Test Bank Management Fundamentals Concepts, Applications, and Skill Development 8th Edition by Robert N. Lussier

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Test Bank Management Fundamentals Concepts, Applications, and Skill Development 8th Edition by Robert N. Lussier

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Test Bank Management Fundamentals Concepts, Applications, and Skill Development 8th Edition by Robert N. Lussier

Chapter 1: Management and Its History

Test Bank

Multiple Choice

 

  1. The resources of a manager include all of the following, EXCEPT ______.
  2. human resources
  3. financial resources
  4. time resources
  5. physical resources

Ans: C

Learning Objective: 1-1: Describe a manager’s responsibility.

Cognitive Domain: Knowledge

Answer Location: Managers and the Organizational Resources They Manage

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Connie is a manager at a local golf course. Though Connie sticks to her budget, some patrons have complained that the golf carts are not worth the rental price because many are not in working condition. With which type of resource is Connie struggling?
  2. human
  3. financial
  4. physical
  5. informational

Ans: C

Learning Objective: 1-1: Describe a manager’s responsibility.

Cognitive Domain: Application

Answer Location: Managers and the Organizational Resources They Manage

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Donna owns a hair salon. Though Donna pays stylists good wages, she finds it difficult to retain talented employees. Her business remains profitable, but since her customers tend to prefer to stick with their favorite stylists, turnover has caused her to lose several valuable clients. With which type of resource is Donna struggling?
  2. human
  3. financial
  4. physical
  5. informational

Ans: A

Learning Objective: 1-1: Describe a manager’s responsibility.

Cognitive Domain: Application

Answer Location: Managers and the Organizational Resources They Manage

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Terrence owns a successful coffee bar. He’d like to expand his business by adding a second location across town, but has found that economic uncertainty has made most banks reluctant to provide him with the loan he would need to do so. With which type of resource is Terrence struggling?
  2. human
  3. financial
  4. physical
  5. informational

Ans: B

Learning Objective: 1-1: Describe a manager’s responsibility.

Cognitive Domain: Application

Answer Location: Managers and the Organizational Resources They Manage

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Connall runs the information technology department at a successful university. He knows that the university needs to replace its current learning management system, which is used for all online classes. However, it’s been many years since he last researched this type of product, and he’s not sure what other options there are now. With which type of resource is Connall struggling?
  2. human
  3. financial
  4. physical
  5. informational

Ans: D

Learning Objective: 1-1: Describe a manager’s responsibility.

Cognitive Domain: Application

Answer Location: Managers and the Organizational Resources They Manage

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Which of the following is considered a manager’s most valuable resource?
  2. human
  3. financial
  4. physical
  5. informational

Ans: A

Learning Objective: 1-1: Describe a manager’s responsibility.

Cognitive Domain: Comprehension

Answer Location: Human Resources

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Managers are primarily evaluated on ______.
  2. educational level
  3. experience level
  4. sales numbers
  5. resource utilization

Ans: D

Learning Objective: 1-1: Describe a manager’s responsibility.

Cognitive Domain: Knowledge

Answer Location: Resources and Performance

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. ______ is/are based on how effectively and efficiently managers utilize resources to achieve objectives.
  2. Human capital
  3. Performance
  4. Financial stability
  5. Organizational objectives

Ans: B

Learning Objective: 1-1: Describe a manager’s responsibility.

Cognitive Domain: Knowledge

Answer Location: Resources and Performance

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Management skills include all of the following, EXCEPT ______ skills.
  2. technical
  3. time management
  4. interpersonal
  5. decision-making

Ans: B

Learning Objective: 1-2: List the three skills of effective managers.

Cognitive Domain: Comprehension

Answer Location: Management Skills

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Three friends, Saad, Shaheena, and Syddarth, all started at Plastico the same day. Saad was just promoted to the level of mid-manager because he was the first to master the inventory management system. Saad has been promoted due to his ______ skills.
  2. technical
  3. interpersonal
  4. decision-making
  5. supervisory

Ans: A

Learning Objective: 1-2: List the three skills of effective managers.

Cognitive Domain: Analysis

Answer Location: Technical Skills

Difficulty Level: Hard

AACSB Standard: Analytical thinking

 

  1. Interpersonal skills are sometimes referred to as ______ skills
  2. intuitive
  3. soft
  4. hard
  5. tangible

Ans: B

Learning Objective: 1-2: List the three skills of effective managers.

Cognitive Domain: Comprehension

Answer Location: Interpersonal Skills

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Which type of skill involves the ability to conceptualize situations?
  2. technical
  3. time management
  4. decision-making
  5. interpersonal

Ans: C

Learning Objective: 1-2: List the three skills of effective managers.

Cognitive Domain: Knowledge

Answer Location: Decision-Making Skills

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. All of the following are organizations that provide the standards for accreditation of business schools, EXCEPT ______.
  2. IACBE
  3. SHRM
  4. ACBSP
  5. AACSB

Ans: B

Learning Objective: 1-2: List the three skills of effective managers.

Cognitive Domain: Knowledge

Answer Location: AACSB Competencies

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. The four management functions include the following, EXCEPT ______.
  2. planning
  3. organizing
  4. leading
  5. directing

Ans: D

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Comprehension

Answer Location: Management Functions

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. The staffing of an organization is considered part of which management function?
  2. organizing
  3. controlling
  4. planning
  5. leading

Ans: A

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Analysis

Answer Location: Organizing

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. An important aspect of ______ is assigning people to various tasks and jobs.
  2. organizing
  3. leading
  4. controlling
  5. planning

Ans: A

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Knowledge

Answer Location: Organizing

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Which management function is focused on detecting when corrective action is needed in order to achieve objectives?
  2. leading
  3. controlling
  4. planning
  5. organizing

Ans: B

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Knowledge

Answer Location: Controlling

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Macksym is the shift manager at a local manufacturing plant. From 10:00 a.m. to 11:00 a.m. this morning, he was outside the plant, waiting on a shipment of a part needed for the next shift because he couldn’t spare any employees from the production line to do so. This would best be described as an example of a ______.
  2. planning function
  3. leading function
  4. controlling function
  5. nonmanagement function

Ans: D

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Application

Answer Location: Nonmanagement Functions

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Dongfang has recently moved up to shift manager at Common Grounds, a popular local coffee shop. When she was a barista, she greatly enjoyed talking to the customers about different grounds of coffee and creating new drinks for her regular customers. When her replacement, Holly, started, Dongfang continued to perform the same tasks she had enjoyed before Holly was hired. Dongfang is spending time on ______.
  2. leading
  3. planning
  4. controlling
  5. nonmanagement functions

Ans: D

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Application

Answer Location: Nonmanagement Functions

Difficulty Level: Hard

AACSB Standard: Analytical thinking

 

  1. Many managers are called ______ because they perform both management and employee functions.
  2. working managers
  3. employee managers
  4. team leaders
  5. functional managers

Ans: A

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Comprehension

Answer Location: Nonmanagement Functions

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Valgeet was promoted to a management position six months ago. Since then, his employees have noticed that he has forgotten some of the basic job skills he used to perform when he was working at their level. This phenomenon, which can occur with new managers, is sometimes called ______.
  2. management memory
  3. administrative amnesia
  4. going suit
  5. promotional decay

Ans: C

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Comprehension

Answer Location: Nonmanagement Functions

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Management role theory was developed by ______.
  2. Henry Fayol
  3. Elton Mayo
  4. Frederick Winslow Taylor
  5. Henry Mintzberg

Ans: D

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Comprehension

Answer Location: Management Roles

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. All of the following management roles fall under the decisional role category, EXCEPT ______.
  2. leader
  3. resource allocator
  4. negotiator
  5. entrepreneur

Ans: A

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Comprehension

Answer Location: Decisional Roles

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Managers play the ______ role when they interact with people outside of their unit to gain information or favors.
  2. disseminator
  3. negotiator
  4. figurehead
  5. liaison

Ans: D

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Knowledge

Answer Location: Interpersonal Roles

Difficulty Level: Easy

AACSB Standard: Interpersonal relations and teamwork

 

  1. During a normal day, Kristian makes a point to talk to others to be up to date on what is occurring as well as to make sure everyone else has the information they need to do their jobs. Kristian is exhibiting which two roles?
  2. leader, liaison
  3. monitor, disseminator
  4. monitor, liaison
  5. liaison, spokesperson

Ans: B

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Analysis

Answer Location: Informational Roles

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. After a particularly difficult day at Common Grounds Coffee, manager Dongfang had to diffuse a disagreement between two baristas. According to the management role categories, Dongfang was acting as a ______.
  2. liaison
  3. negotiator
  4. disturbance handler
  5. figurehead

Ans: C

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Analysis

Answer Location: Decisional Roles

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. After three people developed food poisoning after having coffee at Common Grounds, Dongfang gave an interview to the local news to discuss the shipment of tainted milk that had arrived as the store the previous day. Dongfang was acting as a ______.
  2. negotiator
  3. spokesperson
  4. liaison
  5. disseminator

Ans: B

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Analysis

Answer Location: Informational Roles

Difficulty Level: Medium

AACSB Standard: Written and Oral Communication

 

  1. The leader, liaison, and disseminator managerial roles are most closely associated with which of the following management functions?
  2. controlling
  3. leading
  4. planning
  5. organizing

Ans: B

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Knowledge

Answer Location: The Systems Relationship among the Management Skills, Functions, and Roles

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Planning includes all of the following roles, EXCEPT ______.
  2. entrepreneur
  3. negotiator
  4. spokesperson
  5. disseminator

Ans: D

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Application

Answer Location: The Systems Relationship among the Management Skills, Functions, and Roles

Difficulty Level: Hard

AACSB Standard: Analytical thinking

 

  1. A manager who is particularly effective at organizing excels at the management role of ______.
  2. resource allocation
  3. disturbance handling
  4. information dissemination
  5. entrepreneurial endeavors

Ans: A

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Application

Answer Location: The Systems Relationship among the Management Skills, Functions, and Roles

Difficulty Level: Hard

AACSB Standard: Analytical thinking

 

  1. Someone in middle management might be called which of the following?
  2. department head
  3. vice president
  4. head nurse
  5. crew leader

Ans: A

Learning Objective: 1-4: Recall the hierarchy of management levels and describe the differences among the levels in terms of skills needed and functions performed.

Cognitive Domain: Comprehension

Answer Location: Middle Managers

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. ______ is a newer management position needed in organizations that focus on team-based structures.
  2. Top manager
  3. Middle manager
  4. First-line manager
  5. Team leader

Ans: D

Learning Objective: 1-4: Recall the hierarchy of management levels and describe the differences among the levels in terms of skills needed and functions performed.

Cognitive Domain: Knowledge

Answer Location: Team Leader

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Arshdeep works at a local marketing consulting firm, where he has a good deal of responsibility and oversees an office of 10 employees, none of whom are managers. Arshdeep is a ______.
  2. team leader
  3. first-line manager
  4. middle manager
  5. top manager

Ans: B

Learning Objective: 1-4: Recall the hierarchy of management levels and describe the differences among the levels in terms of skills needed and functions performed.

Cognitive Domain: Analysis

Answer Location: First-Line Managers

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. The following are responsibilities of top managers, EXCEPT ______.
  2. managing major parts of an organization
  3. developing an organization’s purpose
  4. executing organization’s strategies
  5. developing an organization’s objectives

Ans: C

Learning Objective: 1-4: Recall the hierarchy of management levels and describe the differences among the levels in terms of skills needed and functions performed.

Cognitive Domain: Application

Answer Location: Top Managers

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Another name for a team leader is a(n) ______.
  2. program manager
  3. activities leader
  4. operative supervisor
  5. project leader

Ans: D

Learning Objective: 1-4: Recall the hierarchy of management levels and describe the differences among the levels in terms of skills needed and functions performed.

Cognitive Domain: Comprehension

Answer Location: Team Leader

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Possible titles for first-line managers include the following, EXCEPT ______.
  2. office manager
  3. team leader
  4. regional manager
  5. supervisor

Ans: C

Learning Objective: 1-4: Recall the hierarchy of management levels and describe the differences among the levels in terms of skills needed and functions performed.

Cognitive Domain: Comprehension

Answer Location: First-Line Managers

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Dillon supervises the activities of both the benefits and training department managers and reports to one of the vice presidents; therefore, he is a ______.
  2. HR supervisor
  3. HR middle manager
  4. HR first-line manager
  5. HR team manager

Ans: B

Learning Objective: 1-4: Recall the hierarchy of management levels and describe the differences among the levels in terms of skills needed and functions performed.

Cognitive Domain: Application

Answer Location: Types of Managers by Level

Difficulty Level: Hard

AACSB Standard: Analytical thinking

 

  1. Maria Elena has been hired as a manger in the accounts receivable department. While trained in accounting, her activities as an accounting manager are often also referred to as ______.
  2. investments
  3. funds
  4. profitability
  5. finance

Ans: D

Learning Objective: 1-4: Recall the hierarchy of management levels and describe the differences among the levels in terms of skills needed and functions performed.

Cognitive Domain: Analysis

Answer Location: Types of Managers by Level

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. A ______ coordinates employees and other resources across several functional departments to accomplish a specific goal or task.
  2. functional manager
  3. production manager
  4. project manager
  5. task manager

Ans: C

Learning Objective: 1-4: Recall the hierarchy of management levels and describe the differences among the levels in terms of skills needed and functions performed.

Cognitive Domain: Comprehension

Answer Location: Types of Managers by Level

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. The need for ______ skills remains fairly constant at all three levels of management.
  2. decision-making
  3. organizational
  4. interpersonal
  5. technical

Ans: C

Learning Objective: 1-4: Recall the hierarchy of management levels and describe the differences among the levels in terms of skills needed and functions performed.

Cognitive Domain: Analysis

Answer Location: Differences in Management Skills

Difficulty Level: Easy

AACSB Standard: Interpersonal relations and teamwork

 

  1. Dillon has excellent decision-making skills. These skills will be required if Dillon wishes to one day become a ______ manager, where the need for such skills is greater than it is at other levels.
  2. functional
  3. top-level
  4. first-line
  5. program

Ans: B

Learning Objective: 1-4: Recall the hierarchy of management levels and describe the differences among the levels in terms of skills needed and functions performed.

Cognitive Domain: Analysis

Answer Location: Differences in Management Skills

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Middle managers should possess technical, interpersonal, and decision-making skills; however, ______.
  2. technical skills are usually more important
  3. interpersonal skills are usually more important
  4. decision-making skills are usually more important
  5. the mix required varies from organization to organization

Ans: D

Learning Objective: 1-4: Recall the hierarchy of management levels and describe the differences among the levels in terms of skills needed and functions performed.

Cognitive Domain: Comprehension

Answer Location: Differences in Management Skills

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Horacio has been promoted from first-line manager to middle manager. He has spent most of his time ______ and ______ but now expects to spend ______ time on each of the four management functions.
  2. managing; controlling; equal
  3. organizing, leading; less
  4. controlling; planning; more
  5. leading; controlling; equal

Ans: D

Learning Objective: 1-4: Recall the hierarchy of management levels and describe the differences among the levels in terms of skills needed and functions performed.

Cognitive Domain: Analysis

Answer Location: Differences in Management Functions

Difficulty Level: Hard

AACSB Standard: Analytical thinking

 

  1. The current trend is to distinguish not-for-profit organizations into ______ and governmental organizations.
  2. pro-governmental
  3. nongovernmental
  4. religious
  5. charity

Ans: B

Learning Objective: 1-4: Recall the hierarchy of management levels and describe the differences among the levels in terms of skills needed and functions performed.

Cognitive Domain: Knowledge

Answer Location: Managers of For-Profit Versus Not-For-Profit Organizations

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. One reason that the knowledge of the history of management is important is to ______.
  2. avoid repeating mistakes
  3. impress in a job interview
  4. understand the practitioners
  5. improve training ability

Ans: A

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Answer Location: A Brief History of Management

Cognitive Domain: Knowledge

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. The early literature on management was not written researchers, but instead by management practitioners, who attempted to describe ______.
  2. classical management theory
  3. basic principles
  4. current developments
  5. principles of efficiency

Ans: B

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Comprehension

Answer Location: A Brief History of Management

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Classifications of management approaches are also referred to as ______.
  2. technical theories
  3. contingency theories
  4. schools of management thought
  5. behavioral frameworks

Ans: C

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: A Brief History of Management

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. The five management theories include classical, management science, contingency, behavioral, and ______ theories.
  2. functions
  3. systems
  4. specialization
  5. method

Ans: B

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: A Brief History of Management

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. The father of scientific management was ______.
  2. Frank Gilbreth
  3. Henri Fayol
  4. Frederick Winslow Taylor
  5. Elton Mayo

Ans: C

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Answer Location: Scientific Management

Cognitive Domain: Comprehension

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Scholars who focus on job and management functions in order to determine the best way to manage organizations are known as ______.
  2. behavioral theorists
  3. classical theorists
  4. efficiency theorists
  5. contingency theorists

Ans: B

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Classical Theory

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. The original goal of scientific management was to ______.
  2. ensure fair treatment of employees
  3. stop job specialization
  4. maximize performance
  5. scientifically interact with employees

Ans: C

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Analysis

Answer Location: Scientific Management

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Who pioneered industrial psychology and is considered the First Lady of Management?
  2. Emily Fayol
  3. Mary Parker Follett
  4. Emily Mayo
  5. Lillian Gilbreth

Ans: D

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Comprehension

Answer Location: Scientific Management

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Classical management theory includes both scientific management and ______ theories.
  2. behavioral
  3. administrative
  4. integrative
  5. contingency

Ans: B

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Analysis

Answer Location: Classical Theory

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Taylor’s scientific management principles include all of the following, EXCEPT ______.
  2. using wage incentives
  3. developing a set of rules and procedures to ensure fair treatment of employees
  4. planning and scheduling work
  5. promoting job specialization

Ans: B

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Analysis

Answer Location: Scientific Management

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Hui works for a large organization that is downsizing to cut costs by laying off employees and becoming more efficient. Hui’s company is using a(n) ______ approach to management.
  2. behavioral
  3. management science
  4. integrative
  5. classical

Ans: D

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Analysis

Answer Location: Administrative Theory

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Henri Fayol identified ______.
  2. six scientific management principles
  3. seven management analysis tools
  4. five management functions
  5. four management theories

Ans: C

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Comprehension

Answer Location: Administrative Theory

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Chester Barnard’s work on authority and power distributions in organizations highlighted the ______ that make up the informal organization within his company’s formal organization.
  2. managers
  3. cliques
  4. concepts
  5. functions

Ans: B

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Administrative Theory

Difficulty Level: Medium

AACSB Standard: Analytical thinking | Group and individual behaviors

 

  1. Mary Parker Follett’s contribution to administrative theory was emphasizing the need for worker participation, ______, and ______.
  2. shared goals; distinct operating activities
  3. conflict resolution; fairness
  4. fairness; shared goals
  5. conflict resolution; shared goals

Ans: D

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Administrative Theory

Difficulty Level: Easy

AACSB Standard: Analytical thinking | Group and individual behaviors

 

  1. Who is best known for integrative conflict resolution?
  2. Emily Fayol
  3. Mary Parker Follett
  4. Emily Mayo
  5. Lillian Gilbreth

Ans: B

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Administrative Theory

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. The aim of Weber’s bureaucracy concept was to develop a set of ______ to ensure that employees were treated fairly.
  2. functions
  3. rules and procedures
  4. theories
  5. principles

Ans: B

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Comprehension

Answer Location: Administrative Theory

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. ______ is sometimes referred to as the Father of Modern Management.
  2. Elton Mayo
  3. Max Weber
  4. Douglas McGregor
  5. Henri Fayol

Ans: D

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Comprehension

Answer Location: Administrative Theory

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. A manager who focuses on people to determine the best way to manage in all organizations is following ______.
  2. behavioral theory
  3. bureaucracy concept
  4. systems theory
  5. sociotechnical theory

Ans: A

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Analysis

Answer Location: Behavioral Theory

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. According to Elton Mayo’s Hawthorne studies, treating people well and meeting their needs often resulted in ______.
  2. greater profits
  3. better problem solving
  4. lower turnover
  5. increased performance

Ans: D

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Behavioral Theory

Difficulty Level: Medium

AACSB Standard: Analytical thinking | Group and individual behaviors

 

  1. ______ developed theory X and theory Y.
  2. Abraham Maslow
  3. Max Weber
  4. Douglas McGregor
  5. Henry Gantt

Ans: C

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Behavioral Theory

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. ______ developed the hierarchy of needs theory.
  2. Elton Mayo
  3. Abraham Maslow
  4. Henri Fayol
  5. Max Weber

Ans: B

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Behavioral Theory

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Anna Mia is excited about studying the behavioral science approach in her Principles of Management class. She feels well prepared to study this approach because she has already taken classes in ______, ______, and ______, all of which inform the behavioral science approach.
  2. sociology; economics; management science
  3. economics; philosophy; research
  4. economics; psychology; sociology
  5. psychology; sociotechnical theory; economics

Ans: C

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Behavioral Theory

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. ______ focuses on the use of mathematics to aid in problem solving.
  2. Management science theory
  3. Management information system
  4. Integrative theory
  5. Systems theory

Ans: A

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Management Science

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. ______ focuses on supporting business decision-making and routine business transactions through the timely and accurate provision of data.
  2. Operations management
  3. Information management
  4. Information research
  5. Operations research

Ans: B

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Management Science

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. ______ focuses on using algorithms to help businesses better understand their customers, with the objective of increasing sales.
  2. Operations management
  3. Information management
  4. Information research
  5. Operations research

Ans: D

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Management Science

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. ______ focuses on increasing the efficiency of production and product improvements through quantitative techniques.
  2. Operations management
  3. Information management
  4. Information research
  5. Operations research

Ans: A

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Management Science

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. The integrative perspective is composed of sociotechnical theory, ______, and ______.
  2. behavioral theory; systems theory
  3. systems theory; contingency theory
  4. behavioral theory; contingency theory
  5. contingency theory; classical theory

Ans: B

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Integrative Perspective

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Viewing the organization as a whole and as the interrelationship of its parts defines ______.
  2. behavioral theory
  3. management science theory
  4. classical theory
  5. systems theory

Ans: D

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Systems Theory

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. The systems approach recognizes that an organization is an ______ system because it interacts with and is affected by the external environment.
  2. internal
  3. asymmetric
  4. emergent
  5. open

Ans: D

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Systems Theory

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. ______ focuses on determining the best management approach for a given situation.
  2. Systems theory
  3. Contingency theory
  4. Behavioral theory
  5. Management science theory

Ans: B

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Contingency Theory

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Victor has worked in various departments in his company. This experience has given him firsthand understanding of the systems theory view that the different departments in an organization are ______.
  2. interdependent
  3. independent
  4. cross dependent
  5. open

Ans: A

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Comprehension

Answer Location: Systems Theory

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Which type of skill is necessary, according to systems theorists, for understanding how an organization’s departments interrelate?
  2. people
  3. information systems
  4. conceptual
  5. technical

Ans: C

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Answer Location: Systems Theory

Cognitive Domain: Comprehension

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. What style of leadership is predominantly used by more managers in today’s workplace?
  2. participative
  3. integrative
  4. behavioral
  5. innovative

Ans: A

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Managing the Old Versus New Workplace

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Ramona’s company is considered a learning organization. She is excited about this because it will encourage an environment of ______.
  2. specialization
  3. rapid change
  4. competition
  5. sharing of information

Ans: D

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Analysis

Answer Location: Knowledge Management and Learning Organizations

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. The goal of knowledge management is to share knowledge in order to ______.
  2. better manage diversity
  3. continuously improve products and processes
  4. ensure that goods are continuously produced
  5. respond to domestic competition

Ans: B

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Knowledge Management and Learning Organizations

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. In a learning organization, all employees are involved in ______.
  2. minimizing change
  3. identifying global opportunities
  4. identifying and solving problems
  5. integrating teams

Ans: C

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Knowledge Management and Learning Organizations

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Systematic use of the best available facts to improve management practice is ______ management.
  2. knowledge-based
  3. science-based
  4. evidence-based
  5. technology-based

Ans: C

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Comprehension

Answer Location: Evidence-Based Management (EBM)

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Valentina will only adopt new management techniques that have been thoroughly researched and shown to be effective. Valentina is using ______.
  2. sociotechnical theory
  3. evidence-based management
  4. systems theory
  5. knowledge management

Ans: B

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Comprehension

Answer Location: Evidence-Based Management (EBM)

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

True/False

 

  1. Being effective means doing things right so as to maximize the utilization of resources.

Ans: F

Learning Objective: 1-1: Describe a manager’s responsibility.

Cognitive Domain: Comprehension

Answer Location: Managers and the Organizational Resources They Manage

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Yuze delivered a comprehensive and well-formatted budget spreadsheet to his boss. Unfortunately, his boss had actually expected a written report rather than a spreadsheet. While Yuze was certainly efficient, his work was not effective.

Ans: T

Learning Objective: 1-1: Describe a manager’s responsibility.

Cognitive Domain: Analysis

Answer Location: Managers and the Organizational Resources They Manage

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. In a WSJ/Gallup poll, corporate executives identified industriousness, integrity, and political savvy as the three most important qualities of a manager.

Ans: F

Learning Objective: 1-2: List the three skills of effective managers.

Cognitive Domain: Knowledge

Answer Location: Management Qualities

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Technical skills are more important for employees than managers, and they vary widely from job to job.

Ans: T

Learning Objective: 1-2: List the three skills of effective managers.

Cognitive Domain: Knowledge

Answer Location: Technical Skills

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Organizing is typically the starting point in the management process.

Ans: F

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Knowledge

Answer Location: Planning--Based on Objectives

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. The allocation of resources is a controlling function.

Ans: F

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Knowledge

Answer Location: Organizing

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Leading is the process of telling employees what to do.

Ans: F

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Comprehension

Answer Location: Leading

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Rodrigo is explaining to his employees that, by following the new procedure, their work will get done faster and more accurately. This is an example of the leading function.

Ans: T

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Knowledge

Answer Location: Leading

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. An important part of controlling is monitoring and measuring progress.

Ans: T

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Knowledge

Answer Location: Controlling

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Melita is assigning various tasks to her employees at the beginning of their shift. This is an example of the controlling function.

Ans: F

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Knowledge

Answer Location: Controlling

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Transitioning from employee to manager is a natural and seamless process for most new managers.

Ans: F

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Comprehension

Answer Location: The Transition to Management--Managing People

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Managers use their interpersonal skills when playing both informational and interpersonal management roles.

Ans: T

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Knowledge

Answer Location: Management Roles

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Managers perform the management functions in a linear, or step-wise, order, starting with planning and ending with controlling.

Ans: F

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Comprehension

Answer Location: The Systems Relationship Among the Management Skills, Functions, and Roles

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. The three traditional levels of management are top, middle, and first-line.

Ans: T

Learning Objective: 1-4: Recall the hierarchy of management levels and describe the differences among the levels in terms of skills needed and functions performed.

Cognitive Domain: Knowledge

Answer Location: The Three Levels of Management

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Middle managers can be either general or functional managers.

Ans: T

Learning Objective: 1-4: Recall the hierarchy of management levels and describe the differences among the levels in terms of skills needed and functions performed.

Cognitive Domain: Comprehension

Answer Location: Types of Managers by Level

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. While both general managers and project managers supervise employees from several functional departments, not all general managers are project managers.

Ans: T

Learning Objective: 1-4: Recall the hierarchy of management levels and describe the differences among the levels in terms of skills needed and functions performed.

Cognitive Domain: Analysis

Answer Location: Types of Managers by Level

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Top managers report to other executives or boards of directors.

Ans: T

Learning Objective: 1-4: Recall the hierarchy of management levels and describe the differences among the levels in terms of skills needed and functions performed.

Cognitive Domain: Knowledge

Answer Location: Top Managers

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. The team leader is not usually a permanent management position and thus is not a level in the hierarchy of management.

Ans: T

Learning Objective: 1-4: Recall the hierarchy of management levels and describe the differences among the levels in terms of skills needed and functions performed.

Cognitive Domain: Comprehension

Answer Location: Team Leader

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. The three types of managers are general managers, functional managers, and project managers.

Ans: T

Learning Objective: 1-4: Recall the hierarchy of management levels and describe the differences among the levels in terms of skills needed and functions performed.

Cognitive Domain: Knowledge

Answer Location: Types of Managers by Level

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. A manager’s job in a not-for-profit organization is typically very different from a manager’s job in a for-profit organization.

Ans: F

Learning Objective: 1-4: Recall the hierarchy of management levels and describe the differences among the levels in terms of skills needed and functions performed.

Cognitive Domain: Analysis

Answer Location: Managers of For-Profit Versus Not-For-Profit Organizations

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. The administrative theory of management is part of the classical theory.

Ans: T

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Classical Theory

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Edward and Tricia solved their conflict by compromising. Each had to give up something they wanted in order to reach a resolution. This is an example of integrative conflict resolution.

Ans: F

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Application

Answer Location: Administrative Theory

Difficulty Level: Medium

AACSB Standard: Analytical thinking | Group and individual behaviors

 

  1. The classical theory of management focuses on all organizations whereas the behavioral theory focuses on specific types of organizations.

Ans: F

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Analysis

Answer Location: Behavioral Theory

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Theory X managers assume that people like to work and do not need close supervision.

Ans: F

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Behavioral Theory

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Research supported the behavioral theory assumption that happy employees would be productive.

Ans: F

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Comprehension

Answer Location: Behavioral Theory

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. The Hawthorne effect refers to the phenomenon that just studying people affects their performance.

Ans: T

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Behavioral Theory

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Management science theory is more closely related to classical approaches to management than it is to the behavioral approaches.

Ans: T

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Comprehension

Answer Location: Management Science

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. The systems theory of management focuses on individual systems and how they work.

Ans: F

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Systems Theory

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Sociotechnical theorists focus on integrating people and technology.

Ans: T

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Sociotechnical Theory

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. The contingency theory of management focuses on determining the best management approach for a given situation.

Ans: T

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Contingency Theory

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

  1. Evidence-based management is sometimes referred to as best practices.

Ans: T

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Evidence-Based Management (EBM)

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. According to a survey of CEOs of major corporations, one of the top four important trends and issues facing businesses today is globalization.

Ans: T

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Knowledge

Answer Location: Trends and Issues in Management

Difficulty Level: Easy

AACSB Standard: Analytical thinking

 

Essay

 

  1. Describe a situation in which a student is behaving efficiently, but not effectively.

Ans: Answers to this question will vary but should describe a situation in which the student is doing something correctly but is not doing the right thing. An example might be thoroughly studying the wrong chapter for an exam.

Learning Objective: 1-1: Describe a manager’s responsibility.

Cognitive Domain: Application

Answer Location: Managers and the Organizational Resources They Manage

Difficulty Level: Hard

AACSB Standard: Analytical thinking

 

  1. Describe a situation in which a student is behaving effectively, but not efficiently.

Ans: Answers to this question will vary but should describe a situation in which the student is doing the right thing but not doing it correctly. An example might be doing the correct homework assignment, but not following the directions for the assignment.

Learning Objective: 1-1: Describe a manager’s responsibility.

Cognitive Domain: Application

Answer Location: Managers and the Organizational Resources They Manage

Difficulty Level: Hard

AACSB Standard: Analytical thinking

 

  1. Describe how a manager uses all four management resources during the process of interviewing a candidate for a job.

Ans: Answers to this question will vary but should describe how the manager uses human resources (e.g., themselves and the candidate), financial resources (e.g., the manager’s pay for the time they are conducting the interview and, perhaps, the salary and benefits offered to entice the candidate), physical resources (e.g., the place in which the interview is conducted), and informational resources (e.g., the information the manager acquires about the candidate during the interview and the information the manager shares with the candidate about the position).

Learning Objective: 1-1: Describe a manager’s responsibility.

Cognitive Domain: Analysis

Answer Location: Managers and the Organizational Resources They Manage

Difficulty Level: Hard

AACSB Standard: Analytical thinking

 

  1. Describe a manager’s responsibility.

Ans: A manager is responsible for achieving organizational objectives through efficient and effective utilization of resources. Efficient means doing things right so as to maximize the utilization of resources. Effective means doing the right thing in order to attain an objective; a manager’s effectiveness reflects the degree to which he or she achieves objectives. The manager’s resources are human, financial, physical, and informational. These resources are limited, and managers need to integrate them efficiently and effectively to be successful at implementing strategies.

Learning Objective: 1-1: Describe a manager’s responsibility.

Cognitive Domain: Comprehension

Answer Location: Managers and the Organizational Resources They Manage

Difficulty Level: Hard

AACSB Standard: Analytical thinking

 

  1. Executives in a Wall Street Journal/Gallup survey identified integrity, industriousness, and the ability to get along with people as the three most important traits for successful managers. Discuss why each of these traits is important for success as a manager.

Ans: Answers to this question will vary but should include discussions of not only how a manager must be able to be self-motivated but also how a manager needs to motivate other people to do the same.

Learning Objective: 1-2: List the three skills of effective managers.

Cognitive Domain: Application

Answer Location: Management Qualities

Difficulty Level: Hard

AACSB Standard: Analytical thinking | Group and individual behaviors

 

  1. Describe interpersonal skills and why businesses seek these skills in employees.

Ans: Interpersonal skills involve the ability to understand, communicate, and work well with individuals and groups by developing effective relationships. These are people skills, sometimes referred to as soft skills. Businesses need employees who bring out the best in people and work well in teams. The resources you need to get the job done are made available through relationships.

Learning Objective: 1-2: List the three skills of effective managers.

Cognitive Domain: Comprehension

Answer Location: Interpersonal Skills

Difficulty Level: Hard

AACSB Standard: Analytical thinking | Group and individual behaviors

 

  1. List and explain the three management skills.

Ans: Technical skills: Technical skills involve the ability to use methods and techniques to perform a task. When managers are working on budgets, for example, they may need computer skills in order to use spreadsheet software.

Interpersonal skills: Interpersonal skills involve the ability to understand, communicate, and work well with individuals and groups through the development of effective relationships. Interpersonal skills are sometimes also referred to as human skills or people skills as well as soft skills. The resources you need to get the job done are made available through relationships.

Decision-making skills: Leadership decisions determine the success or failure of organizations, so organizations are training their people to improve their decision-making skills. Decision-making skills are based on the ability to conceptualize situations and select alternatives to solve problems and take advantage of opportunities.

Learning Objective: 1-2: List the three skills of effective managers.

Cognitive Domain: Comprehension

Answer Location: Management Skills

Difficulty Level: Hard

AACSB Standard: Analytical thinking

 

  1. List and explain the four management functions.

Ans: Planning: Planning is typically the starting point in the management process, and you should begin with a clear objective. Planning is the process of setting objectives and determining in advance exactly how the objectives will be met.

Organizing: Performance is based on how managers organize their resources. Organizing is the process of delegating and coordinating tasks and allocating resources to achieve objectives, including assigning people to various jobs and tasks. An important part of organizing, sometimes listed as a separate function, is staffing. Staffing is the process of selecting, training, and evaluating employees.

Leading: The ability to lead is an important skill for everyone, especially for managers. Leading is the process of influencing employees to work toward achieving objectives. Managers must communicate the objectives to employees and motivate them to achieve those objectives.

Controlling: Objectives will not be met without consistent monitoring, and a manager can’t manage what he or she doesn’t measure. Sometimes a manager must overcome obstacles to accomplish the objective. Controlling is the process of monitoring progress and taking corrective action when needed to ensure that objectives are achieved.

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Comprehension

Answer Location: Management Functions

Difficulty Level: Hard

AACSB Standard: Analytical thinking

 

  1. Discuss the interrelatedness of the management functions and give some examples of how they are interdependent.

Ans: Answers to this question will vary but may include elements of the following. The management functions are not steps in a linear process. Managers do not usually plan, then organize, then lead, and then control. The functions are distinct yet interrelated. Managers often perform them simultaneously. In addition, each function depends on the others. For example, if one starts with a poor plan, the objective will not be met, even if things are well organized, led, and controlled. Or, if one starts with a great plan but is poorly organized or leads poorly, the objective may not be met. Plans without controls are rarely implemented effectively. Management functions are based on setting objectives (planning) and achieving them (through organizing, leading, and controlling).

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Analysis

Answer Location: The Systems Relationship among the Management Skills, Functions, and Roles

Difficulty Level: Hard

AACSB Standard: Reflective thinking

 

  1. You have recently been promoted to the position of manager at your business. While you have been doing nonmanagement tasks, you will now be called on to fulfill three new managerial functions focused on helping your employees do their work. What are they and how will you accomplish them?

Ans: Answers to this question will vary but should include training employees to do their jobs, helping employees improve their performance, and solving problems to make employees’ job easier and less frustrating.

Learning Objective: 1-3: Explain the four management functions and the three management role categories.

Cognitive Domain: Application

Answer Location: The Transition to Management--Managing People

Difficulty Level: Hard

AACSB Standard: Reflective thinking

 

  1. List and describe the hierarchy of management levels.

Ans: Top-level managers: Top-level managers--people in executive positions--have titles such as CEO, president, or vice president. Most organizations have relatively few top-level management positions. Top-level managers are responsible for managing an entire organization or major parts of it. They develop and define the organization’s purpose, objectives, and strategies and often get the credit or blame for the performance of their firms. They report to other executives or boards of directors and supervise the activities of middle managers.

Middle managers: People in middle management positions have titles such as sales manager, branch manager, or department head. Middle managers are responsible for implementing top management’s strategy by developing short-term operating plans. They generally report to executives and supervise the work of first-line managers.

First-line managers: Examples of titles of first-line managers are team or crew leader, supervisor, head nurse, and office manager. These managers are responsible for implementing middle managers’ operational plans. They generally report to middle managers. Unlike those at the other two levels of management, first-line managers do not supervise other managers; they supervise operative employees.

Learning Objective: 1-4: Recall the hierarchy of management levels and describe the differences among the levels in terms of skills needed and functions performed.

Cognitive Domain: Comprehension

Answer Location: The Three Levels of Management

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. What are the four most common business functional areas and what is the basic responsibility of each?

Ans: Marketing: responsible for selling and advertising products and services

Operations/production: responsible for providing a service/making a product

Finance/accounting: responsible for obtaining the necessary funds and investments and for keeping records of sales and expenses and determining profitability

Human resources/personnel management: responsible for forecasting future employee needs and for recruiting, selecting, evaluating, and compensating employees

Learning Objective: 1-4: Recall the hierarchy of management levels and describe the differences among the levels in terms of skills needed and functions performed.

Cognitive Domain: Comprehension

Answer Location: Types of Managers by Level

Difficulty Level: Medium

AACSB Standard: Analytical thinking

 

  1. Describe the different skills needed at each of the three management levels.

Ans: Top-level managers have a greater need for decision-making skills. Middle managers need a balance of decision making, technical, and interpersonal skills, though the mix required differs somewhat from organization to organization. First-line managers have a greater need for technical skills. At all three levels of management, the need for interpersonal skills remains fairly constant.

Learning Objective: 1-4: Recall the hierarchy of management levels and describe the differences among the levels in terms of skills needed and functions performed.

Cognitive Domain: Comprehension

Answer Location: Differences in Management Skills

Difficulty Level: Hard

AACSB Standard: Analytical thinking

 

  1. Discuss Russell Ackoff’s critique of the classical approach to problem solving.

Ans: According to Russell Ackoff, the commonly used classical approach to problem solving is a reductionist process. Managers tend to break an organization into its basic parts (departments), understand the behavior and properties of the parts, and add the understanding of the parts together to understand the whole. They focus on making independent departments operate as efficiently as possible. According to systems theorists, the reductionist approach cannot yield an understanding of the organization, only knowledge of how it works. Because the parts of a system are interdependent, even if each part is independently made to perform as efficiently as possible, the organization as a whole may not perform as effectively as possible. For example, all-star athletic teams are made up of exceptional players. But because such players have not played together as a team before, the all-star team may not be able to beat an average team in the league.

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Comprehension

Answer Location: Systems Theory

Difficulty Level: Hard

AACSB Standard: Analytical thinking

 

  1. Consider your college or university. Discuss how various parts of your institution illustrate the interdependence of an organization’s subsystems (departments) described by systems theory.

Ans: Answers to this question will vary. Students might discuss the interdependence between departments such as admissions, financial aid, the academic departments, and even on-campus housing. As an example, admissions’ ability to recruit students is impacted by the students’ access to financial aid and the availability of sufficient housing (of acceptable quality). The number and types of classes being offered by the various academic departments both influences the recruitment of students and is influenced by the number of students recruited.

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Application

Answer Location: Systems Theory

Difficulty Level: Hard

AACSB Standard: Reflective thinking

 

  1. Discuss the findings of the study completed by the contingency theorists Tom Burns and George Stalker.

Ans: Tom Burns and George Stalker conducted a study to determine how the environment affects a firm’s organization and management systems. They identified two different types of environments: stable (where there is little change) and innovative (great changes). The researchers also identified two types of management systems: mechanistic (similar to bureaucratic classical theory) and organic (nonbureaucratic, similar to behavioral theory). They concluded that in a stable environment, the mechanistic approach works well, whereas in an innovative environment, the organic approach works well.

Learning Objective: 1-5: Summarize the major similarities and differences between the classical and behavioral theorists.

Cognitive Domain: Analysis

Answer Location: Contingency Theory

Difficulty Level: Hard

AACSB Standard: Analytical thinking

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