1 100 point Frontline managers often have titles such as supervisor or sales manager True False 2 10

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1

100 point

Frontline managers often have titles such as supervisor or
sales manager

True

False

2

100 point

The need for interpersonal and communication skills fades as
a manager moves from the lower levels of an organization into the upper
management arena

True

False

Interpersonal skills are important throughout your career,
at every level of management

3

100 point

Being a manager is more like being the conductor of an
orchestra than playing an instrument in it

True

False

At the beginning of your career, your contribution to your
employer depends on your own performance; that’s all you’re responsible for
But on becoming a manager, you are responsible for the whole group, as a
conductor is responsible for the entire orchestra

4

100 point

Which of the following is one of the key elements that make
the current business landscape different from the past?

Cost competitiveness

Collaboration across organizational boundaries

Quality

Diversity

Speed

5

100 point

_________ is the set of practices aimed at discovering and
harnessing an organization’s intellectual resources—fully utilizing the
intellects of the organization’s people

Knowledge management

Communication management

Collaboration

Service management

Innovation

6

100 point

Managing your costs and keeping them down requires being

fast

efficient

mindful of high service requirements

collaborative

effective

Managing your costs and keeping them down requires being
efficient: accomplishing your goals by using your resources wisely and
minimizing waste

7

100 point

The key management functions include

marketing, finance, accounting and production

hiring, training, appraising and firing

planning, operations, labor and contracting

planning, leading, controlling and organizing

marketing, management, finance and accounting

8

100 point

_______ involves monitoring performance and making necessary
changes

Controlling

Organizing

Planning

Leading

Budgeting

9

100 point

Managers responsible for supervising the operations of an
organization are referred to as

strategic managers

supervisory managers

operational managers

tactical managers

functional managers

10

100 point

Titles such as foreman, sales manager, shift manager, or
supervisor typically belong to managers at what level?

Operational

Tactical

Top

Middle

Strategic

Front level or operational managers often have titles such
as supervisor or sales manager and are lower-level managers who supervise the
operations of the organization

11

100 point

Which of the following represent skills that managers need?

Technical, interpersonal & communication and conceptual
& decision

Professional, technical, and interpersonal &
communication

Interpersonal & communication, conceptual &
decision, and professional

Professional, technical, and conceptual & decision

Conceptual & decision, professional and technical

Critical management skills include technical skills,
interpersonal and communication skills, and conceptual and decision skills

12

100 point

Using a particular software program at an expert level,
compilation of an accounting statement, and writing advertising copy are all
examples of which type of skill?

Quantitative

Technical

Conceptual

Professional

Interpersonal

A technical skill is the ability to perform a specialized
task that involves a certain method or process such as using computers,
compiling an accounting statement and writing advertising copy

13

100 point

Top management at Sunset Studios, Inc recognized a lack of
employee enthusiasm about the new website In fact there was a fair amount of
infighting and blame around whom was responsible for the layout, given the
entire firm considered itself to be tops in design and production Sammy Sunset
got the team together and engaged them in a lively discussion to determine how
to change the website so that it reflected more of Sunset Studios’ unique
design ability As the meeting wound down, each team member volunteered to take
on a part of the project to fix the site The ability to identify this problem
and resolve it is an effective use of __________ skills

negotiation

technical

informational

professional

conceptual and decision

As managers acquire greater responsibility, they must
exercise their conceptual and decision skills with increasing frequency In
this example, Sammy identified the problem of a poorly designed website and
lots of blaming, and resolved the issues with a lively discussion, ending with
team members volunteering to resolve the problems with the site

14

100 point

Toward the end of the industrial revolution, bureaucracy
emerged as a formal discipline

True

False

Toward the end of the industrial revolution, management
emerged as a formal discipline

15

100 point

In the context of the human relations approach to
management, Abraham Maslow argued that people try to satisfy their lower-level
needs and then progress upward to the higher-level needs

True

False

16

100 point

In the context of contemporary approaches to management,
many aspects of a management decision cannot be expressed through mathematical
symbols and formulas

True

False

Many aspects of a management decision cannot be expressed
through mathematical symbols and formulas

17

100 point

Understanding contingencies helps a manager know which sets
of circumstances dictate which management actions

True

False

Situational characteristics are called contingencies
Understanding contingencies helps a manager know which sets of circumstances
dictate which management actions

18

100 point

In the context of classical approaches to management, _____
believed bureaucratic structures can eliminate the variability that results
when managers in the same organization have different skills, experiences, and
goals

Lillian Gilbreth

Henri Fayol

Mary Follett

Max Weber

Peter Drucker

Weber believed bureaucratic structures can eliminate the
variability that results when managers in the same organization have different
skills, experiences, and goals

19

100 point

Which of the following is a drawback of the bureaucratic
approach to management?

Management decisions were unsystematic

Some people did not perform their best with excessive rules
and regulations

The approach emphasized only money as a worker incentive

Production tasks were reduced to machine-like movements that
led to boredom

The approach did not help managers deal with competitors and
government regulations

Organizations or departments that need rapid decision making
and flexibility may suffer under a bureaucratic approach Some people may not
perform their best with excessive bureaucratic rules and procedures

20

100 point

Which of the following is one of Henri Fayol’s 14 principles
of management?

Adaptation

Qualifications

Rules and controls

Scalar chain

Ownership

An explicit and broad framework for administrative
management emerged in 1916, when Henri Fayol, a French mining engineer and executive,
published a book summarizing his management experiences Fayol identified five
functions and 14 principles of management The 14 principles of management are:
division of work, authority, discipline, unity of command, unity of direction,
subordination of individual interest to the general interest, remuneration,
centralization, scalar chain, order, equity, stability and tenure of personnel,
initiative, and esprit de corps

21

100 point

The _____ were a series of experiments conducted from 1924
to 1932 to investigate the influence of physical working conditions on workers’
productivity and efficiency

Forming-Storming Model

Hawthorne Studies

Johari Window

Michigan Leadership Studies

Hierarchy of Needs

Western Electric Company, a manufacturer of communications
equipment, hired a team of Harvard researchers led by Elton Mayo and Fritz
Roethlisberger They were to investigate the influence of physical working
conditions on workers’ productivity and efficiency in one of the company’s
factories outside Chicago This research project, known as the Hawthorne
Studies, provided some of the most interesting and controversial results in the
history of management The Hawthorne Studies were a series of experiments conducted
from 1924 to 1932

22

100 point

In the context of classical approaches to management, which
of the following is a principle of the human relations approach?

Management should cooperate with workers to ensure that jobs
match plans

Social needs have precedence over economic needs

Wasteful movements can be identified and removed to increase
productivity

Scientific methods should be applied to analyze work

Management is a profession and can be taught

Human relations proponents argued that managers should
stress primarily employee welfare, motivation, and communication They believed
social needs had precedence over economic needs

23

100 point

Which of the following is true of Abraham Maslow’s
contribution to the field of human relations?

He advocated the application of scientific methods to
analyze work

He was concerned with meeting the explosive growth in demand
brought about by the industrial revolution

He concluded that management decisions were unsystematic

He emphasized maintenance of inventories to meet consumer
demand

He suggested that humans have five levels of needs

Another noted contributor to the field of human relations
was Abraham Maslow In 1943 Maslow suggested that humans have five levels of
needs

24

100 point

According to Abraham Maslow, the most advanced human need is
for:

esteem

love or belonging

safety

the body

self-actualization

Another noted contributor to the field of human relations
was Abraham Maslow In 1943 Maslow suggested that humans have five levels of
needs The most basic needs are the physical needs for food, water, and
shelter; the most advanced need is for self-actualization, or personal
fulfillment

25

100 point

In the context of classical approaches to management,
critics believed that one result of the _____ approach—a belief that a happy
worker was a productive worker—was too simplistic

administrative management

bureacratic

human relations

scientific management

systematic management

Critics believed that one result of human relations—a belief
that a happy worker was a productive worker—was too simplistic

26

100 point

Which of the following is a contemporary approach to
management?

Quantitative management

Human relations

Administrative management

Systematic management

Scientific management

The contemporary approaches to management include
sociotechnical systems theory, quantitative management, organizational
behavior, and systems theory

27

100 point

In the context of contemporary approaches to management, the
use of _____ has been limited because many aspects of a management decision
cannot be expressed through mathematical symbols and formulas

organizational behavior

quantitative management

human relations

administrative management

systematic management

Several explanations account for the limited use of
quantitative management Many managers have not been trained in using these
techniques Also, many aspects of a management decision cannot be expressed
through mathematical symbols and formulas Finally, many of the decisions
managers face are nonroutine and unpredictable

28

100 point

_____ is a contemporary management approach that studies and
identifies management activities that promote employee effectiveness by
examining the complex and dynamic nature of individual, group, and
organizational processes

Systems theory

Contingency perspective

Sociotechnical systems theory

Organizational behavior

Quantitative management

Organizational behavior is a contemporary management
approach that studies and identifies management activities that promote
employee effectiveness by examining the complex and dynamic nature of
individual, group, and organizational processes

29

100 point

_____, a major organizational behaviorist, recommended greater
autonomy and better jobs for workers

Chris Argyris

Douglas McGregor

Rensis Likert

Michael Porter

Jim Collins

A major organizational behaviorist includes Chris Argyris,
who recommended greater autonomy and better jobs for workers

30

100 point

In the context of the systems theory, human resources,
capital, and raw material are examples of _____

inputs

outputs

control systems

contingencies

economies

Organizations are open systems, dependent on inputs from the
outside world, such as raw materials, human resources, and capital

31

100 point

In the context of the systems theory, understanding _____
helps a manager know which sets of circumstances dictate which management
actions

economies

contingencies

physical needs

inputs

outputs

Contingencies are factors that determine the appropriateness
of managerial actions Understanding contingencies helps a manager know which
sets of circumstances dictate which management actions

32

100 point

_____, written by Gary Hamel, was selected by Amazoncom as
the best business book of 2007

The Future of Management

Good to Great

Managing Across Borders: The Transnational Solution

In Search of Excellence

The Fifth Dimension: The Art and Practice of the Learning
Organization

Gary Hamel’s most recent book, The Future of Management, was
selected by Amazoncom as the best business book of 2007

33

100 point

When an industry matures, profits drop

True

False

When an industry matures and growth slows, profits drop

34

100 point

Buffering is a method for adapting the technical core to
changes in the environment

True

False

Flexible processes are methods for adapting the technical
core to changes in the environment

35

100 point

Organizations that are affected by, and that affect, their
environment are called:

oligopolies

ecologies

open systems

matrix organizations

pyramids

Organizations are open systems—that is, they are affected by
and in turn affect their external environments

36

100 point

Margaret Pane, a new manager at The Royal Deli, has been
asked to focus on the competitive environment of the organization Which of
these factors is among those that Margaret Pane should focus on?

Demographics

Suppliers

Technology

Social factors

Government policies

The competitive environment is composed of the firm and its
rivals, suppliers, customers (buyers), new entrants, and substitute or
complementary products

37

100 point

The main difference between a final consumer and an
intermediate consumer is that the final consumer:

is not as flexible as an intermediate consumer

uses products himself

purchases more than intermediate consumers

pays cash

does not have any bargaining power

Intermediate consumers buy raw materials or wholesale
products and then sell to final consumers Final consumers use the products
themselves

38

100 point

Wealth and Wealth Bank utilizes the janitorial services of
Rob’s Scrub-All to keep their buildings clean Rob’s provides all the necessary
cleaning supplies, training, background security checks (since the crew works
after hours) and all other associated expenses The other available janitorial
services do not typically provide security checks and a client such as a bank
would have to hire guards to watch the work of the janitors This expense
effectively limits the bank to utilizing only Rob’s services Which of the
following does this illustrate?

High employment costs

Complementary products

High switching costs

Favorable quality status

Unfavorable supplier status

Switching costs are fixed costs buyers face if they change
suppliers In this case, the bank would have to have a permanent security
guard, a fixed cost, should it decide to switch from Rob’s Scrub-All to another
cleaning service

39

100 point

_____ refers to searching for information that is
unavailable to most people and sorting through that information to interpret
what is important

Data classification

Competitive skimming

Knowledge browsing

Environmental scanning

Information foraging

Environmental scanning includes searching for information
that is unavailable to most people and sorting through that information to
interpret what is important

40

100 point

_____ are approaches that an organization acting on its own
uses to change some aspect of its current environment

Benchmarking procedures

Flexible processes

Buffering techniques

Independent strategies

Forecasting methods

Independent strategies are strategies that an organization
acting on its own uses to change some aspect of its current environment

41

100 point

Meatorganics announced that it was selling off its pork
division in order to realign itself more competitively in the marketing of its
other products This is an example of managing the task environment through:

acquisition

merger

divestiture

diversification

domain selection

Divestiture occurs when a company sells one or more
businesses

42

100 point

_____ is an organization’s conscious efforts to change the
boundaries of its task environment

Flexible process

Cooperative strategy

Public relations

Independent action

Strategic maneuvering

Strategic maneuvering is an organization’s conscious efforts
to change the boundaries of its task environment

43

100 point

_____ are companies that continuously change the boundaries
for their task environments by seeking new products and markets, diversifying
and merging, or acquiring new enterprises

Divergers

Prospectors

Transformers

Wanderers

Defenders

Prospectors are companies that continuously change the
boundaries for their task environments by seeking new products and markets,
diversifying and merging, or acquiring new enterprises

44

100 point

_____ are companies that stay within a stable product domain
as a strategic maneuver

Defenders

Convergers

Accommodators

Protectors

Sponsors

Defenders are companies that stay within a stable product
domain as a strategic maneuver

45

100 point

If an organization’s culture is externally oriented and
focused on control with its primary objectives as productivity, planning and
efficiency, it could best be described as a _____ culture

values-oriented

rational

group

adhocracy

hierarchical

Rational cultures are externally oriented and focused on
control This type of culture’s primary objectives are productivity, planning,
and efficiency

46

100 point

The four key elements that make the current business
environment different from the past include globalization, technological
change, the importance of knowledge and ideas and collaboration across
organizational boundaries

True

False

Management is a challenge requiring constant adaptation to
new circumstances The four key elements that make the current business
landscape different from the past: globalization, technological change, the
importance of knowledge and ideas, and collaboration across organizational
“boundaries“

47

100 point

Knowledge management is a set of practices aimed at
discovering and harnessing the competition’s intellectual resources

True

False

48

100 point

The key to company success is how much the industry in which
it operates will affect society or how much it will grow

True

False

The key to understanding the success of a company is the
competitive advantage held by a particular company and how well it can sustain
that advantage

49

100 point

Innovation is the introduction of new goods and services

True

False

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