MGMT Ch.1 & 2 Quiz Review for Test 1

____ is defined as getting work done through others.

a. Divestment

b. Deskilling

c. Consulting

d. Management

e. Strategizing

d
Fruitlicious is a fruit juice manufacturing company. The company ensures that all the raw materials are used well and minimal waste is produced. The juice extraction and packaging units are designed in such way that quality is maintained with minimal costs. It can be said that Fruitlicious demonstrates _____.

a. centralization

b. process loss

c. opportunism

d. efficiency

e. reciprocity

d
Managers must strive for _____, which is accomplishing tasks that help fulfill organizational objectives such as customer service and satisfaction.

a. functionality

b. process loss

c. effectiveness

d. productivity

e. efficiency

c
_____ involves determining organizational goals and the means for achieving them.

a. Organizing

b. Staffing

c. Planning

d. Controlling

e. Leading

c
The function of _____ typically involves deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom in the company.

a. controlling

b. planning

c. motivating

d. leading

e. organizing

e
_____ refers to monitoring progress toward goal achievement and taking corrective action when needed.

a. Motivating

b. Planning

c. Organizing

d. Controlling

e. Leading

d
As the human resources manager at Hayden Engineering and Manufacturing Corp, Kim had to find effective ways to reward high performing employees and boost their morale during an economic downturn. Which management function did Kim have to engage in?

a. Controlling

b. Organizing

c. Leading

d. Evaluating

e. Planning

c
_____ are executives responsible for the overall direction of the organization.

a. Middle managers

b. First-line managers

c. Top managers

d. Product supervisors

e. Team leaders

c
It is typically the responsibility of _____ to develop employees’ commitment to and ownership of the company’s performance.

a. first-line managers

b. top managers

c. shift supervisors

d. middle managers

e. team leaders

b
Middle managers typically:

a. take responsibility for monitoring their business environments.

b. take responsibility for creating a context for change.

c. closely monitor assembly workers.

d. plan and allocate resources to meet objectives.

e. hold positions like office manager, shift supervisor, or department manager.

d
First-line managers will most likely have to:

a. encourage, monitor, and reward the performances of their employees.

b. determine how to deal with long-term environmental changes.

c. create a context for change.

d. periodically monitor the company’s organizational culture.

e. monitor the performance of corporate investments.

a
A ____ for a fast-food restaurant would be responsible for giving instructions to the staff and for setting up weekly work schedules.

a. division supervisor

b. top manager

c. middle manager

d. corporate vice president

e. first-line manager

e
According to Mintzberg, which of the following is one of the three major roles managers fulfill while performing their jobs?

a. Interpersonal roles

b. Peacemaker roles

c. Shareholder roles

d. Opportunist roles

e. Investor roles

a
Which of the following is an example of an interpersonal role?

a. spokesperson

b. resource allocator

c. monitor

d. figurehead

e. disseminator

d
The informational role managers’ play when they share information they have collected with their subordinates and others in the company is called the ____ role.

a. figurehead

b. resource allocator

c. monitor

d. entrepreneur

e. disseminator

e
In the _____ managerial role, managers discuss and handle schedules, projects, goals, outcomes, resources, and employee raises.

a. entrepreneur

b. resource allocator

c. negotiator

d. disturbance handler

e. liaison

c
In the context of decisional roles, managers who assume the _____ role respond to pressures and problems so severe that they demand immediate attention and action.

a. spokesperson

b. disturbance handler

c. disseminator

d. monitor

e. resource allocator

b
_____ skills can be summarized as the ability to work well with others.

a. Disturbance handler

b. Liaison

c. Entrepreneur

d. Human

e. Negotiator

d
An accountant with ____ has the ability to create a budget, compare the budget to the actual income statement, and determine unnecessary expenses.

a. motivational skill

b. interpersonal skill

c. technical skill

d. conceptual skill

e. human skill

c
Which type of skills are the most important to the success of lower-level managers?

a. Abstract skills

b. Intrapersonal skills

c. Technical skills

d. Decisional skills

e. Spatial skills

c
What type of skills are equally important at all levels of management?

a. Human skills

b. Conceptual skills

c. Decisional skills

d. Abstract skills

e. Technical skills

a
Which skill is needed to get employees to participate in competitive situations?

a. Intrapersonal knowledge

b. Motivation to manage

c. Decisional skill

d. Conceptual skills

e. Technical capability

b
Which of the following is a characteristic of derailers?

a. They admit their mistakes.

b. They inform others when things will not be done on time.

c. They are abrasive and intimidating.

d. They are usually talentless.

e. They are warm and friendly to others.

c
According to Linda Hill’s study, which of the following is typically an expectation that managers have during the initial stages of management?

a. They tend to expect heavy workload.

b. They know how to communicate positively with their subordinates.

c. They believe that they need to “be the boss”.

d. They know that their job is to be problem solver and troubleshooter for subordinates.

e. They expect their work to be very fast-paced.

c
_____ is the ultimate form of commitment companies can make to their workers.

a. Skill development

b. Paying high wages

c. Decentralization

d. Employment security

e. Information sharing

d
According to ____, the most effective management theory or idea depends on the kinds of problems or situations that managers are facing at a particular time and place.

a. bureaucratic management

b. the human relations approach

c. the contingency approach

d. scientific management

e. administrative management

c
Nearly all organizations that interact with their environments and depend on them for survival are viewed as ____.

a. covert systems

b. open systems

c. contingent systems

d. closed systems

e. entropic subsystems

b
Which of the following statements about information management is true?

a. Throughout history, organizations have been reticent to adopt new information technologies.

b. Obtaining information through information technology is costly and labor intensive.

c. Businesses are not typically interested in information technologies that offer speed.

d. Information management is a form of management that appeared with the introduction of computers.

e. The first technologies to truly revolutionize the business use of information were paper and the printing press

e
A systems view of management allows managers to ____.

a. eliminate production bottlenecks

b. view one part of the organization as different from other parts

c. manage employee attendance

d. deal with the complex environment in which their companies operate

e. store and retrieve all types of information

d
Which of the following management theorists believed that workers ultimately grant managers their authority?

a. Elton Mayo

b. Mary Parker Follett

c. Chester Barnard

d. Max Weber

e. Frank and Lillian Gilbreth

c
_____ involves managing the daily production of goods and services.

a. Operations management

b. Bureaucratic management

c. Contingency management

d. Resource management

e. Systems management

a
Which of the following management theories uses a quantitative approach to find ways to increase productivity, improve quality, and manage or reduce costly inventories?

a. Management science

b. Operations management

c. Communications management

d. Information management

e. Administrative management

b
Which of the following was demonstrated by the Hawthorne Studies?

a. Workers’ feelings and attitude did not affect their work.

b. The workplace was much simpler than previously thought.

c. Financial incentives were the most important motivators of work.

d. Social interactions did not influence individual and group performance.

e. Workers were not just extension of machines.

e
Which of the following management theorists provided managers with a better understanding of the effect group social interactions and employee satisfaction have on individual and group performance?

a. Elton Mayo

b. Henri Fayol

c. Chester Barnard

d. Frederick Taylor

e. Max Weber

a
With integrative conflict resolution, _____.

a. a third party’s decision settles the conflict

b. both parties involved agree to give up something

c. both parties work together to create an alternative solution that includes shared preferences

d. both parties in the conflict are coerced into accepting a less-than-optimal solution

e. peer pressure determines the settlement of the conflict

c
According to Henri Fayol’s fourteen principles of management, _____ means that each employee should report to and receive orders from just one boss.

a. vertical authority

b. centralization

c. unity of command

d. unity of direction

e. span of management

c
According to Henri Fayol’s fourteen principles of management, _____ requires managers to develop a strong sense of morale and unity among workers that encourages coordination of efforts.

a. remuneration

b. centralization

c. decentralization

d. equity

e. esprit de corps

e
Identify the three ways in which Mary Parker Follett believed managers typically deal with conflict.

a. Accommodation, mediation, and coercion

b. Coercion, mediation, and integration

c. Facilitation, mediation, and coercion

d. Domination, compromise, and integration

e. Administration, coercion, and negotiation

d
According to Henri Fayol, _____ is monitoring progress toward goal achievement and taking corrective action when needed.

a. compromising

b. organizing

c. controlling

d. leading

e. planning

c
_____ focuses on the psychological and social aspects of work.

a. Bureaucratic management

b. Scientific management

c. Operations management

d. Systems management

e. Human relations management

e
According to human relations management _____.

a. efficiency equals organizational success

b. people are simply extensions of the machines they operate

c. success depends on treating workers well

d. success follows from strict adherence to the chain of command principle

e. effective managers must be able to perform all four managerial functions simultaneously

c
Which of the following management theorists helped develop human relations management?

a. Henry Gantt

b. Max Weber

c. Henri Fayol

d. Mary Parker Follett

e. Frederick Taylor

d
According to Henri Fayol, _____ is deciding where decisions will be made, who will do what jobs and tasks, and who will work for whom.

a. compromising

b. controlling

c. planning

d. leading

e. organizing

e
According to bureaucratic management, employees should be hired on the basis of _____.

a. the budget of a company

b. the political influence of an applicant

c. educational background of an applicant

d. personal appearance of an applicant

e. relation of an applicant with an employer

c
According to bureaucratic management, _____ should supervise the organization.

a. business partners

b. owners

c. shareholders

d. managers

e. customers

d
According to bureaucratic management, which of the following is a criterion on which employees should be promoted?

a. Relations with the managers

b. Personal appearance

c. Relations with the organizational owner

d. Experience or achievements

e. Political influence

d
Which of the following does a Gantt chart visually indicate?

a. The hierarchy existing in an organization

b. The performance of each employee

c. The resources required to perform different tasks

d. The profits and losses incurred by the various projects in an organization

e. The time in which each task should be completed for a project

e
One of the objectives of the motion study conducted by Frank and Lillian Gilbreth was to:

a. allow workers to perform several tasks instead of one.

b. improve productivity of workers.

c. increase the number of motions required to complete a task.

d. extend the duration of time required to complete a task.

e. foster soldering among workers.

b
Prior to the introduction of _____, five workers each given an identical task could use five different methods to perform the task with some methods being significantly more efficient than others.

a. bureaucratic management

b. systems management

c. contingency management

d. scientific management

e. information management

d
Which of the following is the goal of scientific management?

a. To find different ways to motivate workers.

b. To decrease wages for individual workers.

c. To eliminate conflict between workers and management.

d. To make sure workers do not consider their work monotonous or repetitive.

e. To find the one best way to perform each task.

e