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Management
Q:
What are the four building blocks of competitive advantage? How can organizations increase their efficiency and productivity?
Q:
Define restructuring. Discuss the positive and negative effects of restructuring.
Q:
Discuss the importance of technical skills.
Q:
What is core competency? How is it related to competitive advantage?
Q:
List and briefly explain the three different kinds of managerial skills.
Q:
What are the different levels of management? Explain the basic responsibilities of each.
Q:
What are the three steps in the planning process?
Q:
Briefly discuss the four principal managerial tasks.
Q:
Distinguish between efficiency and effectiveness and explain how they impact the performance of an organization.
Q:
The process of creating new products that customers want is called:
A. market segmentation.
B. total quality management.
C. cost control.
D. innovation.
E. restructuring.
Q:
_____ is the creation of a new vision for a struggling company using a new approach to planning and organizing to make better use of a companys resources and allow it to survive and eventually prosper.
A. Total quality management
B. Task management
C. Talent management
D. Turnaround management
E. Workforce management
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
Q:
_____ is defined as the ability of one organization to outperform other organizations because it produces desired goods or services more efficiently and effectively than its competitors.
A. Empowerment
B. Competitive advantage
C. Diversification
D. Stratification
E. Innovation
Q:
A group of employees who assume collective responsibility for organizing, controlling, and supervising their own work activities is known as a:
A. primary group.
B. self-managed team.
C. focus group.
D. restructured team.
E. functional team.
Q:
_____ is a management technique that involves giving employees more authority and responsibility over how they perform their work activities.
A. Restructuring
B. Outsourcing
C. Empowerment
D. Departmentalization
E. Insourcing
Q:
_____ involves contracting with another company, usually in a low-cost country abroad, to have it perform a work activity the organization previously performed itself, such as manufacturing, marketing, or customer service.
A. Empowering
B. Outsourcing
C. Stratifying
D. Controlling
E. Innovating
Q:
Which of the following is a consequence of restructuring?
A. Increase in the size of departments
B. Increase in employee attrition
C. Increase in hierarchical levels
D. Increase in customer satisfaction
E. Improvement in morale of employees
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:
Core competency is:
A. the specific set of departmental skills, knowledge, and experience that allows one organization to outperform another.
B. the planning, organizing, leading, and controlling of human and other resources to achieve organizational goals efficiently and effectively.
C. a measure of how efficiently and effectively a manager uses resources to satisfy customers and achieve organizational goals.
D. a measure of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves those goals.
E. the ability to analyze and diagnose a situation and to distinguish between cause and effect.
Q:
Bob was recently promoted to the position of manager of the engineering division in his company because of his knowledge and his ability to perform all the functions required in his field. In this instance, Bob was promoted because of his _____ skill.
A. conceptual
B. planning
C. human
D. technical
E. leading
Q:
The general ability to understand, alter, lead, and control the behavior of other workers is a _____ skill.
A. conceptual
B. human
C. technical
D. structural
E. diagnostic
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 top managers?
A. They are often called supervisors.
B. They are responsible for daily supervision of the nonmanagerial employees.
C. They spend more time leading and controlling than planning and organizing.
D. They do not establish organizational goals.
E. They have cross-departmental responsibility.
Q:
Which of the following is true of middle managers?
A. They are often called supervisors.
B. They are responsible for daily supervision of the nonmanagerial employees.
C. They make specific decisions about the production of goods and services.
D. They are responsible for the performance of all departments.
E. They establish long-term organizational goals.
Q:
Middle managers are responsible for:
A. the daily supervision of the nonmanagerial employees.
B. fine-tuning and developing the skills of top managers.
C. establishing the organizations goals and visions.
D. finding the best way to use resources to achieve organizational goals.
E. creating the top-management team.
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:
Which of the following is a characteristic of first-line managers?
A. They are responsible for finding the best way to organize human resources and other organizational assets.
B. They evaluate whether the organizations goals are appropriate.
C. They are responsible for daily supervision of the nonmanagerial employees.
D. They instruct top managers on the suitability of organizational goals.
E. They develop and fine-tune the skills and know-how of middle managers.
Q:
Supervisors are also referred to as _____.
A. first-line managers
B. middle managers
C. top managers
D. interim managers
E. executive managers
Q:
SkyGen, an airlines company, appointed an engineer to be the link between the company's R&D department and the government contractor who is sponsoring the designing and prototyping of a new fighter airplane. According to Mintzberg, the engineer appointed by SkyGen to be the link between the company's R&D department and the government contractor is playing the role of a _____.
A. monitor
B. leader
C. figurehead
D. resource allocator
E. liaison
Q:
In an interview with a television channel, the Public Relations manager of KP Oil explained what his company intended to do to tackle the threat to marine life caused by an oil spill in the Pacific Ocean. The oil spill was caused by a tanker ship accident carrying crude oil for the company. According to Mintzberg, the PR manager of KP Oil is playing the role of a _____.
A. liaison
B. figurehead
C. leader
D. disseminator
E. spokesperson
Q:
When a manager informs employees about changes taking place in the external and internal environments that will affect them and the organization, she plays the role of a(n) _____, according to Mintzberg.
A. entrepreneur
B. disseminator
C. disturbance handler
D. monitor
E. liaison
Q:
Following an oil spill in the Gulf of Mexico, the CEO of an American petroleum company took the responsibility for correcting the environmental damages caused by his company. According to Mintzbergs typology, in doing so, he is performing the role of a _____.
A. liaison
B. disturbance handler
C. monitor
D. disseminator
E. figurehead
Q:
James, the manager of Andys Candy, a popular confectioner in Illinois, is in charge of outlining future organizational goals to employees at company meetings and emphasizing the ethical guidelines which employees are expected to follow at work. According to Mintzberg, he is performing the role of a _____.
A. figurehead
B. negotiator
C. monitor
D. liaison
E. resource allocator
Q:
According to Mintzbergs typology, a manager who evaluates the performance of other managers in different tasks and takes corrective action to improve their performance is a _____.
A. disseminator
B. figurehead
C. monitor
D. spokesperson
E. negotiator
Q:
According to Mintzbergs typology, a manager who establishes agreements with other organizations about pooling company resources while working on joint projects is a(n) _____.
A. figurehead
B. entrepreneur
C. monitor
D. negotiator
E. disseminator
Q:
According to Mintzbergs typology, a manager who commits organizational resources to develop innovative goods and services is a(n) _____.
A. entrepreneur
B. negotiator
C. figurehead
D. liaison
E. disseminator
Q:
Abby, the CEO of Little Angel Photography, reviews the performance of her company over the last quarter to determine whether they are meeting the planned sales and profitability goals. In this instance, which managerial task is she performing?
A. Planning
B. Organizing
C. Delegating
D. Controlling
E. Structuring
Q:
Daniel, a manager at Joes Fish Shack, monitors the performance of workers in his department to check if the quality of their work is meeting the performance standards of the company. In doing so, which managerial task is Daniel performing?
A. Planning
B. Staffing
C. Organizing
D. Structuring
E. Controlling
Q:
The outcome of the control process is:
A. the ability to measure performance accurately and regulate organizational efficiency and effectiveness.
B. the ability to formulate effective business strategies and plan the allocation of resources.
C. the ability to attract customers by producing goods and services more cheaply than any competitor.
D. the ability to motivate employees to perform at a high level.
E. the ability to decide what organizational goals to pursue.
Q:
Controlling is the managerial task that involves:
A. deciding what organizational goals to pursue.
B. obtaining customers by producing goods and services more cheaply than any competitor.
C. taking any corrective actions needed to maintain or improve performance.
D. using personality to establish equilibrium in the workplace.
E. motivating people to perform at a high level.
Q:
In _____, managers evaluate how well the organization is accomplishing its goals.
A. leading
B. planning
C. organizing
D. disseminating
E. controlling
Q:
_____ is the managerial task that involves managers using their power, personality, influence, persuasion, and communication skills to coordinate people and groups so their activities and efforts are in harmony.
A. Leading
B. Planning
C. Strategizing
D. Reviewing
E. Controlling
Q:
Which of the following tasks does a manager perform when he/she energizes employees and enables them to understand the part each of them plays in achieving organizational goals?
A. Planning
B. Leading
C. Controlling
D. Monitoring
E. Strategizing
Q:
Which of the following managerial tasks does a manager perform when he/she articulates a clear organizational vision for the organizations members to accomplish?
A. Organizing
B. Leading
C. Staffing
D. Controlling
E. Planning
Q:
_____ involves encouraging all employees to perform at a high level to help the organization achieve its vision and goals.
A. Planning
B. Leading
C. Reviewing
D. Controlling
E. Organizing
Q:
Melissa, the HR manager of a publishing house, has been asked to increase the level of efficiency at the workplace. She decides to restructure work relationships within the company and categorize people into departments according to the kinds of job-specific tasks they perform. Which of the following managerial tasks is Melissa performing?
A. Planning
B. Leading
C. Organizing
D. Controlling
E. Consolidating
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:
Marietta is the product manager at Fireflies Ltd., a company that designs and manufactures clothes and fashion accessories. Noticing the rising popularity of rhinestone jewelry and the fact that only a handful of stores actually stocked it, she decided to take advantage of the latent demand in the market. Marietta knew that she was taking a risk by committing organizational resources to pursuing this idea, but was confident about the merit of her decision. In deciding the allocation of resources for attaining her goals, which managerial task can Marietta be said to be performing?
A. Leading
B. Organizing
C. Planning
D. Restructuring
E. Controlling
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:
In which of the following managerial tasks do managers select appropriate goals for the organization?
A. Organizing
B. Leading
C. Planning
D. Controlling
E. Restructuring
Q:
Toy Town makes and sells jigsaw puzzles and strategy board games. Its products are of excellent quality, but fail to meet consumer needs. Which of the following is most likely to be true with regard to Toy Town?
A. It has a high level of efficiency and low level of effectiveness.
B. It has a high level of effectiveness and low level of efficiency.
C. Its product manager chooses the wrong goals to pursue and uses the resources inadequately.
D. Its product manager chooses the right goals to pursue and uses the resources wisely.
E. Its product manager responds quickly to change.
Q:
The Art Hub makes and sells paintings, sculptures, and small craft items. Its products meet consumer needs, but are often too expensive to buy. Which of the following is most likely to be true with regard to the company?
A. It has a high level of efficiency and low level of effectiveness.
B. It has a high level of effectiveness and low level of efficiency.
C. Its product manager chooses the wrong goals to pursue and uses the resources inadequately.
D. Its product manager chooses the right goals to pursue and uses the resources wisely.
E. Its product manager chooses inappropriate goals to pursue, but uses the resources wisely.
Q:
Robert is the product manager at Digital Digs, LLC, a company that manufactures computer accessories. He is known for his effectiveness and efficiency, qualities that are highly regarded in the company where he works. Which of the following can be fittingly inferred with regard to Digital Digs?
A. Its products meet consumer needs, but are too expensive for them to buy.
B. Its products meet consumer needs at a price they can afford.
C. Its products are usually nondurable.
D. Its products have limited utility.
E. Its products are mostly complex in design.
Q:
A company with a low level of efficiency and low level of effectiveness is most likely to produce:
A. a product that customers want, but that is too expensive for them to buy.
B. a product that customers want at a quality and price they can afford.
C. a low-quality product that customers do not want.
D. a high-quality product that customers do not want.
E. a high-quality product that the company makes a profit on.
Q:
A company with a low level of efficiency and high level of effectiveness is most likely to produce:
A. a product that customers want, but that is too expensive for them to buy.
B. a product that customers want at a quality and price they can afford.
C. a low-quality product that customers do not want.
D. a high-quality product that customers do not want.
E. a high-quality product that the company makes a profit on.
Q:
A company with a high level of efficiency and low level of effectiveness is most likely to produce:
A. a high-quality product that does not address the relevant market segment.
B. a high-quality product that customers can afford.
C. a low-quality product that customers do not want.
D. a high-quality product that customers do not want.
E. a high-quality product that the company makes a profit on.
Q:
A company with a high level of efficiency and effectiveness is most likely to produce:
A. a product that customers want, but that is too expensive for them to buy.
B. a product that customers want at a quality and price they can afford.
C. a product that is inexpensive and nondurable.
D. a high-quality product that has limited utility for customers.
E. a product that requires customers to invest in expensive service packages.
Q:
Craig is a highly effective manager. This implies that he:
A. is likely to spend lavishly on resources.
B. is highly compliant.
C. disfavors employee empowerment.
D. chooses appropriate goals and then achieves them.
E. is overly ambitious.
Q:
Emma is a highly efficient manager. This implies that she:
A. minimizes the amount of input resources without compromising quality.
B. is slow to respond to change and perceives organizational change as harmful.
C. does not favor flexibility in planning.
D. spends lavishly on resources.
E. works for longer hours than do most of her colleagues.
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:
Oceania Unlimited Inc. is a tourism agency that offers special holiday packages in the Pacific region. Every year, as an incentive, the most efficient and effective manager in the network gets an all-expenses-paid trip to one of Oceanias islands. Which of the following managers is most likely to meet these requirements?
A. Nico, who chooses the right goals to pursue, and spends more than he needs on resources
B. Karen, who chooses the right goals to pursue, and makes clever use of resources to achieve them
C. Douglas, who chooses the right goals to pursue and displays an overly rigid approach to planning
D. Barrie, who chooses unrealistic goals, and tries hard to succeed
E. Leo, who chooses appropriate goals, but is slow in decision making
Q:
The measure of the appropriateness of the goals selected by management for the organization and the degree to which the organization accomplishes these goals is known as _____.
A. efficiency
B. task management
C. effectiveness
D. diversification
E. differentiation
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:
Which of the following is true of organizational performance?
A. It increases with an increase in efficiency and effectiveness.
B. It increases with a decrease in efficiency and effectiveness.
C. It remains unchanged with a decrease in efficiency and effectiveness.
D. It decreases with an increase in efficiency and effectiveness.
E. It remains unchanged with an increase in efficiency and effectiveness.
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:
A(n) _____ is a collection of people who work together and coordinate their actions to achieve a wide variety of goals.
A. control group
B. talent pool
C. organization
D. focus group
E. quality circle
Q:
Employees involved in total quality management (TQM) are responsible for finding new and better ways to perform their jobs.
A. True
B. False
Q:
IT cannot be used to empower employees, as it decreases the scope of their job responsibilities.
A. True
B. False
Q:
Empowering employees can lead to so many kinds of performance gains that organizations often use their reward systems to promote empowerment.
A. True
B. False
Q:
Outsourcing hinders the development of new products.
A. True
B. False
Q:
Restructuring boosts the morale of employees.
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:
First-line managers are unlikely to be affected by restructuring.
A. True
B. False
Q:
Restructuring cannot be accomplished by reducing levels in the hierarchy.
A. True
B. False
Q:
Despite global competition and advances in information technology, the tasks and responsibilities of managers have undergone little change in recent years.
A. True
B. False
Q:
An organization's competitive advantage does not derive from departmental skills.
A. True
B. False
Q:
The array of technical skills managers need depends on their position in their organizations.
A. True
B. False