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Question
Managers who are high on the agreeableness continuum are likable and care about other people.
A. True
B. False
Answer
This answer is hidden. It contains 114 characters.
Related questions
Q:
The Manager as a Person Which of the following is an instrumental value?
A. Contentedness
B. Salvation
C. Social recognition
D. Responsibility
E. Freedom
Q:
The Manager as a Person Which of the following is a terminal value?
A. Ambition
B. Honesty
C. Freedom
D. Courage
E. Responsibility
Q:
The Manager as a Person Kenneth, the CEO of Dewberry Inc., is very particular about establishing and maintaining good interpersonal relations with his employees. He also has high standards for personal excellence and works hard to accomplish his goals. According to McClelland, this indicates that Kenneth has a _____.
A. high need for power and low need for affiliation
B. high need for control and low need for affiliation
C. high need for power and low need for achievement
D. high need for affiliation and high need for achievement
E. low need for power and low need for achievement
Q:
The Manager as a Person According to McClelland, the extent to which a person is concerned with being liked and having others get along well with one another is called _____.
A. the need for power
B. the need for control
C. the need for independence
D. the need for achievement
E. the need for affiliation
Q:
The Manager as a Person According to McClelland, the extent to which people have strong desires to perform challenging tasks and to meet personal standards of excellence is known as _____.
A. the need for affiliation
B. the need for achievement
C. the need for power
D. the need for acceptance
E. the need for solidarity
Q:
The Manager as a Person People with an external locus of control _____.
A. believe that outside forces are responsible for what happens to and around them
B. believe that their actions always make a difference
C. believe that they themselves are responsible for the events in their life
D. tend to solve problems easily
E. tend to be highly ethical and extremely helpful
Q:
The Manager as a Person Emily is seldom in a bad mood and is always optimistic about herself and others. It can be said that Emily is low on _____.
A. negative affectivity
B. agreeableness
C. affiliation
D. positive affectivity
E. extraversion
Q:
The Manager as a Person _____ is the tendency to be highly critical of oneself and of others.
A. Agreeableness
B. Extraversion
C. Negative affectivity
D. Affiliation
E. Openness to experience
Q:
The Manager as a Person People who tend to be sociable, outgoing, and friendly are low in _____.
A. extraversion
B. introversion
C. openness to experience
D. affiliation
E. agreeableness
Q:
Briefly describe the different types of organizational structures that Burns and Stalker proposed.
Q:
Differentiate between an open and a closed system.
Q:
Due to declining global sales, Makeown Ventures Inc. announced that it would lay off 12 percent of its existing workforce over the next few months. This is an example of:
A. task assessment.
B. insourcing.
C. restructuring.
D. outsourcing.
E. empowerment.
Q:
Owing to financial problems in the organization, the top management of an investment bank decided to reduce the number of middle managers by 10 percent. This is an example of _____.
A. insourcing
B. restructuring
C. task assessment
D. empowerment
E. delegation
Q:
The ability to analyze and diagnose a situation and to distinguish between cause and effect is a:
A. human skill.
B. negotiation skill.
C. technical skill.
D. conceptual skill.
E. structural skill.
Q:
Which of the following is a primary concern of top managers?
A. Supervising nonmanagerial employees
B. Training, motivating, and rewarding salespeople
C. Developing and fine-tuning employee skills
D. Supervising first-line managers
E. Deciding which goods a company should produce
Q:
Which of the following is true of first-line managers?
A. They are responsible for finding the best way to organize human and other resources to achieve organizational goals.
B. They work in all departments or functions of an organization.
C. They make specific decisions about the production of goods and services.
D. They evaluate whether the organizations goals are appropriate.
E. They instruct top managers on the suitability of organizational goals.
Q:
In _____, managers evaluate how well the organization is accomplishing its goals.
A. leading
B. planning
C. organizing
D. disseminating
E. controlling
Q:
In which of the following managerial tasks are work relationships restructured to facilitate the interaction and cooperative efforts of organizational members, all of whom strive to achieve organizational goals?
A. Planning
B. Leading
C. Reviewing
D. Controlling
E. Organizing
Q:
Which of the following is an element of planning?
A. Encouraging all employees to perform at a high level to help the organization achieve its vision and goals
B. Using power, personality, and communication skills to coordinate the activities of people and groups
C. Establishing alliances between different organizations to share resources and produce new goods and services
D. Deciding which goals the organization will pursue and what strategies will achieve those goals
E. Organizing people into departments according to the kinds of job-specific tasks they perform
Q:
Which of the following does planning involve in an organization?
A. Establishing task relationships that allow people to work together
B. Developing strategies for how to achieve high performance
C. Motivating individuals to achieve organizational goals
D. Establishing accurate measuring and monitoring systems
E. Measuring how well the organization has achieved its goals
Q:
Jack Sprouts Inc. is a company based in Riverdale that markets canned vegetables. In recent years, Jack Sprouts business has declined considerably owing to a weak focus on quality. Holding the managers responsible for the declining sales figures, the CEO of Jack Sprouts decided to lay off those who lacked effectiveness and were inefficient. Who among the following is most likely to be laid off by Jack Sprouts CEO?
A. Elise, who is ambitious and favors directional planning
B. Kerry, who spends lavishly on resources and is averse to taking responsibilities
C. Juan, who chooses appropriate goals to pursue but does not always succeed due to resource constraints
D. Margo, who sets high targets for herself and her team, and makes the best use of available resources to meet them
E. Andy, who plans carefully and only chooses realistic goals to pursue
Q:
The measure of how productively an organization uses its resources to achieve a goal is known as _____.
A. effectiveness
B. product differentiation
C. efficiency
D. empowerment
E. product development
Q:
_____ is a measure of how efficiently and effectively managers use available resources to satisfy customers and achieve organizational goals.
A. Organizational input
B. Diversification
C. Organizational performance
D. Product development
E. Differentiation
Q:
Outsourcing hinders the development of new products.
A. True
B. False
Q:
Modern ITs ability to improve efficiency has decreased the incidence of downsizing in recent years.
A. True
B. False
Q:
According to Fayols principles of management, workers should be given more job duties to perform but encouraged to assume less responsibility for their work outcomes.
A. True
B. False
Q:
Standard operating procedures are unwritten, informal codes of conduct that prescribe how people should act in particular situations.
A. True
B. False
Q:
Define restructuring. Discuss the positive and negative effects of restructuring.
Q:
Briefly discuss the four principal managerial tasks.
Q:
The four building blocks of _____ are superior efficiency; quality; speed, flexibility, and innovation; and responsiveness to customers.
A. empowerment
B. competitive advantage
C. diversification
D. stratification
E. managerial control