managment Question bank

Question # 00005715 Posted By: vikas Updated on: 12/23/2013 10:06 AM Due on: 12/31/2013
Subject Business Topic Management Tutorials:
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1.

Only supervisors are affected by the principles of management.

A)

True

B)

False

2.

Managers do not spend all their time managing.

A)

True

B)

False

3.

Empowerment is the process of authorizing an individual to think, behave, take action, and control work and decision making in an organization.

A)

True

B)

False

4.

Independent consultants are considered managers.

A)

True

B)

False

5.

Managers are responsible for getting activities completed efficiently and achieving the firm's goals by utilizing:

A)

Human, financial, and material resources

B)

Information, human, and service resources

C)

Human resources, organizational competitiveness, and organizational goals

D)

Financial resources, top management, and organizational goals.

6.

The ___________________ are the means by which one manages, that is, gets things done through others.

7.

What are the three groups of managerial roles as identified by Professor Mintzberg? Summarize how they differ.

8.

What are the principles of management?

9.

The three informational roles assumed by a manager are primarily concerned with providing information outside the organization.

A)

True

B)

False

10.

There are ten roles common to the work of all managers, and they can be played at different times by the same manager.

A)

True

B)

False

11.

Figurehead, leader, and spokesperson represent the three interpersonal managerial roles.

A)

True

B)

False

12.

Monitor, disseminator, and spokesperson are the three decisional managerial roles in an organization.

A)

True

B)

False

13.

There are two decisional managerial roles in an organization.

A)

True

B)

False

14.

The unique access to information places the manager at the center of organizational decision-making.

A)

True

B)

False

15.

In the role of spokesperson, the manager disseminates the organization's information to the units and departments.

A)

True

B)

False

16.

General managers set specific goals for their own departments and see that the goals are met.

A)

True

B)

False

17.

The nature of managerial work has changed very little since the 1970s.

A)

True

B)

False

18.

Someone who works at Procter & Gamble who is responsible for the production, marketing, and profitability of the Tide detergent product line is called a:

A)

general manager.

B)

line manager.

C)

team manager.

D)

supervisory manager.

19.

A general manager is someone who is responsible for managing:

A)

an identifiable revenue-producing unit.

B)

a sub-group of a particular function or team comprised of members from different parts of the organization.

C)

a function that creates indirect inputs, such as finance and accounting.

D)

an area such as accounting and marketing.

20.

Allowing individuals to work on their own, with little supervision is called:

A)

empowerment.

B)

management.

C)

leadership.

D)

strategic management.

21.

Managers are responsible for getting activities completed efficiently and achieving the firm's goals by utilizing:

A)

human, financial, and material resources.

B)

information, human, and service resources.

C)

human resources, organizational competitiveness, and organizational goals.

D)

financial resources, top management, and organizational goals.

22.

__________ are responsible for developing the organization's strategy, and being a steward for its vision and mission.

23.

__________ are responsible for the efficiency and effectiveness of an area such as accounting or marketing.

24.

A __________ leads a function that contributes directly to the products or services the organization creates.

25.

A __________ is someone who is responsible for managing a clearly identifiable revenue-producing unit of an organization.

26.

Professor Minztberg identified ten roles common to the work of all managers. They are divided into three groups: _________, ___________, and ____________.

27.

__________ is the process of enabling or authorizing an individual to make decisions in autonomous ways.

28.

________ managers are responsible for the efficiency and effectiveness of an area such as accounting or marketing.

29.

________ managers lead a function that contributes directly to the products or services the organization creates.

30.

The matching of organizational form with the organization's strategy is _________ ___________.

31.

The four decisional roles managers play are: _____________, _____________, ______________, and _____________.

32.

The three informational roles primarily concerned with the information aspects of managerial work are: _______________, ________________, and ___________________.

33.

The three interpersonal roles primarily concerned with interpersonal relationships in an organization are: ___________________, _________________, and ___________________.

34.

The three informational roles are concerned with ______________, ________________, and ________________ information into the organization.

35.

Empowerment is the process of enabling or authorizing an individual to think, behave, take action, and control work and decision making in ______________ ways.

36.

Top managers support and serve other managers and employees through a process called _______________.

37.

How have the functions of top management changed with respect to managerial roles?

38.

What are the three interpersonal roles a manager may assume in an organization?

39.

What are the three groups that categorize the ten roles that managers may assume in their organizations?

40.

What is the difference between line and staff managers?

41.

In the contemporary view of the roles of management, how does top management support and serve other managers and employees?

42.

Why have Professor Henry Mintzberg's categories of managerial roles endured over time?

43.

In what ways has managerial work changed over the past 30 years?

44.

Strategic management is the central, integrated, externally oriented concept of how we will achieve our objectives.

A)

True

B)

False

45.

Strategy is a coherent plan of action, articulated in clear goals and objectives for a long-term purpose of an organization.

A)

True

B)

False

46.

Leadership is defined as when, where, and how to use formal sources of authority and power, such as position or ownership.

A)

True

B)

False

47.

In terms of principles of management, one can think of leadership, entrepreneurship, and strategic management as answering questions about “who,” “what,” and “how.”

A)

True

B)

False

48.

Entrepreneurship is defined as the recognition and implementation of a good idea.

A)

True

B)

False

49.

A difference between management and leadership can be defined in the following way:

A)

management is human capital, and leadership is directing staff

B)

management is getting things done, and leadership is deciding what needs to be done;

C)

management is getting things done, and leadership is inspiring action taken by others,

D)

management is a position of authority or power, and leadership is inspiring action taken by others.

50.

Strategy is the concept of how an organization will achieve its objectives; therefore strategic management is:

A)

knowledge to help in the development and implementation of strategies.

B)

definitions to help in the development and implementation of good strategies.

C)

processes to help the organization in the development of strategies.

D)

the purpose of developing strategies in an organization.

51.

The principles of management are drawn from a number of academic fields, principally the fields of:

A)

leadership, management and communication.

B)

leadership, management and strategy.

C)

leadership, psychology, and management.

D)

management, psychology and strategy.

52.

If management is defined as getting things done through others, then _________ should be defined as the social and informal sources of influence that one uses to inspire action taken by others.

53.

_____________ identify and create new markets, as well as foster change in existing ones.

54.

Entrepreneurs are the catalysts for value creation by first identifying a(an) _______________.

55.

When an organization has a long-term purpose, articulated in clear goals and objectives, and these goals and objectives comprise a coherent plan of action, then we would say that the organization has a _____________.

56.

Strategic planning involves analyzing competitive opportunities and threats as well as _____________ and _____________ of the organization.

57.

Strategic management is the body of knowledge that answers questions about the development and implementation of ____________.

58.

How have Procter & Gamble's views on management and leadership changed?

59.

What is the difference between management and leadership?

60.

What is strategic management?

61.

Google has topped Fortune's100 Best Companies to Work for the last two years. What has leadership at Google done to achieve this designation?

62.

Why is entrepreneurship defined as a process?

63.

Planning is the function of management that involves setting objectives and determining a course of action for achieving these objectives.

A)

True

B)

False

64.

Decisions made about the structure of an organization are generally referred to as operational planning decisions.

A)

True

B)

False

65.

Controlling involves ensuring that performance does not deviate from the mission of the organization.

A)

True

B)

False

66.

To be effective at leading, managers must first understand their subordinates' personalities, values, attitudes, and emotions.

A)

True

B)

False

67.

Effective controlling techniques are budget and performance audits.

A)

True

B)

False

68.

Since there have been tremendous changes in the environment faced by managers, the functions of planning, organizing, leading and controlling are not considered essential functions by many organizations today.

A)

True

B)

False

69.

Strategic planning generally includes just the top managers and includes formulation of objectives.

A)

True

B)

False

70.

Tactical planning in an organization is usually an intermediate-range plan designed to develop specific means to implement the strategic plan.

A)

True

B)

False

71.

Principles of division of labor and specialization are used to design individual jobs to most effectively incorporate job enrichment.

A)

True

B)

False

72.

Three different types of planning used in the function of management are:

A)

strategic, tactical, and operational,

B)

strategic, organizational design, and job design.

C)

job design, job enrichment, and teamwork.

D)

strategic, organizational design, and operational.

73.

Organizational design decisions are made about:

A)

the structure of an organization.

B)

the strategies of an organization.

C)

the environment of an organization.

D)

the various roles in an organization.

74.

Operational planning assumes the existence of:

A)

goals and objectives and specifies ways to achieve them.

B)

a mission statement of the organization and specifies ways to develop the goals and objectives for the strategies.

C)

a strategic plan.

D)

a tactical plan and specifies ways to achieve the goals.

75.

Tactical planning is designed to develop:

A)

specific action steps that support the strategic plan.

B)

specific action steps to develop the strategic plan.

C)

specific action steps to implement the strategic plan.

D)

the organization's mission and objectives for the strategic plan.

76.

Environmental scanning is the act of analyzing the critical external contingencies facing an organization in terms of:

A)

economic conditions, employees capabilities, and stakeholders.

B)

economic conditions, competitors, and customers.

C)

competitors, and economic and financial capabilities.

D)

stakeholders, community conditions and customers.

77.

Effective controlling requires the existence of plans,

A)

since planning provides the necessary performance standards or objectives.

B)

since understanding the mission of the organization requires strategic plan.

C)

since control techniques are budget and performance audits.

D)

since managers must show compliance with company policies.

78.

The structure of an organization is usually represented:

A)

in the job design.

B)

in the chain of command.

C)

in the operational plan.

D)

in the tactical plan.

79.

Principles of management are often discussed or learned using a framework for _______.

80.

A(n) ____________helps planners assess the critical contingencies facing their organization in terms of economic conditions, their competitors and their customers.

81.

Traditionally, ___________ was based on principles of division of labor and specialization.

82.

Decisions made about the structure of an organization are generally referred to as ___________ ___________ decisions.

83.

Controlling involves ensuring that performance does not deviate from _____________.

84.

_______________ is the function of management that involves developing an organizational structure and allocating human resources.

85.

_____________ is the function of management that involves setting objectives and determining a course of action.

86.

Strategy is a coherent plan of action, articulated in ________ and ___________.

87.

____________ planning in an organization is usually an intermediate-range plan designed to develop specific means to implement the strategic plan.

88.

____________ is the cooperative effort by the members of a group or team to achieve a common goal.

89.

__________ is important to all organizations because it provides leaders and employees with a clear set of guidelines for their daily actions.

90.

_________ planning is designed to develop concrete and specific means to implement the strategic plan.

91.

_________ planning is designed to develop specific action steps that support the strategic and tactical plans.

92.

Tactical planning is usually a(n) ______________ plan designed to develop means to implement the strategy.

93.

What are the four major functions that categorize the principles of management?

94.

What is the process of planning?

95.

What is the major function of organizing in organizations?

96.

There are many different types of plans and planning in an organization. Name three mentioned in the text and explain the purpose of each?

97.

Explain the three steps involved in controlling in an organization.

98.

Why would HUI Manufacturing, a custom sheet metal fabricator, have done away with traditional departments in their organization?

99.

What are two traditional managerial control techniques?

100.

Describe the differences in the traditional process of job design, and the processes organizations are considering today.

101.

Describe the three steps to the managerial process of controlling.

102.

What are the criticisms of the POLC framework?

103.

Triple bottom line refers to the measurement of economic, social, and organizational performance.

A)

True

B)

False

104.

Organizational citizenship behaviors are individual behaviors that are beneficial to the organization and are recognized by the formal reward system of the organization.

A)

True

B)

False

105.

Reducing waste and pollution are key indicators of performance.

A)

True

B)

False

106.

Corporate social responsibility refers to social and environmental profit.

A)

True

B)

False

107.

Sportsmanship is a common theme of organizational citizenship behavior.

A)

True

B)

False

108.

Teamwork is a common theme of organizational citizenship behavior.

A)

True

B)

False

109.

Economic profit is the difference between revenue and the opportunity cost of all resources used to produce the items sold.

A)

True

B)

False

110.

Competition among employers and countries for the best and brightest puts pressure on firms to invest in present and future leadership capabilities.

A)

True

B)

False

111.

Triple bottom line refers to the measurement of business performance along:

A)

social, economic and organizational dimensions.

B)

social, economic and environmental dimensions.

C)

economic, organizational, and human performance dimensions.

D)

environmental, organizational and corporate responsibility.

112.

Two companies well known for their strong CSR orientations are:

A)

Proctor & Gamble and Craigslist

B)

Ben & Jerry's and Proctor & Gamble

C)

Ben & Jerry's and S.C. Johnson

D)

S.C. Johnson and Proctor & Gamble

113.

Common arguments against corporate social responsibility argue that:

A)

CSR detracts from the fundamental economic role of businesses.

B)

CSR does not achieve a triple bottom line.

C)

there is no positive relationship between CSR and shareholder returns.

D)

there are no financial benefits of social or environmental initiatives.

114.

Organizational citizenship behaviors can be understood as:

A)

individual behaviors that are beneficial to the organization and not recognized by the formal reward system.

B)

individual behaviors that are beneficial to the organization and are recognized by the formal reward system.

C)

group behaviors that are beneficial to the organization and are recognized by the formal reward system.

D)

group behaviors that are beneficial to the organization and are not recognized by the formal reward system.

115.

________________ is a concept whereby organizations consider the interests of society by taking responsibility for the impact of their activities in all aspects of their operations.

116.

____________ are individuals and organizations who are actively involvedwith the organization, and whose interests may be positively or negatively affected as a result of what the organization does.

117.

The difference between an organization's revenues and its costs in a given period of time is referred to a(an) ___________ profit.

118.

________________ refers to social and environmental profit.

119.

Triple bottom line refers to the measurement of business performance along __________, _____________ and ____________ dimensions.

120.

An organization makes a profit when its ___________ are more than its costs in a given period of time.

121.

CSR is a concept whereby organizations consider the interest of ________ by taking responsibility for the impact of their activities on customers, suppliers, employees, communities, and the environment in all aspects of their operations.

122.

Economic performance is very important to a firm's ___________, particularly its investors or owners.

123.

The Body Shop adopted a CSR approach going to great lengths to ensure that its business is ecologically sustainable. Why has their approach been successful?

124.

StarKist tuna adopted a CSR approach when it decided to purchase and sell exclusively dolphin-safe tuna. Why were consumers unwilling to pay higher process for StarKist's environmental product attributes?

125.

Who are the stakeholders of an organization?

126.

Why do customers play a big role in economic profits?

127.

Describe the difference between a budget audit and a performance audit.

128.

What is the difference between triple bottom line and corporate social responsibility?

129.

Why was Cascade Asset Management (CAM) successful in their CSR strategy?

130.

A group is a cohesive coalition of people working together to achieve an agenda.

A)

True

B)

False

131.

Teams differ from other types of groups in that members are focused on a joint goal or product.

A)

True

B)

False

132.

The difference between group and team is:

A)

A collection of people is a group and not necessarily a team

B)

Complementary skills are found in a group but not a team

C)

The aim and purpose of a group is to perform in the workplace

D)

Groups are defined by their relatively small size.

133.

The purpose of assembling a team is:

A)

To work on agendas in the context of a group

B)

To accomplish bigger goals than any that would be possible for the individual working alone

C)

To increase mutual cooperation between competing factions

D)

Gather together a group of individuals and mold them into an effective team

134.

A manager must understand the compatibility of individual and group performance with respect to:

A)

Goals and objectives

B)

Goals and incentives

C)

Objectives and strategy

D)

Incentives and strategy

135.

In the survey of organizational citizenship behavior, organizational compliance means:

A)

Contributing to the reputation of an organization

B)

Cooperating with others to serve the interests of the whole

C)

Respecting organizational resources

D)

Going well beyond the required action

136.

Self-development, individual initiative and organizational loyalty are:

A)

Necessary in current principles of behavior in organizations

B)

Examples of organizational citizenship behaviors

C)

In-role performance standards

D)

CSR standards for individual performance

137.

______________ is any aspect of group interaction that inhibits good problem solving.

138.

There are ten roles common to the work of all managers, and can be played at different times by the same manager. Name these roles.


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