CHAPTER 1—THE MANAGER'S JOB

MULTIPLE CHOICE

1.Management is the process of

a. / maintaining the status quo.
b. / planning, organizing and staffing, leading, and controlling.
c. / keeping labor from taking over.
d. / facilitating groups.

ANS:BPTS:1DIF:EREF:p. 2

NAT:AACSB: Analytic, Strategy

2.Crafting a strategic vision is typically the responsibility of a

a. / first-level manager.
b. / middle-level manager.
c. / staff professional.
d. / top-level manager.

ANS:DPTS:1DIF:MREF:p. 3

NAT:AACSB: Analytic, Strategy

3.Three roles or activities within entrepreneurial work that arouse passion do NOT include:

a. / opportunity recognition
b. / venture growth
c. / human resources
d. / venture creation

ANS:CPTS:1DIF:DREF:pp. 6-7

NAT:AACSB: Analytic, Leadership Principles

4.Nick is a successful entrepreneur, so he probably emphasizes which of the following dimensions in his work?

a. / innovativeness
b. / minimizing risks
c. / reacting to events rather than being proactive
d. / a love for the status quo

ANS:APTS:1DIF:EREF:p. 6

NAT:AACSB: Reflective Thinking, Leadership Principles

5.On the job, Candice coordinates the work of a small group of people and acts as a catalyst. Her job title is most likely

a. / vice president.
b. / CEO.
c. / plant general manager.
d. / team leader.

ANS:DPTS:1DIF:MREF:p. 7

NAT:AACSB: Reflective Thinking, Group Dynamics

6.An important role for the team leader is to

a. / act as a catalyst and facilitator.
b. / tightly control the work of team members.
c. / set a strategic direction for the firm.
d. / avoid interactions with team members.

ANS:APTS:1DIF:MREF:p. 7

NAT:AACSB: Reflective Thinking, Leadership Principles

7.Sherri Jackson is a sales manager. She searches the Internet to find new potential markets for her products. Jackson is most directly making use of ____ resources.

a. / human
b. / financial
c. / physical
d. / information

ANS:DPTS:1DIF:EREF:p. 8

NAT:AACSB: Technology, Information Technology

8.Which function of management is most involved with energizing, directing, activating, and persuading others?

a. / leading
b. / controlling
c. / planning
d. / organizing and staffing

ANS:APTS:1DIF:EREF:p. 10

NAT:AACSB: Reflective Thinking, Leadership Principles

9.With respect to creating visions, leaders often fail because they do not

a. / have fancy enough visions.
b. / convert their visions into results.
c. / use visions for inspiration.
d. / bribe people for accomplishing a vision.

ANS:BPTS:1DIF:MREF:p. 10

NAT:AACSB: Analytic, Leadership Principles

10.Controlling is primarily concerned with

a. / making rational decisions.
b. / comparing actual performance to a predetermined standard.
c. / influencing people to perform better.
d. / laying out work in a logical manner.

ANS:BPTS:1DIF:EREF:p. 10

NAT:AACSB: Analytic, Individual Dynamics

11.The two planning roles for manager involve

a. / monitoring and disturbance handling.
b. / strategy and operations.
c. / being a figurehead and a spokesperson.
d. / team building and team play.

ANS:BPTS:1DIF:EREF:p. 11

NAT:AACSB: Analytic, Individual Dynamics

12.Making sure that competent persons fill positions is part of which managerial role?

a. / organizer
b. / liaison
c. / staffing coordinator
d. / resource allocator

ANS:CPTS:1DIF:MREF:p. 12

NAT:AACSB: Analytic, HRM

13.With respect to managers, poor interpersonal skills

a. / have a neutral impact on performance.
b. / can lead to job failure.
c. / are not important because "Nice guys and gals finish last."
d. / only create problems at the first two levels of management.

ANS:BPTS:1DIF:MREF:p. 17

NAT:AACSB: Communication, Individual Dynamics

14.Political skills should be regarded as a

a. / supplement to job competence.
b. / way to overcome job incompetence.
c. / way of creating ambiguity on the job.
d. / privilege of top management.

ANS:APTS:1DIF:MREF:p. 19

NAT:AACSB: Communication, Individual Dynamics

15.A key part of developing your managerial skills would be to

a. / forget about practice as soon as you acquire a skill.
b. / practice kick boxing to sharpen your reflexes.
c. / obtain feedback on your performance.
d. / ignore the comments of others on how well you are doing.

ANS:CPTS:1DIF:MREF:p. 19

NAT:AACSB: Communication, Individual Dynamics

16.At the higher levels of management, the four roles that are the most important include::

a. / organizer, visionary, team builder, facilitator.
b. / liaison, spokesperson, figurehead, and strategic planner
c. / environmental specialist, mentor, coach, ethics officer.
d. / administrator, implementor, entrepreneur, task coordinator

ANS:BPTS:1DIF:DREF:p. 16

NAT:AACSB: Analytic, Individual Dynamics

17.According to Mintzberg, management is a practice, rather than a science or a profession because

a. / science is about the development of systematic knowledge through research.
b. / management follows an ethical code.
c. / the major purpose of management is to help get things done.
d. / both a & c

ANS:DPTS:1DIF:DREF:p. 16

NAT:AACSB: Reflective Thinking, Individual Dynamics

18.Management as a practice,

a. / began during the Industrial Revolution.
b. / probably has an almost unlimited history.
c. / dates back to World War II.
d. / dates back to the Civil War.

ANS:BPTS:1DIF:EREF:p. 20

NAT:AACSB: Analytic, Strategy

19.The primary concern of the administrative management aspect of classical management was

a. / managing a company's information system.
b. / teaching nonprofit organizations how to be successful.
c. / how organizations should be managed and structured.
d. / the application of scientific methods to increase workers' productivity.

ANS:CPTS:1DIF:EREF:p. 21

NAT:AACSB: Analytic, Strategy

20.According to the historically important work of Alfred D. Chandler, when choosing an organization structure, managers should first

a. / study what the competition is doing.
b. / be aware of the strategy.
c. / draw a hundred boxes to choose from.
d. / look for the least expensive structure.

ANS:BPTS:1DIF:DREF:pp. 21- 22

NAT:AACSB: Reflective Thinking, Strategy

21.The behavioral approach to management emphasizes

a. / developing systems for dealing with personnel problems.
b. / the interaction of the firm with the environment.
c. / finding the most efficient systems of production.
d. / understanding people.

ANS:DPTS:1DIF:EREF:p. 22

NAT:AACSB: Analytic, Strategy

22.An organization may experience entropy when

a. / its total output exceeds the sum of the parts.
b. / it does not receive fresh inputs from the external environment.
c. / too many employees call in sick in a given year.
d. / three consecutive new products are winners.

ANS:BPTS:1DIF:DREF:p. 26

NAT:AACSB: Analytic, Strategy

23.An important subset of interpersonal skills for managers is______the ability to work effectively and conduct business with people from different cultures.

a. / multiculturalism
b. / bilingualism
c. / diversity
d. / multinationalism

ANS:APTS:1DIF:EREF:p. 18

NAT:AACSB: Diversity, Motivation Concepts

24.You are using evidence-based management when your practice is based on

a. / a recent fad.
b. / what your CEO thinks is hot.
c. / thinking by philosophers.
d. / an established principle.

ANS:DPTS:1DIF:DREF:p. 17

NAT:AACSB: Analytic, Strategy

25.Evidence-based management chooses an organizational practice based on

a. / the best evidence available.
b. / qualitative evidence only.
c. / quantitative evidence only.
d. / careful forecasts.

ANS:APTS:1DIF:EREF:p. 17

NAT:AACSB: Analytic, Strategy

TRUE/FALSE

1.C-level manager is a recent term used to describe a top-level manager.

ANS:TPTS:1DIF:EREF:p. 2

NAT:AACSB: Analytic, Individual Dynamics

2.Brad is the cafeteria manager in a company that manufactures cushions, chairs, and closet organizers. Brad would be classified as a "C-level manager."

ANS:FPTS:1DIF:MREF:p. 2

NAT:AACSB: Reflective Thinking, Individual Dynamics

3.The vice-president of merchandising in a retail store would be considered a functional manager.

ANS:TPTS:1DIF:MREF:p. 5

NAT:AACSB: Reflective Thinking, Individual Dynamics

4.The entrepreneur is characterized primarily by innovative behavior.

ANS:TPTS:1DIF:EREF:p. 6

NAT:AACSB: Analytic, Leadership Principles

5.A major characteristic of both entrepreneurs and small-business owners is their passion for the work

ANS:TPTS:1DIF:MREF:p. 6

NAT:AACSB: Analytic, Leadership Principles

6.The team leader is a strong disciplinarian who exerts more control than the traditional supervisor.

ANS:FPTS:1DIF:MREF:p. 7

NAT:AACSB: Reflective Thinking, Leadership Principles

7.Planning is a way of managing the future.

ANS:TPTS:1DIF:MREF:p. 9

NAT:AACSB: Analytic, Strategy

8.Effective leaders develop a sense of community or shared purpose.

ANS:TPTS:1DIF:MREF:p. 10

NAT:AACSB: Reflective Thinking, Leadership Principles

9.One purpose of controlling is to check up on performance.

ANS:TPTS:1DIF:MREF:p. 10

NAT:AACSB: Analytic, Strategy

10.According to Peter Drucker, managers are knowledge workers.

ANS:TPTS:1DIF:DREF:p. 9

NAT:AACSB: Analytic, Individual Dynamics

11.Maslow suggested that humans are motivated by efforts to satisfy a hierarchy of needs ranging from basic needs to those for self-actualization, or reaching one’s potential.

ANS:TPTS:1DIF:DREF:p. 24

NAT:AACSB: Analytic, Motivation Concepts

12.Conceptual skill is needed to understand how the various parts of the organization fit together.

ANS:TPTS:1DIF:EREF:p. 18

NAT:AACSB: Analytic, Individual Dynamics

13.Political skills include establishing connections and impressing the right people.

ANS:TPTS:1DIF:MREF:p. 18

NAT:AACSB: Communication, Strategy

14.Interpersonal skills are important for top-level managers as well as team leaders.

ANS:TPTS:1DIF:DREF:p. 18

NAT:AACSB: Communication, Individual Dynamics

15.An important part of the model for learning managerial skills is to obtain feedback on performance from others.

ANS:TPTS:1DIF:EREF:p. 19

NAT:AACSB: Communication, Individual Dynamics

16.A key reason for continuing to develop managerial skills is that the workplace keeps changing.

ANS:TPTS:1DIF:MREF:p. 20

NAT:AACSB: Analytic, Strategy

17.Theory X was concerned primarily with how organizations should be managed and structured.

ANS:FPTS:1DIF:DREF:p. 21

NAT:AACSB: Analytic, Motivation Concepts

18.The behavioral approach to management emphasizes gaining the maximum productivity from people through such means as time and motion studies.

ANS:FPTS:1DIF:MREF:p. 22

NAT:AACSB: Analytic, Motivation Concepts

19.Troy is given the responsibility of developing an organization structure for a new company. Before drawing the structure, he should first understand the company's strategy.

ANS:TPTS:1DIF:MREF:p. 22

NAT:AACSB: Analytic, Strategy

20.According to the classical approach to management, a company is most likely to be efficient when the structure of the firm determines its strategy.

ANS:FPTS:1DIF:MREF:p. 22

NAT:AACSB: Analytic, Strategy

21.Tony wants to use the behavioral approach to management, so he puts a lot of effort into understanding the interests and talents of his staff before deciding how to manage the group.

ANS:TPTS:1DIF:MREF:p. 22

NAT:AACSB: Reflective Thinking, Strategy

22.Management tells the workers in an office that they have been selected to be part of a study of productivity because of their good record so far. Worker productivity increases even more, thereby demonstrating the Hawthorne effect.

ANS:TPTS:1DIF:MREF:pp. 23 -24

NAT:AACSB: Reflective Thinking, Strategy

23.The information technology era has made organizations much less democratic than they were in the past.

ANS:FPTS:1DIF:MREF:p. 28

NAT:AACSB: Technology, Information Technologies

24.The quantitative approach to management emphasizes methods in decision making, based on the scientific method.

ANS:TPTS:1DIF:DREF:p. 25

NAT:AACSB: Analytic, Strategy

25.Theory Y assumptions include the idea that people accept responsibility, exercise

self-control, possess the capacity to innovate.

ANS:TPTS:1DIF:DREF:p. 24

NAT:AACSB: Analytic, Motivation Concepts

ESSAY

1.Why do organizations hire managers?

ANS:

A manager is a person responsible for the work performance of group members. A manager holds the formal authority to commit organizational resources, even if the approval of others is required.

PTS:1DIF:EREF:p. 2

NAT:AACSB: Reflective Thinking, Strategy

2.Identify and describe seven different managerial roles. Indicate which ones you would enjoy the most at this stage of your career.

ANS:

Answers will vary.

Planning: Strategic planner, Operational planner

Organizing: Organizer, Liaison, Staffing coordinator, Resource allocator, Task delegator

Leading: Figurehead, Spokesperson, Negotiator, Motivator and coach, Team builder,

Team player, Technical problem solver, Entrepreneur

Controlling:Monitor, Disturbance handler

PTS:1DIF:MREF:pp. 11-15

NAT:AACSB: Analytic, Leadership Principles

3.Which basic skills are needed by managers?

ANS:

Conceptual knowledge and behavioral guidelines.

Skill-development

Feedback on skill utilization, or performance

PTS:1DIF:EREF:pp. 17-19

NAT:AACSB: Analytic, Individual Dynamics

4.The Colgate-Palmolive Company’s strategy might be stated as responding to the personal-care needs of people and animals throughout the world. To achieve this goal, the company is divided into four mammoth divisions: Oral Care, Personal Care, Home Care, and Pet Nutrition. Each division is subdivided into products groups.

1. How does the Colgate-Palmotive company follow the concepts of Chandler?

2. Do you think that the core of management knowledge lies within the classical school?

Explain.

ANS:

1. Chandler’s famous thesis is that a firm’s structure is determined or chosen by its

strategy—and unless structure follows strategy, inefficiency results. In other words, what a firm wants to accomplish determines how the company is organized.

2. The classical school provides a systematic way of managing people and work that has proven useful over time and represents its major strength. However, it sometimes ignores differences among people and situations.

PTS:1DIF:DREF:p. 22

NAT:AACSB: Reflective Thinking, Strategy