managment Question bank

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 |
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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 |
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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 |
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B) |
False |
11. |
Figurehead, leader, and spokesperson represent the three interpersonal managerial roles. |
|
A) |
True |
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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 |
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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 |
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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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Solution: managment Question bank