Management 1

  1. 1. The best employers share all of the following characteristics EXCEPT




    E. they excel at exploiting the natural environment.
  2. 2. __________ are successful because they are better than their competitors at gaining extraordinary results from the people working for them.




    E. High-performing companies
  3. 3. __________ introduces you to the concepts, themes and directions that are consistent with career success and organisational leadership in today's high performance work settings.




    E. The study of management
  4. 4. Which of the following attributes accurately describes the new economy?




    B. All of these are attributes of the new economy.
  5. 5. __________ is the collective brainpower or shared knowledge of a workforce that can be used to create value.




    A. Intellectual capital
  6. 6. Someone whose mind is a critical asset to employers and who adds to the intellectual capital of the organisation is a(n)




    D. knowledge worker.
  7. 7. _________ is the worldwide interdependence of resource flows, product markets, and business competition that characterises the new economy.




    D. Globalisation
  8. 8. In a(n) __________, countries and people are increasingly interconnected with respect to labour markets and business dealings.




    D. globalised world
  9. 9. Which of the following statements does NOT describe an implication of technology for the new economy?




    E. Work will still be the same, even with computers and high technology.
  10. 10. Several technological trends are occurring in the new economy. Which of the following is not one of these trends?




    E. Low-skill workers who are displaced from declining industries will not need to re-tool their skills to find adequate alternative employment.
  11. 11. Differences among members of the workforce -- such as age, gender and national origin -- are characteristics of




    A. workforce diversity.
  12. 12. Displaying negative, irrational opinions and attitudes toward members of diverse populations is considered to be




    B. prejudice.
  13. 13. Treating certain people unfairly and denying them the full benefits of organisational membership is called




    A. discrimination.
  14. 14. The existence of an invisible barrier that prevents women and minorities from rising above a certain level of organisational responsibility is called the




    E. glass ceiling effect.
  15. 15. Which of the following are appropriate targets for ethical and social responsibility issues?




    D. All of the above
  16. 16. In the 21st century, organisations and their members will encounter all of the following ethical expectations EXCEPT




    B. the expectation that stockholders' interests should be the primary consideration when organisations make decisions affecting the environment.
  17. 17. All but one of the following workplace pressures involving ethics and social responsibility toward human capital will affect organisations and their members in the future. Identify the pressure that will NOT affect organisations and their members.




    B. Employees' demands for less self-determination and greater supervisory oversight
  18. 18. In Charles Handy's description of changing careers, a person who performs specific tasks as needed and is compensated on a fee-for-services basis is a




    C. contract worker.
  19. 19. According to Charles Handy, a __________ is a person who pursues career paths with a traditional character.




    B. core worker
  20. 20. The typical career in the 21st century




    D. All of the above.
  21. 21. Which of the following is NOT one of the critical survival skills for the new workplace?




    C. Finance
  22. 22. To survive in the new workplace, people must do all of the following EXCEPT




    D. have an extensive knowledge of computer languages and their applications.
  23. 23. A clear sense of purpose that is tied to __________ is increasingly viewed as a source of organisational strength and performance advantage.




    A. producing quality products and providing customer satisfaction
  24. 24. Which of the following accurately describes an open system?




    B. An open system interacts with the external environment in a continual process of transforming resource inputs into product outputs in the form of finished goods and/or services.
  25. 25. Which of the following statements accurately describes the open systems model of organisations?




    B. The organisation creates a transformation process for turning resources into outputs.
  26. 26. Which statement(s) regarding an organisation's environment is/are true?




    D. All of these are true statements regarding an organisation's environment.
  27. 27. An output measure of task or goal accomplishment is called




    B. performance effectiveness.
  28. 28. Which of the following statements does NOT accurately describe the impact of resource utilisation and goal attainment on organisational performance?




    E. Organisational performance is unaffected by poor versus good resource utilisation and low versus high goal attainment.
  29. 29. A measure of the resource cost associated with goal accomplishment is called




    B. performance efficiency.
  30. 30. A manager who emphasises cost containment, even at the expense of missing production targets, is more interested in __________ than in __________.




    B. performance efficiency, performance effectiveness
  31. 31. Organisations are changing in a variety of ways. Which of the following is NOT one of the ways mentioned in the text?




    E. Focus on profitability
  32. 32. The forces behind the changes that are occurring in organisations include all of the following EXCEPT




    E. diminished skill capacity of the workforce.
  33. 33. Managing with an organisation-wide commitment to continuous improvement and meeting customer needs completely is the concept of




    C. Total Quality Management.
  34. 34. Which of the following statements accurately describes managers?




    D. All of the above
  35. 35. A hierarchical classification of managers identifies a manager by levels such as




    B. top, middle and team leaders or supervisors.
  36. 36. __________ are responsible for the performance of the organisation as a whole or of one of its major parts.




    E. Top managers
  37. 37. __________ are in charge of relatively large departments or divisions consisting of several smaller work units.




    E. Middle managers
  38. 38. Which statement about middle management is true?




    C. Middle managers work with peers to help coordinate activities across the organisation.
  39. 39. A person who coordinates complex projects with task deadlines and does so while working with many persons of different expertise both inside and outside the organisation is called a




    A. project manager.
  40. 40. A __________ is a person who is in charge of a small work group composed of non-managerial workers.




    C. team leader
  41. 41. __________ pursue work unit performance objectives that are consistent with higher-level organisational goals.




    A. Functional managers
  42. 42. In a department store, a department supervisor would be considered to be




    B. a line manager.
  43. 43. Managers who have responsibility for work activities that make a direct contribution to production of the organisation's product or service are called




    E. line managers.
  44. 44. ________ managers use their special technical expertise to support the efforts of __________ managers.




    C. Staff, line.
  45. 45. A manager who has responsibility for a single area of activity in the organisation is




    A. a functional manager.
  46. 46. A manager who is responsible for complex organisational units that include many functional areas of activity is




    A. a general manager.
  47. 47. A plant manager who oversees the purchasing, manufacturing, warehousing, sales and personnel functions may be described as




    C. a general manager.
  48. 48. Managers who work in public or nonprofit organisations are called




    A. administrators.
  49. 49. Which statement concerning managers and administrators is true?




    A. Administrators are managers who work in public or nonprofit organisations.
  50. 50. The responsibilities of team leaders and supervisors include all of the following EXCEPT




    B. paying attention to long-run problems and opportunities in the external environment.
  51. 51. The responsibilities of team leaders and supervisors include all of the following EXCEPT




    C. developing and implementing action plans for large departments or divisions
  52. 52. Truly effective managers utilise organisational resources in ways that result in both __________ and __________.




    E. high-performance outcomes, high levels of satisfaction for the workers
  53. 53. The overall quality of human experiences in the workplace is known as




    D. quality of work life.
  54. 54. Which statement about quality of work life (QWL) is false?




    D. QWL changes very little during tough economic times.
  55. 55. When the operating workers are at the top of the organisation's decision making process and supported by the managers located at the bottom, the organisation is operating with




    D. an upside-down pyramid.
  56. 56. An upside-down pyramid has several practical implications. Which of the following is/are included among these practical implications?




    D. All of the above are practical implications of the upside-down pyramid.
  57. 57. Managerial work is changing in all of the following ways except




    E. symbolically, managers remain at the top of the organisational pyramid.
  58. 58. The four basic functions of management are




    B. planning, organising, leading and controlling.
  59. 59. Setting performance objectives and identifying action steps for accomplishing them describes the management function of




    D. planning.
  60. 60. Suppose a company's president identifies a problem with the company's employee turnover rate and decides to develop a policy to increase the company's commitment to its employees. The president is practicing the management function of




    D. planning.
  61. 61. Suppose that a manager sets up a committee to develop procedures for dealing with companywide training needs and then assigns people to conduct specific training programs. This manager is performing which management function?




    C. Organising
  62. 62. Assigning tasks, allocating resources, and arranging the coordinated activities of individuals and groups to implement plans describes the management function of




    A. organising.
  63. 63. Arousing the enthusiasm of employees to work hard and to direct their efforts toward fulfilling plans and accomplishing objectives describes the management function of




    B. leading.
  64. 64. Suppose a manager starts an affirmative action program to increase opportunities for minority advancement and then communicates the objectives of the program to all employees. By doing this the manager gains their support and participation. This manager is performing which management function?




    B. Leading
  65. 65. Measuring work performance, comparing results to objectives, and taking corrective action as needed describes the management function of




    B. controlling.
  66. 66. When a manager monitors the progress of an affirmative action program to advance minorities within the corporation; reviews progress on changes in employee attitudes; calls a special meeting to discuss problems; and makes appropriate adjustments in the program, the manager is performing the function of




    D. controlling.
  67. 67. According to Henry Minztberg, managerial roles that involve interactions with people inside and outside the work unit are called




    C. interpersonal roles.
  68. 68. Henry Mintzberg identified a set of roles that managers perform. These roles are grouped into which of the following three categories?




    E. Interpersonal, informational and decisional
  69. 69. According to Henry Minztberg, managerial roles that involve the giving, receiving and analysing of information are called




    B. informational roles.
  70. 70. According to Henry Minztberg, managerial roles that involve using information to make decisions in order to solve problems or address opportunities are called




    A. decisional roles.
  71. 71. According to the research conducted on the nature of managerial work, which of the following is false?




    C. Managers spend much time working alone.
  72. 72. When general managers develop action priorities for their jobs that include goals and plans spanning long and short time frames, they are performing the important activity of




    A. agenda setting.
  73. 73. One conclusion of John Kotter's research on effective general managers is that they must pay attention to the importance of




    B. establishing good interpersonal relationships at work.
  74. 74. Which of the following statements does NOT provide a correct description of the forces affecting lifelong learning?




    A. Only managers must be concerned about the demanding quest for high performance.
  75. 75. According to Robert Katz, the essential skills of management can be grouped into three categories. These categories are




    C. technical, human and conceptual.
  76. 76. The ability to apply a special proficiency or expertise to perform specific tasks is known as




    C. a technical skill.
  77. 77. A manager who is using spreadsheet software to prepare a departmental budget is exercising a __________ skill.




    D. technical
  78. 78. __________ skills are most important at lower levels of managerial responsibility.




    B. Technical
  79. 79. The ability to work well in cooperation with other persons is described as




    B. a human skill.
  80. 80. A manager with a high degree of selfawareness and a capacity to understand and empathise with the feelings of others is exhibiting effective __________ skills.




    E. human
  81. 81. An important component of __________ is the ability to manage ourselves and our relationships effectively, which is also known as __________.




    E. human skills, emotional intelligence
  82. 82. __________ skills remain relatively consistent in importance across all levels of management.




    A. Human
  83. 83. __________ skills include the ability to break down problems into smaller parts, to see the relationships among the parts, and to recognise the implications of any one problem for others.




    E. Conceptual
  84. 84. A management team that is thinking critically and analytically in developing an organisational strategy for dealing with a highly competitive global environment is using __________ skills.




    D. conceptual
  85. 85. Which statement concerning the relative importance of technical, human and conceptual skills at different management levels is TRUE?




    E. Conceptual skills are most important for top managers.
  86. 86. Managerial competencies are implied in which of the following managerial elements?




    D. All of the above reflect managerial competencies.
  87. 87. Which of the following is NOT among the skills and personal characteristics that the text describes as providing a foundation for continued professional development and career success?




    A. The ability to initiate change in ambiguous situations.
  88. 88. The text describes skills and personal characteristics that provide a foundation for continued professional development and career success. Which of the following is NOT one of these skills or personal characteristics?




    B. Perceptual acuity
Author
Anonymous
ID
252766
Card Set
Management 1
Description
ENG Management multichoice
Updated