
19) What does being a manager offer to an employee?
A) few rewards due to the large amount of stress
B) many rewards apart from money and status
C) being exempt from some current laws D) not having to stretch his or her abilities E) little apart from money and status
20)....are two of the primary challenges facing managers today.
A) Dealing with employee issues and maintaining good records
B) Dealing with the lack of information and union problems
C) Dealing with union and financial issues
D) Managing for a competitive advantage and diversity
E) Dealing with ethical dilemmas and decreasing diversity
21) Dennis, a marketing manager, recently attended a management workshop where he learned of Mihaly Csikszentmihalyi’s view that the ideal state that many people seek is
A) between a high and low pay rate.
B) a point of little working and more relaxing.
C) an emotional zone somewhere between boredom and anxiety. D) where very little work is required.
E) a high-pressure career that makes an individual stronger.
22) Omega Manufacturing employs some of the top professionals in its field, and because of their skills and experience, Omega is highly efficient and outperforms its competitors. Omega Manufacturing has a(n) over its competition.
A) quality mark
B) effectiveness advantage
C) synergy
D) leadership dimension
E) competitive advantage
23) Davidson Production is keenly aware of the need to strive daily to produce goods and services more effectively than its competitors. Therefore, Davidson’s management strives to
in order to achieve this standard.
A) maintain a diverse workforce
B) be responsive to employees
C) stay involved with the community
D) maintain quality and efficiency
E) increase its global presence
24) According to the competitive advantage.
, taking care of customers is essential to obtaining a
A) Golden Marketing Rule
B) first law of business
C) Employee Rule
D) Profit-Generating Code
E) synergy focus
25) Even for nonprofits, sooner or later there will be no organization without
A) ethical standards. B) good laws.
C) the Employee Rule. D) customers.
E) synergy focus.
26) The owners of a local coffee shop routinely try to develop new menu items and seek better ways of helping their customers. is the result of their efforts.
A) Synergy
B) The production objective
C) MBO
D) Efficiency
E) Innovation
27) Because Delta Development Services is the only company that supplies a critical product for clients, customers of Delta are likely to
A) put up with poor-quality products.
B) stop producing products needing the Delta part. C) be more profitable.
D) increase company synergy.
E) pay lower prices for the Delta parts.
28) Today, companies emphasize with production.
A) efficiency
B) increased synergy
C) diversity
D) training
E) employee happiness
29) In 2015, approximately what percentage of the U.S. population was foreign-born?
A) 32 percent B) 21 percent C) 8 percent D) 50 percent E) 13 percent
30) According to the theory of , noted by The New York Times columnist Thomas Friedman, there is an urge to address the crises of destabilizing climate change and rising competition for energy.
A) the world is one
B) decreasing globalism
C) sustainability and geo-greenism
D) world economies are too narrow
E) one world government is the answer
ANSWERSHEET
Answer Key
Test name: ch1
1) FALSE
Efficiency is the means of attaining the organization’s goals. To be efficient means to use resources such as people, money, and raw materials wisely and cost-effectively.
2) FALSE
The first challenge of a manager is to manage for competitive advantage. This means an organization must stay ahead in four areas: (1) being responsive to customers, (2) innovation, (3) quality, and (4) efficiency.
3) FALSE
Finding ways to deliver new or better goods or services is called innovation.
4) TRUE
Research has shown that telecommuting enhances employee performance and satisfaction.
5) TRUE
Organizing is defined as arranging tasks, people, and other resources to accomplish the work.
6 TRUE
Controlling is defined as monitoring performance, comparing it with goals, and taking corrective action as needed.
7) FALSE
Top managers make long-term decisions about the overall direction of the organization and establish the company’s objectives, policies, and strategies for it.
8) TRUE
Middle managers implement the policies and plans of the top managers above them and supervise and coordinate the activities of the first-line managers below them. Titles might include plant manager, district manager, and regional manager, among others. In the nonprofit world, middle managers may have titles such as clinic director, dean of student services, and the like.
9) FALSE
According to management scholar Henry Mintzberg, managers play three roles—interpersonal, informational, and decisional.
10) FALSE
It’s your responsibility to manage your career. Don’t count on others to
make it happen.
11) D
Management, said one pioneer of management ideas, is “the art of
getting things done through people.”
12) D
Management is defined as (1) the pursuit of organizational goals efficiently and effectively by (2) integrating the work of people through (3) planning, organizing, leading, and controlling the organization’s resources.
13) B
An organization is a group of people who work together to achieve some specific purpose.
14) D
Efficiency is the means of attaining the organization’s goals. To be efficient means to use resources such as people, money, and raw materials wisely and cost-effectively.
15) A
Effectiveness regards the organization’s ends or goals. To be effective means to achieve results, to make the right decisions, and to successfully carry them out so they achieve the organization’s goals.
16) A
Management is defined as the pursuit of organizational goals efficiently and effectively.
17) A
In being a manager you have a multiplier effect: your influence on the organization is multiplied far beyond the results that can be achieved by just one person acting alone.
18) A
A few of the payoffs of studying management as a discipline include understanding how to deal with organizations from the outside, understanding how to relate to your supervisors and coworkers, and understanding how to manage yourself in the workplace.
19) B
In addition to money and status, there are many rewards to being a manager including experiencing a sense of accomplishment, stretching your abilities and magnifying your range, and building a catalog of successful products or services.
20) D
Seven challenges faced by any manager: You need to manage for competitive advantage—to stay ahead of rivals. You need to manage for the effects of globalization and of information technology. You need to manage for diversity in race, ethnicity, gender, and so on, because the future won’t resemble the past. You always need to manage to maintain ethical standards. You need to manage for sustainability—to practice sound environmental policies. Finally, you need to manage for the achievement of your own happiness and life goals.
21) C
The ideal state that many people seek is an emotional zone somewhere between boredom and anxiety, in the view of psychologist Mihaly Csikszentmihalyi. Boredom, he says, may arise because skills and challenges are mismatched: You are exercising your high level of skill in a job with a low level of challenge, such as licking envelopes. Anxiety arises when one has low levels of skill but a high level of challenge,
such as suddenly being called upon to give a rousing speech to strangers.
22) E
Competitive advantage is the ability of an organization to produce goods or services more effectively than competitors do, thereby outperforming them.
23) D
Competitive advantage is the ability of an organization to produce goods or services more effectively than competitors do, thereby outperforming them. This means an organization must stay ahead in four areas: (1) being responsive to customers, (2) innovation, (3) quality, and (4) efficiency.
24) B
The first law of business is: take care of the customer. Without customers, whatever they’re called, sooner or later there will be no organization.
25) D
Without customers—buyers, clients, consumers, shoppers, users, patrons, guests, investors, or whatever they’re called—sooner or later there will be no organization.
26) E
Finding ways to deliver new or better goods or services is called innovation. No organization, for-profit or nonprofit, can allow itself to become complacent, especially when rivals are coming up with creative ideas. “Innovate or die” is an important adage for any manager.
27) A
If your organization is the only one of its kind, customers may put up with products or services that are less than stellar only because they have no choice. But if another organization comes along and offers a better- quality product, you may find your company falling behind.
28) A
A generation ago, organizations rewarded employees for their length of service. Today, however, the emphasis is on efficiency. Companies strive to produce goods or services as quickly as possible using as few employees (and raw materials) as possible.
29) E
In 2015, approximately 13.4 percent of the U.S. population was foreign- born. By 2020, the number is expected to be 14.3 percent, and by 2060,
18.8 percent.
30) C
American firms have been going out into the world in a major way, even as the world has been coming to us. This has led to what The New York Times columnist Thomas Friedman has called, in his book The World
Is Flat, a phenomenon in which globalization has leveled (made “flat”) the competitive playing fields between industrial and emerging-market countries.
31) E
Ed Reilly, who heads the American Management Association, says all the e-mail, cell-phone calls, text messaging, and so on can lead people to end up “concentrating on the urgent rather than the important.”
32) D
Artificial intelligence (AI) is the discipline concerned with creating computer systems that simulate human reasoning and sensation, as represented by robots, natural language processing, pattern recognition, and similar technologies.
33) B
Using state-of-the-art computer software and hardware to help people work better together is known as collaborative computing. Many hospitals, for example, now knit various functions together—patient histories, doctors’ orders, lab results, prescription information, billing— in a single information system, parts of which patients can access themselves to schedule appointments, question doctors, and request prescription refills.
34) E
1. The practice of management is both an art and a science.
True False
2. Proponents of evidence-based management would say there are few really new ideas.
True False
3. Evidence-based management means translating principles from promising new theories into organizational practice.
True False
4. Peter Drucker was the author of The Practice of Management and has been described as the creator and inventor of modern management.
True False
5. Part of evidence-based management is understanding the potential danger in conventional wisdom about management.
True False
6. The contemporary perspective of management includes three viewpoints: systems, behavioral, and quantitative.
True False
7. The quantitative viewpoint on management is part of the historical perspective.
True False
8. Because of radical changes to modern business practice, theoretical perspectives of management provide a historical context but unfortunately do not enhance understanding of the present.
True False
9. Studying theoretical perspectives of management can be a source of new ideas.
True False
10. Shanice recently took a management job in the book publishing industry, which is undergoing dramatic change. She should study theoretical perspectives of management to help her predict some of the probable outcomes of this change and help her decide on potential strategy going forward.
True False
11. Telecommunication company Cisco Systems abandoned its "management councils" experiment, which had replaced a traditional hierarchical structure, because the councils slowed decision making.
True False
12. The classical viewpoint emphasized ways to manage work more independently.
True False
13. Frank and Lillian Gilbreth were chief proponents of administrative management.
True False
14. A "therblig," a term coined by Frank Gilbreth, is a unit of motion in the workplace.
True False
15. The two branches of the classical viewpoint of management are rational and bureaucratic.
True False
16. The central assumption in classical management is that people are self-interested.
True False
17. Peter was having a hard time concentrating on work on Friday afternoon. He had friends visiting for the weekend and he kept checking his phone and his Facebook page to solidify his plans. He certainly wasn't working as hard as he could have been, something that scientific management theorist Frederick Taylor would have called "soldiering."
True False
18. Motion studies were used to assess and improve efficiency as part of the classical viewpoint.
True False
19. As part of the scientific management viewpoint, Taylor suggested paying all employees doing the same job the same wage.
True False
20. Under the differential rate system proposed by Frederick Taylor, employees should be paid on the basis of seniority.
True False
21. Describe the systems viewpoint and provide examples of each of the four associated parts using a real or fictitious company.
The systems viewpoint sees organizations as a system, either open or closed, with inputs, outputs, transformation processes, and feedback.
Inputs are the people, money, information, equipment, and materials required to produce an organization's goods or services. Example: For a jewelry designer—designer, money, artistic talent, gold and silver, tools, marketing expertise.
Transformational processes are the organization's capabilities in management and technology that are applied to converting inputs into outputs. Example: Designer's management skills (planning, organizing, leading, controlling), gold and silver smithing tools and expertise, website for marketing.
Outputs are the products, services, profits, losses, employee satisfaction or discontent, produced by the organization. Example: Gold and silver rings, earrings, bracelets, and the like.
Feedback is the information about the reaction of the environment to the outputs, which affects the inputs. Example: Web customers like African-style designs or dislike imitation Old English designs.
Management Test 2
1. A standing plan that designates specific required action is a: rule
2. A(n) budget projects what an organization will create in goods and services, what financial resources are needed, and what income is expected.: operational
3. Dave owns several computer repair shops across the Midwest, and he has set a goal for his company of cutting costs in all his locations over the next three years. Dave has set a(n) .: strategic goal
4. productivity equals: labor, capital, energy, and materials, divided by goods and services produced
5. Research suggests that when writing out and achieving a person’s biggest goals, it is important to .: make a concrete plan and break goals into manageable bites
6. Standards are best measured when they are .: quantifiable
7. Strategic, tactical, and operational are the .: three level of planning
8. Tactical control is performed mainly by .: middle managers
9. The primary reason for an organization to adopt planning and strategic management is to .: develop a sustainable advantage
10. Which kind of organization is most likely to try to exert too much con- trol?: bureaucratic
11. If I say that I will spend 2 hours studying for MGMT371 by the end of the week, this commitment is a .: goal
12. Conan, the district manager for Newk’s, told store managers in Oxford that he needs their sales objectives for next year. A new manager, Valeria says that, “Our goal is to sell $500,000 in food next year.” Conan later told Valeria that “Let me know how exactly how much of each type of food you plan on selling.” Conan’s request for a specific answer is an example of a
.: SMART goal
13. Bottlebush Bakery offers a relaxing environment to enjoy coffee, baked goods, and other menu items, has a poster that reads, “We provide a quality product and caring service to each of our customers to help them challenge their day.” This statement is Bottlebush’s .: mission statement
14. UPS trains its loaders on how to pack its delivery vehicles, so that when its drivers pull packages off their trucks, they are organized in a specific order and with the label facing forward to reduce errors and save time. This precise method of loading a truck is known is a(n) .: procedure
15. Larry meets with his employees six months after their annual evaluation to discuss their progress on improvement. At this point, by comparing the six-month results with the past evaluation, Larry is in the steps of the planning/control cycle.: control
16. MBO works by objectives moving through the organization; that is, top managers set general organizational objectives, which are translated into divisional objectives, which are translated into departmental objectives. The hierarchy ends in individual objectives set by each employee. This is an example of MBO working as objectives through the organization.-
: cascade down
17. Says one authority, strategic planning should communicate not only general goals about growth and profits but also .: ways to achieve them
18. The planning/control cycle has two control steps: (1) control the direction by comparing results with the plan and (2) control the direction by taking corrective action in two ways—namely by .: receiving feedback and if needed making new plans
19. The top management team of GargleTech are meeting for the week to examine long-term company goals and overall direction of the organization. As part of the initial discussion, the CEO expresses her concern over the economy. She also tells her managers to look closely at the external environ- ment and to think about the future prior to making before making decisions. In this meeting, top managers of GargleTech are .: doing strategic planning
20. With SMART goals only a few goals should be chosen, and they should be results-oriented, that .: support the organization’s visions
21. At BakeRite Foods, Mickey pulls six samples each hour from their pro- duction line to examine them for quality defects. He measures each sample against the product standard. If he finds any deviations, he adjusts various pieces of equipment on the line until the variance disappears. Mickey’s job involves .: feed-forward control
22. Joy manages Highlands Inn. One thing her employees are evaluated on is their contribution to continuous improvement. She notices she has received the same suggestion for continuous improvement from an employee multiple times because their performance in this area is evaluated on the number of suggestions only. This problem is typical of control.: functional
23. As a front line supervisor, Gene keeps an eyes on the day to day perfor- mance of his production line to ensure it is hitting its production goals. If the line isn’t producing as it should be, he takes corrective action. This is known as control.: operational
24. Profits or losses incurred by an organization are represented in its
.: income statement
25. Which balanced scorecard perspective helps top management’s judg- ment to be better linked to measures of employee actions at lower levels?: – operational perspective
26. Which of the following areas of control for organizations exerts informal control?: human resources
27. Which of the following is not a common characteristic of successful control systems?: subjective
28. The balanced scorecard does not include which of the following perspec- tives?: innovative and learning
29. Which of the following may be done as corrective action in the control process?: compare performance to standards
30. control is an approach to organizational control that is charac- terized by informal and organic structural arrangements.: relational
31. Alana, the children’s department manager at Shoe Mart, has eight em- ployees in her department, and all of them report directly to her. The eight employees who report directly to Alana are her .: span of control
32. Important decisions are made by middle-level and supervisory-level man- agers with .: upper authority
33. In an organization, division of labor is .: the arrangement of hav- ing discrete parts of a task done by different people
34. Patricia, the manager of Prime Health Club, was telling her new trainer that “I have many decisions to make in a day, and as the club manager, during the course of a week, I have to give orders to most of the 35 employees. Then there is my budget and the club resources, which I oversee.” Patricia’s right to make decisions, give orders, and utilize resources is known as
.: authority
35. The structure of Shoe Mart consists of people with similar specialties put together in formal groups, such as the marketing, accounting, and human resource departments. This is an example of a .: functional structure
36. A hierarchy culture has a(n) .: internal focus and values stability and control
37. One of her customers asked Astrid if her company wanted to join the country club to meet potential customers. Astrid thinks this is a good idea, so she asked her manager, Walter, about it. Walter told Astrid that “Because the membership is over $1,000, I will have to get approval from upper man- agement.” This is an example of how organizations with a make decisions.: centralized authority
38. Ben and Jerry, owners of Books and Stuff, Inc., do not formal policies about dress code or standard operating procedures because they want their company to feel like family that is enjoyable to work for. Ben and Jerry think that if they treat employees like family, the company will do well and grow. These beliefs represent the core values of their organization’s culture, and are known as .: observable artifacts
39. Eddie and Jimmy, the founders of a coffee and tea empire, spoke often about how much they believed in a close-knit company culture that gave responsibility to employees and encouraged innovation. This is an example of .: enacted values
40. Jean-Claude, the department manager, discussed the departmental re- porting relationships with Dolph, his new assistant manager, including who he reports to and who reports to him. Jean-Claude said, “Our organizational hierarchy motivates our workers to work together in pursuit of company goals.” In this example, Jean-Claude is telling Dolph about the department’s
.: organizational culture
41. Han, the CEO of MilFalSystems, has only three people reporting to him:
the VP of operations, VP of finance, and VP of investor relations. Han has a
.: narrow span of control
42. Sometimes culture can be strong enough to take the place of an organi- zation’s .: code of ethics
43. ThroneMart’s organizational structure puts people with similar special- ties together in formal groups, such as the finance, operations, and human resource departments. This is an example of a .: functional structure
44. The vertical hierarchy is also known as .: the chain of command
45. Jeffrey, a sales associate in the furniture department, reports to Jamey, the furniture department manager. This morning, Jamey asked Jeffrey to change the price tags on the desk chairs. While working on this task, Ty, the chemicals department manager, told Jeffrey that he wanted him to unload some flammable chemicals. Jeffrey is confused about whether he should listen to Jamey or Ty, because under the principle of unity of command,
.: employees should report to one manager
46. A summarizes what the holder of the job does and how and why he or she does it.: job description
47. Introducing a practice that is new to the industry is called a(n)
change.: radically innovative
48. The creation of products, services, or technologies that modify those that already exist is called innovation.: adaptive
49. The degree to which a test measures the same thing consistently is known as its .: reliability
50. Invention of a machine to make plastic corks for wine bottles has severely affected companies that produce traditional cork. This is an example of a(n)
advancement.: market
51. Which of the following is an example of a proactive change?: Ciara ex- plores improvements in bonus structures with her staff and begins to implement them despite the fact that her employees are generally content
52. Which of the following is the most effective source of new employees?: –
college recruiters
53. Which of the following is not a way to encourage innovation?: withholding raises and promotions when innovation attempts don’t work
54. Which piece of legislation first established the U.S. federal minimum wage?: fair labor standards act of 1938
55. includes the activities managers perform to plan for, attract, develop, and retain an effective workforce.: Human resource management
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