Introduction To Management, Chapter 1 Bank Problems

Chapter 1: Managers and Management 1.
Part of what defines an organization is its purpose.
True False
Page Ref: 30 O !e"ti#e: 1.1
$. %ll organizations ha#e a stru"ture that in some wa&s ser#es to define and limit the eha#ior of mem ers of the organization.
True False
3. 'n order to e "onsidered a manager( an indi#idual must dire"t or o#ersee the wor) of others.
True False
*. % manager does not wor) dire"tl& on tas)s for the organization. %nswer: True
False
+. ,uper#isors and team leaders ma& oth e "onsidered first-line managers.
True False
-. .ffe"ti#eness refers to the relationship etween inputs and outputs. %nswer: True
False
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/. % goal of effi"ien"& is to minimize output "osts while ma0imizing input "osts. %nswer: True
False
1. .ffe"ti#eness refers to the attainment of the organization2s goals.
True False
3. Managers who are effe"ti#e at meeting organizational goals alwa&s a"t effi"ientl&. %nswer: True
False
10. The four "ontemporar& management pro"esses are planning( organizing( leading( and "ommanding. %nswer: True
False
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11. 4etermining who reports to whom is part of the "ontrolling fun"tion of management. %nswer: True
False
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1$. Pro#iding moti#ation is part of the "ontrolling fun"tion of management. %nswer: True
False
13. 4efining goals is a )e& part of the organizing fun"tion of management. %nswer: True
False
1*. 4e"iding who will e assigned to whi"h !o is a part of the leading fun"tion of management. %nswer: True
False
1+. Fa&ol2s management pro"esses are "ompletel& e5ui#alent to Mintz erg2s management roles. %nswer: True
False
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1-. 'n Mintz erg2s #iew( the roles of figurehead( leader( and liaison are all interpersonal roles.
True False
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1/. 4istur an"e handler is one of Mintz erg2s interpersonal roles. %nswer: True
False
11. % )e& differen"e etween Fa&ol2s and Mintz erg2s #iew of management is that Fa&ol2s #iew was ased on empiri"al o ser#ations of managers in a"tion. %nswer: True
False
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13. Most people who stud& management thin) that Fa&ol2s "ategories are more useful than Mintz erg2s.
True False
4 i Page Ref: 3O !e"ti#e: 1.3
$0. % t&pi"al first-le#el manager spends more of his or her time leading than planning.
True False
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$1. 6e"ause profit( or the 7 ottom line(7 is not the measure of su""ess for not-for-profit organizations( managers of "harita le organizations do not ha#e to "on"ern themsel#es with the finan"ial aspe"ts of their organizations. %nswer: True
False
$$. %ll managers de#ote at least some of their time to planning.
True False
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$3. % manager in a large usiness generall& will spend more of her time as a spo)esperson and entrepreneur than her "ounterpart in a small usiness. %nswer: True
False
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$*.
The politi"al s)ills of a manager primaril& "onsist of the a ilit& to understand the wor)ings of go#ernment and to present information effe"ti#el& to others in the form of politi"al spee"hma)ing. %nswer: True
False
$+. Te"hni"al s)ills in#ol#e a manager2s a ilit& to thin) logi"all& and effe"ti#el& a out a stra"t situations. %nswer: True
False
Page Ref: 3O !e"ti#e: 1.3
$-. % small usiness manager in man& wa&s "om ines the roles of top manager and first-line manager in a large usiness.
True False
$/. Toda&2s managers are !ust as li)el& to e women as the& are men. %nswer: True
False
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$1. To etter understand #alues and attitudes that are "ommon to all people( a manager ma& stud& anthropolog&.
True False
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$3. The stud& of e"onomi"s is useful onl& to top managers. %nswer: True
False
30. 6e"ause management is affe"ted & a nation2s form of go#ernment( an understanding of politi"al s"ien"e is important for managers whose organizations do usiness glo all&.
True False
31. 8hi"h of the following is the most a""urate statement regarding managers in toda&2s world9 %: Managers are found almost e0"lusi#el& in for-profit organizations. 6: There is greater #ariet& of managers with respe"t to age( ethni"it&( and gender than e#er efore. C: More than half of toda&;s managers are women. 4: Managers are found almost e0"lusi#el& in large "orporations that ha#e more than +00 emplo&ees. 6
3$. %n organization is <<<<<<<<. %: the ph&si"al lo"ation where people wor) 6: a group of indi#iduals fo"used on profit-ma)ing for their shareholders C: a deli erate arrangement of people to a""omplish some spe"ifi" purpose 4: an& "olle"tion of people who all perform similar tas)s C
33. %ll organizations ha#e <<<<<<<< whi"h define=s: the organization2s purpose and reason for e0isting. %: stru"ture 6: limits C: rules 4: goals 4
3*. One of the "ommon "hara"teristi"s of all organizations is <<<<<<<< that define=s: rules( regulations( and #alues of the organization. %: an e0pli"it goal 6: a set of written &laws C: a s&stemati" stru"ture 4: a stated purpose C
3+. % fraternit& is an e0ample of an organization e"ause it is "omprised of people who <<<<<<<<. %: share goals and fun"tion within a "ommon stru"ture 6: share the same goals and #alues C: fun"tion under the same set of rules and regulations 4: share the same #alues( traditions( and "ustoms %
3-. 8hi"h of the following is a )e& differen"e etween managerial and nonmanagerial emplo&ees9 %: >onmanagerial emplo&ees do not o#ersee the wor) of others. 6: >onmanagerial emplo&ees ha#e less formal edu"ation. C: Managerial emplo&ees re"ei#e higher pa& "ompensation.
4: Managerial emplo&ees wor) longer hours. %

3/. The primar& !o of a manager is to <<<<<<<<. %: "oordinate etween organization leaders and ordinar& emplo&ees 6: ta")le tas)s that are too diffi"ult for nonmanagerial emplo&ees C: dire"t and o#ersee the wor) of others 4: ma)e de"isions that help an organization grow C
31. The wor) of a manager <<<<<<<<. %: in#ol#es onl& high-le#el tas)s that re5uire a sophisti"ated s)ill set 6: is stri"tl& limited to o#erseeing and monitoring the wor) of others C: ma& in#ol#e performing tas)s that are not related to o#erseeing others 4: does not in#ol#e intera"tion with nonmanagerial emplo&ees C
33. Supervisor is another name for whi"h of the following9 %: top manager 6: middle manager C: first-line manager 4: team leader C
*0. 8hi"h of the following t&pes of managers is responsi le for ma)ing organization-wide de"isions and esta lishing the plans and goals that affe"t the entire organization9 %:
team leader 6: pro!e"t leader C: department head 4: top manager 4

*1. 8hi"h is an important !o responsi ilit& for a middle manager9 %: performing tas)s that are not related to long-term goals 6: helping top managers define goals C: translating goals defined & top managers into a"tion 4: defining the organization;s long-term goals C
*$. 8hi"h of the following identifies a manager who does >OT t&pi"all& super#ise other managers9 %: di#ision manager 6: unit "hief C: #i"e president 4: shift manager 4
*3. 8hi"h of the following is a mem er of the lowest le#el of management9 %: a #i"e president 6: a nonmanagerial emplo&ee C: an indi#idual in#ol#ed in defining the organization;s philosoph& 4: a middle manager 4
**. %ll le#els of management etween the super#isor& le#el and the top le#el of the organization are termed <<<<<<<<. %: super#isors 6: team leaders C: middle managers 4: first-line managers C
*+. 8hi"h of the following le#els of management is asso"iated with positions su"h as e0e"uti#e #i"e president( "hief operating offi"er( "hief e0e"uti#e offi"er( and "hairperson of the oard9 %: team leaders 6: first-line managers C: top managers 4: middle managers C
*-. %nother term for effi"ien"& is <<<<<<<<. %: doing things at the right time 6: ma)ing sure things get done C: doing things right 4: doing the right things C
*/. 8hi"h of the following might e an e0ample of in"reased effi"ien"& in manufa"turing9 %: "utting the pri"e of the produ"t 6: in"reasing sales of the produ"t C: "utting the amount of la or re5uired to ma)e the produ"t 4:
in"reasing ad#ertising for the produ"t. C

*1. %nother term for effe"ti#eness is <<<<<<<<. %: doing things right 6: doing things when ne"essar& C: doing things intelligentl& 4: doing the right things 4
*3. .ffe"ti#eness is s&non&mous with <<<<<<<<. %: goal attainment 6: "ost minimization C: effi"ien"& 4: smart management %
+0. .ffi"ien"& refers to <<<<<<<<. %: the relationship etween inputs and outputs 6: de"reasing inputs onl& C: the in#erse relationship etween inputs and outputs 4: the additi#e relationship etween inputs and outputs %
+1. ?ood management stri#es for <<<<<<<<. %:
high effi"ien"& and high effe"ti#eness 6: high effi"ien"& and low effe"ti#eness C: moderate effi"ien"& and moderate effe"ti#eness 4: low effi"ien"& and high effe"ti#eness %
+$. % "and& manufa"turer would in"rease oth effi"ien"& and effe"ti#eness & ma)ing <<<<<<<<. %: the same "and& at the same "ost 6: etter "and& at a lower "ost C: etter "and& at the same "ost 4: the same "and& at a lower "ost 6
+3. % "and& manufa"turer that made "and& at a lower "ost without impro#ing the 5ualit& of the "and& "ould e said to <<<<<<<<. %: in"rease oth effe"ti#eness and effi"ien"& 6: in"rease effi"ien"& without in"reasing effe"ti#eness C: in"rease effe"ti#eness without in"reasing effi"ien"& 4: de"rease oth effe"ti#eness and effi"ien"& 6
+*. The 7father7 of s"ientifi" management was <<<<<<<<. %: @enri Fa&ol 6: Ro ert A. Batz C: Frederi") 8inslow Ta&lor 4: @enr& Mintz erg C
++. Ta&lor egan to de#elop his theor& of <<<<<<<< after a result of #iewing wor)ers in steel "ompanies. %: management s)ills 6: ethi"s- ased management C: the fun"tions of management 4: s"ientifi" management 4
+-. % ma!or "ontri ution that Ta&lor made to the stud& of management was <<<<<<<<. %: to measure ineffi"ien"& on a *-star s"ale 6: to identif& the three est wa&s to get a !o done C: to measure effi"ien"& on a *-star s"ale 4: to identif& the one est wa& to get a !o done 4
+/. 8hi"h of the following did Ta&lor >OT find 7appalling7 in his stud& of wor)ers in steel "ompanies9 %: 8or)ers would onl& attempt to perform a !o if the& were shown to ha#e aptitude for it. 6: 8or)er output was onl& a out one-third of what was possi le. C: 8or)ers emplo&ed different te"hni5ues for the same !o . 4: 8or)ers 7too) it eas&7 on the !o . %
+1. Toda&( the asi" management fun"tions are "onsidered to e <<<<<<<<. %: planning( "oordinating( leading( and monitoring 6: planning( organizing( leading( and "ontrolling C:
"ommanding( organizing( leading( and de"ision ma)ing 4: planning( organizing( leading( and moti#ating 6
+3. @ow man& management fun"tions were originall& proposed & @enri Fa&ol9 %: four: plan organize( lead( "ontrol 6: three: plan( organize( lead C: fi#e: plan( organize( "ommand( "oordinate( "ontrol 4: ten: 3 interpersonal( 3 informational( * de"isional C
-0. 8hi"h of the following is "onsidered >OT to e a part of the planning fun"tion of a manager9 %: mapping out strateg& 6: ma)ing de"isions C: moti#ating 4: defining goals C
-1. The "ontrolling management fun"tion is largel& a matter of <<<<<<<<. %: determining what needs to e done 6: resol#ing "onfli"ts C: enfor"ing rules for emplo&ees 4: monitoring to see that tas)s are a""omplished 4
-$.
Organizing in"ludes <<<<<<<<. %: determining who does what tas)s 6: resol#ing "onfli"ts C: defining organizational goals 4: moti#ating organizational mem ers %
-3. Resol#ing a "onfli"t would e "onsidered to fall under whi"h managerial fun"tion9 %: dire"ting 6: planning C: leading 4: "ontrolling C
-*. %n important part of the "ontrolling fun"tion is <<<<<<<<. %: e#aluating 6: punishing C: "oordinating 4: stru"turing %
-+. <<<<<<<< de#eloped a "ategorization s"heme for defining what managers do( "onsisting of 10 different ut highl& interrelated roles. %: @enri Fa&ol 6: Ro ert A. Batz C: @enr& Ford 4: @enr& Mintz erg 4
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--. ?i#ing a spee"h at an organization an5uet would fall into whi"h Mintz erg "ategor&9 %: entrepreneurial 6: informational C: de"isional 4: interpersonal 4
Page Ref: 3+-3O !e"ti#e: 1.3
-/. Mintz erg de#eloped his ten managerial roles & <<<<<<<<. %: sending out 5uestionnaires to thousands of managers 6: o ser#ing hundreds of managers o#er se#eral &ears C: using "ommon sense to anal&ze the situation 4: "losel& monitoring the wor) a"ti#ities of fi#e "hief e0e"uti#es 4
-1. 8h& is a negotiator a de"isional role a""ording to Mintz erg9 %: The tas) of negotiation is ta)en on onl& & the de"ision ma)ers who are alwa&s top managers. 6: >egotiation re5uires ta)ing a position and de"iding how and when to "ompromise. C: >egotiation re5uires a manager to e a le to deal with mone&. 4: >egotiation re5uires no interpersonal or informational s)ill. 6
Page Ref: 3+-3O !e"ti#e: 1.3
-3. % pharma"euti"al "ompan& manager attending a meeting of a"ademi" s"ientists would e fun"tioning in whi"h role9 %: informational 6: liaison
C: figurehead 4: de"isional 6
/0. % finan"e manager who reads the Wall Street Journal on a regular asis would e performing whi"h role9 %: disseminator 6: leader C: liaison 4: monitor 4
/1. The emphasis that managers gi#e to #arious a"ti#ities is generall& ased on their <<<<<<<<. %: s)ill spe"ialt& 6: e0perien"e in their field C: organizational le#el 4: tenure with the organization C
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/$. 8hi"h of the following pro#ed to e a surprising result of Mintz erg2s data9 %: Managers were deli erate( refle"ti#e thin)ers who methodi"all& mapped out strategies. 6: Managers spent onl& a short period of time on ea"h a"ti#it&. C: Managers "ould spend hours on a single a"ti#it& during a t&pi"al da&. 4: .0e"uti#es were not effi"ient. 6
/3. The four managerial fun"tions first des"ri ed & Fa&ol are "onsidered 7"lassi"al7 e"ause <<<<<<<<. %: the& are no longer popular toda& 6: most sour"es use them to "ategorize managers C: the& date a") to an"ient ?ree"e and Rome 4: the& were de#ised a long time ago 6
/*. %ll of the following are e0amples of informational roles a""ording to Mintz erg .CC.PT <<<<<<<<. %: spo)esperson 6: entrepreneur C: disseminator 4: monitor 6
/+. 8hi"h of the following is >OT an e0ample of a de"isional role a""ording to Mintz erg9 %: spo)esperson 6: entrepreneur C: resour"e allo"ator 4: distur an"e handler %
/-. One managerial fun"tion that is identi"al in oth Fa&ol2s and Mintz erg2s s&stems is <<<<<<<<. %: leader 6: negotiator C: resour"e allo"ator 4: monitor
% n %
//. The managerial role that "hanges the least etween middle and top managers is <<<<<<<<. %: leading 6: organizing C: "ontrolling 4: planning C
/1. >on-profit organizations are different from for-profit organizations primaril& <<<<<<<<. %: in the wa& the& moti#ate emplo&ees 6: in how the& hire emplo&ees C: in the wa& ma)e de"isions 4: in the wa& the& measure su""ess 4
/3. The role of <<<<<<<< is more important for managers of small organizations than for managers wor)ing in large "orporations. %: resour"e allo"ator 6: entrepreneur C: spo)esperson 4: disseminator C
10. 'n a small organization( whi"h of the following is >OT li)el& to e true9 %: The design of the organization is li)el& to e less stru"tured and "omple0.
6: Relationships are more li)el& to e informal. C: 8or)ers are li)el& to e o ser#ed & "omputerized monitoring s&stems. 4: Planning is not li)el& to e an or"hestrated ritual. C
11. 8hi"h of the following is >OT a "hara"teristi" of a small usiness9 %: ha#ing "utting edge( inno#ati#e usiness pra"ti"es 6: ha#ing a relati#el& small mar)et share of its produ"t C: ha#ing a out $00 emplo&ees 4: is not a 7pla&er7 with impa"t within its industr& %
1$. 8h& might a manager for a non-profit organization seem as "on"erned with her organization2s finan"ial well- eing as a for-profit manager9 %: Man& not-for-profit organizations ha#e tight udgets and must e #er& effi"ient. 6: >on-profit organizations ha#e an o ligation to turn a profit. C: >on-profit managers are e#aluated on finan"ial performan"e onl&. 4: >on-profit managers tr& to gi#e the illusion that the& "are a out the 7 ottom line.7 %
13. 8hi"h of the following is >OT "onsidered a politi"al s)ill for a manager9 %: networ)ing a ilit& 6: dominant personalit& C: sin"erit& 4: so"ial astuteness 6
1*. Compared to the manager of a large organization( a small usiness manager is more li)el& to e a=n: <<<<<<<<. %: figurehead 6: spe"ialist C: information monitor 4: generalist 4
1+. Dnli)e the manager of a small usiness( the most important "on"erns of a manager in a large organization are fo"used <<<<<<<<. %: on planning wa&s to impro#e organizational stru"ture 6: e0ternall&( parti"ularl& on entrepreneurial tas)s C: on setting goals 4: internall&( parti"ularl& on the allo"ation of resour"es 4
1-. .#iden"e that management pra"ti"es are not uni#ersal "ome from studies of <<<<<<<<. %: small and large organizations 6: domesti" and foreign organizations C: su""essful and unsu""essful organizations 4: non-profit and for-profit organizations 6
1/. 8hi"h of the following would networ)ing e most li)el& to help a manager a""omplish9 %: defining goals 6: in"reasing effi"ien"& C:
in"reasing effe"ti#eness 4: uilding a power ase 4

11. %lmost all managerial tas)s in#ol#e <<<<<<<<. %: de"ision ma)ing 6: super politi"al s)ills C: te"hni"al s)ills 4: long-term planning %
13. %""ording to Batz( the four "riti"al managerial s)ills "an e "lassified as <<<<<<<<. %: interpersonal( politi"al( empiri"al( and te"hni"al 6: te"hni"al( interpersonal( politi"al( and "ontrolling C: te"hni"al( politi"al( "on"eptual( and empiri"al 4: te"hni"al( politi"al( interpersonal( and "on"eptual 4
30. Dnderstanding uilding "odes would e "onsidered a=n: <<<<<<<< s)ill for a uilding "ontra"tor. %: interpersonal 6: politi"al C: "on"eptual 4: te"hni"al 4
31.
Dnder whi"h "ategor& would &ou "lassif& s)ill in moti#ating su ordinates9 %: te"hni"al s)ills 6: "on"eptual s)ills C: politi"al s)ills 4: interpersonal s)ills 4
3$. 4esigning a series of inter#iew 5uestions to pro#ide information a out possi le "ustomers for a "ompan& would primaril& re5uire <<<<<<<<. %: interpersonal s)ills 6: te"hni"al s)ills C: politi"al s)ills 4: "on"eptual s)ills 4
33. Te"hni"al s)ills might in"lude <<<<<<<<. %: e0"eptional writing a ilit& 6: de"ision-ma)ing a ilit& C: e0"ellent #er al s)ills 4: profi"ien"& in "omputer programming 4
3*. ?ood politi"al s)ills would e most important to a manager who <<<<<<<<. %: wants to rise through organizational ran)s 6: wants to lighten his wor) load C: see)s !o se"urit& 4: see)s fair "ompensation for his le#el
% n %
3+. 8hi"h set of s)ills would &ou e0pe"t the President of the Dnited ,tates to e least in need of9 %: interpersonal 6: "on"eptual C: politi"al 4: te"hni"al 4
3-. 8hat was the primar& "ause of demise for su"h "ompanies as 8.T. ?rant( 4a#e E 6arr&2s( and Cir"uit Cit&9 %: poor management 6: go#ernmental regulation C: diffi"ult e"onomi" "onditions 4: "orruption %
3/. 8ho stands to enefit least from stud&ing management9 %: a pro foot all "oa"h 6: a pro foot all owner C: a pro foot all pla&er 4: a pro foot all fan 4
31. 8e all ha#e a #ested interest in understanding the wa& organizations are managed e"ause <<<<<<<<. %: organizations di"tate e#er& fa"et of our li#es
6: we all depend on organizations for emplo&ment C: we all stand to gain finan"iall& from organizational profits 4: we intera"t with organizations e#er& da& of our li#es 4
33. Companies that are well managed "an prosper during diffi"ult e"onomi" times & depending on <<<<<<<<. %: filing for an)rupt"& 6: go#ernment ailouts C: a lo&al "ustomer ase 4: raising pri"es C
100. 8hi"h of the following is >OT a philosophi"al topi" rele#ant to the stud& of management9 %: the li ert& ethi" 6: the Protestant ethi" C: the demo"rati" ethi" 4: the mar)et ethi" C
101. The stud& of <<<<<<<< helps managers gain insight into human eha#ior and what moti#ates people to do what the& do. %: ps&"holog& 6: philosoph& C: e"onomi"s 4: so"iolog& %
10$. % manager interested in how "hanging demographi"s "an affe"t mar)ets "ould enefit from topi"s taught in a=n: <<<<<<<< "ourse. %: ps&"holog& 6: so"iolog& C: anthropolog& 4: e"onomi"s 6
103. % "ommon thread that runs through "hanges that all managers fa"e in toda&2s world is the need to rel& on <<<<<<<< to identif& wa&s to in"rease produ"ti#it&. %: "onsultants who spe"ialize in effi"ien"& 6: top managers onl& C: all mem ers of an organization 4: e0perts who spe"ialize in produ"ti#it& C
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10*. 8hi"h of the following is a fa"tor in toda&2s tough e"onomi" "limate that managers do >OT need to deal with9 %: e"onomi" un"ertaint& 6: "hanging te"hnolog& C: emplo&ees who are not eager to wor) 4: distrust etween managers and emplo&ees C
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10+. The de"ision of the Seattle Post Intelligencer newspaper to go 7all-digital7 resulted in <<<<<<<<. %: managers needing to drasti"all& redu"e their wor)for"e 6: managers needing to hire new emplo&ees C:
#er& few "hanges in the wa& the paper did usiness 4: no wor)for"e "hanges( ut "hanges in the pri"e of the paper %
10-. @ow do "ustomers pla& a role in "hanging the !o of the modern manager9 %: Managers are learning to thin) of "ustomers as ad#ersaries in a attle of sur#i#al. 6: Managers are in"reasingl& in"luding "ustomer satisfa"tion as a ma!or goal. C: Managers are in#iting "ustomers to ta)e "ontrol of the planning and design of new produ"ts. 4: Managers are in"reasingl& de-emphasizing "ustomer satisfa"tion as a ma!or goal. 6
10/. The C.O of Cis"o ,&stems li)es to <<<<<<<<. %: listen to #oi"e mails from satisfied "ustomers 6: read emails from satisfied "ustomers C: listen to #oi"e mails from dissatisfied "ustomers 4: argue with dissatisfied "ustomers and tr& to "on#in"e them that the& are wrong C
101. 8hat does a "ompan&2s prompt( "ourteous( and helpful answering of a telephone with a human operator signal to the "ustomer who is "alling9 %: The "ompan& is responsi#e to the "ustomer2s needs. 6: The "ompan& has low pri"es. C: The "ompan& is wasting resour"es on telephone operators. 4: The "ompan& has high pri"es. %
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103. 8h& is inno#ation a )e& "omponent of a manager2s !o in toda&2s usiness en#ironment9 %: 'nno#ation gi#es "ompanies a 7fresh7 image without "hanging mu"h real su stan"e. 6: >ew approa"hes are alwa&s superior to old approa"hes. C: 'nno#ation gi#es an organization an edge o#er its "ompetition. 4: 'nno#ation )eeps emplo&ees on their toes. C
Page Ref: *3 O !e"ti#e: 1.+
110. 8hi"h of the following did a poll find to e the most important #aria le in emplo&ee produ"ti#it&9 %: pa& le#el 6: the enefits that emplo&ees en!o&ed C: 5ualit& of the wor)pla"e en#ironment 4: 5ualit& of the emplo&ee-super#isor relationship 4
111. @a#ing 6est 6u& emplo&ees "arr& out a "olle"ti#e store "losing "alled a 7team "lose7 has <<<<<<<<. %: de"reased the num er of si")-da&s that emplo&ees ta)e 6: impro#ed attitudes and "ommitment of emplo&ees C: impro#ed effi"ien"& of emplo&ees 4: in"reased "ustomers in stores 6
11$. 8hi"h of the following inno#ations did Fappos emplo& to gain a leadership position in the online shoe usiness9 %: great sele"tion of all t&pes of shoes 6: a "all "enter C: free shipping 4: free two-wa& shipping
% n 4
113. Fappos offers G$000 to new "ustomer ser#i"e reps who "omplete training and "hoose to lea#e the "ompan&. 8hat purpose does this offer ser#e9 %: 't en"ourages new emplo&ees to 5uit. 6: 't shows prospe"ti#e emplo&ees that Fappos has 7mone& to urn.7 C: 't shows "ustomers that Fappos is etter than an& 7old-s"hool7 shoe store. 4: 't shows prospe"ti#e emplo&ees that Fappos is "onfident that the& will want to sta&. 4
The Perfe"t Manager =,"enario: 6renda Braft has pro#en herself to e an a le manager. @er se"tion has a high pro!e"t "ompletion rate with the highest -5ualit& produ"t and the lowest defe"ts in her di#ision. 'n addition( she a""omplishes this with fewer full -time people than other managers. Co-wor)ers sa& that the se"ret of her su""ess is in her a ilit& to delegate responsi ilit& and her understanding of the asi" 7management pro"esses.7 11*.
6renda2s high pro!e"t "ompletion rate indi"ates that she is <<<<<<<<. %: an effe"ti#e manager 6: an effi"ient manager C: a good resour"e allo"ator 4: a good spo)esperson %
Page Ref: 3$ O !e"ti#e: 1.1
11+. 'f 6renda a""omplished her pro!e"ts on time with high-5ualit& results( ut she too) more time than other managers in the pro"ess( &ou "ould sa& that as a manager she was <<<<<<<<. %: effi"ient( ut not effe"ti#e 6: effe"ti#e( ut not effi"ient C: pro!e"t oriented( ut not effe"ti#e 4: a leader( ut not a top manager 6
Page Ref: 3$ O !e"ti#e: 1.1
11-. 6renda2s a ilit& to delegate responsi ilit& well is e#iden"e that she e0"els at whi"h management fun"tion9 %: organizing 6: "ontrolling C: leading 4: planning %
Page Ref: 3* O !e"ti#e: 1.$
Hoe the Manager =,"enario: %s a produ"tion super#isor( Hoe determines the num er of output units his department will produ"e ea"h wee). On Monda&( he informs his team that the s"hedule is going to e diffi"ult this wee) due to the in"reased num er of output units. @e goes on to tell them that he is "onfident that the& "an fulfill the s"hedule e"ause the& are tough( talented( and 7when the going gets tough( the& are the ones who get going.7 .a"h da& during the wee)( Hoe "he")s the amount of output that the emplo&ees ha#e "ompleted and the num er of units that ha#e een re!e"ted. 11/.
8hen Hoe de"ides the num er of output units his team will e a le to produ"e this wee)( whi"h of the management pro"esses is he performing9 %: organizing 6: "ontrolling C: planning 4: leading C
Page Ref: 3*-3+ O !e"ti#e: 1.$
111. 8hen Hoe "he")s the amount of output units that the team has "ompleted and the num er of units that ha#e een re!e"ted( he is performing whi"h of the management pro"esses9 %: organizing 6: leading C: planning 4: "ontrolling 4
113. 8hen Hoe tells the emplo&ees that he is sure the& "an fulfill the s"hedule e"ause the& are the ones 7who get going when the going is tough(7 he is performing whi"h of the management pro"esses9 %: planning 6: organizing C: "ontrolling 4: leading 4
The 6us& 4a& =,"enario: 4on ,a)agu"hi( manager at Control ,&stems( 'n".( sighs as he sips his "offee at + %.M. and reads his agenda for the da&. 4on2s first dut& is to preside o#er a retirement part& for a elo#ed emplo&ee and sa& a few words on her ehalf. >e0t( he will gi#e a tour to a news reporter who is writing a stor& on the new plant e0pansion. 4on then has a meeting with the unit manager( Phil Hohnson( to dis"uss Phil2s re"ent performan"e drop =a tas) 4on alwa&s hates:. Finall&( in the late afternoon( 4on will e re#iewing the re"ent e5uipment malfun"tion and de"iding whether to deplo& e0tra people to get the e5uipment running as soon as possi le. 8hat a da&I
1$0. 8hat role will 4on e performing when he gi#es the plant tour to the newspaper reporter9 %: resour"e allo"ator 6: spo)esperson C: monitor 4: entrepreneur 6
1$1. 8hen 4on attends the retirement part&( he will e operating in whi"h of the management roles9 %: liaison 6: monitor C: leader 4: figurehead 4
1$$. 8hen 4on meets with Phil to dis"uss Phil2s output de"line( in whi"h management role will 4on e operating9 %: figurehead 6: leader C: spo)esperson 4: disseminator 6
1$3. 8hat )ind of a manager is 4on li)el& to e9 %: C.O of a ma!or "orporation 6: plant manager C: first-line manager 4: low-le#el middle manager
% n 6
1$*. 8hen 4on re#iews the e5uipment malfun"tion( what management role will he pla& in de"iding whether to ring in e0tra people9 %: distur an"e handler 6: disseminator C: monitor 4: resour"e allo"ator 4
The ?eneral Manager =,"enario: Mi"helle is the general manager of a power plant. This morning she will meet with "it& offi"ials to dis"uss en#ironmental issues. %fter the meeting( she will "onfer with the plant2s se"tion managers to address the "on"erns of the "it& representati#es. This afternoon Mi"helle will meet with a team leader to go o#er a "omplaint filed & an emplo&ee. %fter the "omplaint meeting( Mi"helle plans to spend time in the li rar& and on the 'nternet resear"hing new te"hnologies that "an e used to impro#e the performan"e of her plant. 1$+.
8hen Mi"helle learns from "it& offi"ials a out how her plant2s operations ma& e affe"ting the en#ironment( she is performing whi"h management role9 %: leader 6: liaison C: entrepreneur 4: resour"e allo"ator 6
1$-. 8hen Mi"helle addresses a "omplaint filed & an emplo&ee( she is performing whi"h management role9 %: figurehead 6: distur an"e handler C: resour"e allo"ator 4: liaison 6
1$/. 8hen Mi"helle meets with the se"tion managers to rief them on the "on"erns of the "it& offi"ials( whi"h management role is she performing9 %: distur an"e handler 6: liaison C: negotiator 4: disseminator 4
1$1. 8hen Mi"helle spends time sear"hing for new te"hnologies for her plant( she is performing whi"h management role9 %: entrepreneur 6: leader C: distur an"e handler 4:
spo)esperson %
1$3. 8hi"h t&pe of management s)ill does Mi"helle use most during the da&9 %: interpersonal 6: "on"eptual C: informational 4: politi"al %
130. Mi"helle2s e#aluation of new te"hnologies that "an e used in the produ"tion pro"esses of her plant is an e0ample of whi"h t&pe of management s)ill9 %: interpersonal 6: politi"al C: "ommuni"ation 4: "on"eptual 4
%ppli"ation of ,)ills @arris( a udding stand-up "omedian( spent months hanging out at Aaugh Town( a lo"al "lu ( meeting other stand-ups( doing a lot of listening and finding out how the& learned their trade. 't got to the point where se#eral of the star a"ts were tr&ing out their new material on @arris. 'f @arris laughed( the material must e good( the& said. Finall& @arris got to the point where he wanted to tr& out his own a"t. 6o & ?( a su""essful "omi"( agreed to listen to @arris. 6o & laughed a few times( ut as he performed his material @arris "ouldn2t help ut wonder a out the odd( pained e0pression on 6o &2s fa"e. 8hen it was o#er( 6o & told him( 7Jer& funn&( @arris. Beep wor)ing on it.7 't was at that point that @arris de"ided he would e"ome an agent for other "omedians. ,omehow( he )new that that was what he was trul& suited for. 131. ,pending time with "omedians learning a out their trade is an e0ample of whi"h politi"al s)ill9 %: apparent sin"erit& 6: interpersonal influen"e C: networ)ing
4: so"ial astuteness C
13$. Re"ognizing that the pained e0pression on 6o using whi"h s)ill9 %: so"ial astuteness 6: networ)ing C: interpersonal influen"e 4: apparent sin"erit& %
& ?2s fa"e had more meaning than 6o
&2s en"ouraging words is an e0ample of @arris
133. & telling @arris that his material was 7#er& funn&7 was an attempt & 6o %: rapport 6: so"ial astuteness C: apparent sin"erit& 4: interpersonal influen"e 6o C
& to use whi"h s)ill9
13*. 'n a short essa&( "ompare the tas)s( priorities( and responsi ilities of first -line( middle( and top managers. First-line managers are the lowest le#el of management and manage the wor) of nonmanagerial indi#iduals who are dire"tl& in#ol#ed with the produ"tion or "reation of the organization2s produ"ts. First-line managers are often "alled super#isors( ut ma& also e "alled line managers( offi"e managers( or e#en foremen. First-line managers spend more time leading than other managers( and less time planning. Middle managers in"lude all le#els of management etween the first-line le#el and the top le#el of the organization. These managers manage the wor) of first-line managers and ma& ha#e titles su"h as department head( pro!e"t leader( plant manager( or di#ision manager. Middle managers spend "onsidera l& less time leading than first-line managers( and "onsidera l& more time organizing.
Page Ref: 31-3$ O !e"ti#e: 1.1
13+. 'n a short essa&( dis"uss the differen"e etween effi"ien"& and effe"ti#eness. .ffi"ien"& refers to getting the most output from the least amount of input. .ffi"ien"& is often referred to as 7doing things that is( performing a tas) with a minimum of wasted time( energ&( la or( and resour"es and a ma0imum of the produ"t eing "reated. % mathemati"al measure of effi"ien"& is gi#en & the ratio of input-to-output. The smaller the input-to-output ratio( the greater the effi"ien"& of the pro"ess.
Page Ref: 3$-33 O !e"ti#e: 1.$
13-. 'n a short essa&( list and e0plain the four asi" fun"tions of management. Planning in#ol#es the pro"ess of defining goals( esta lishing strategies for a"hie#ing those goals( and de#eloping plans to integrate and "oordinate a"ti#ities so the organization "an a"hie#e its goals. Planning "an e short term in s"opeKplanning tomorrow2s s"hedule( or long termK"reating a fi#e-&ear e0pansion plan. Organizing in#ol#es the pro"ess of determining what tas)s need to e done( who should do them( how the tas)s are to e grouped( who reports to whom( and where de"isions are to e made. Aeading is primaril& "on"erned with moti#ating su ordinates and getting them to wor) in the most effe"ti#e and effi"ient wa&s possi le. Aeading also in#ol#es dire"ting and instru"ting su ordinates( as well as resol#ing an& "onfli"ts that arise etween them. % leader is a role model who must alwa&s )eep in mind that his or her e0ample is eing o ser#ed & su ordinates. T&pi"all& a leader who is fair( "onsistent( sets high standards and li#es up to those standards has the est results.
13/. 'n a short essa&( e0plain through e0amples how a pro"ess "an e: =a: effi"ient ut not effe"ti#e( and = : effe"ti#e ut not effi"ient. =a: .ffi"ient ut not effe"ti#e: % "raftsman uilding a wooden ta le ma& e highl& effi"ient in the wa& he uses his time( energ&( and wood in produ"ing his produ"t. @owe#er( despite this effi"ien"&( the "raftsman ma& still end up with a ri")et& ta le( there & not fulfilling his goal of uilding a strong( sturd& ta le and failing to e effe"ti#e.
131. 'n a short essa&( list and dis"uss the interpersonal managerial roles de#eloped & Mintz erg. 'n"lude spe"ifi" e0amples of ea"h role. 'nterpersonal Roles The interpersonal roles are roles that in#ol#e people and other duties that are "eremonial and s&m oli" in nature. The three interpersonal roles in"lude eing a figurehead( leader( and liaison. % figurehead is a s&m oli" head of an organization. % figurehead represents the organization to the "ommunit& at large. The figurehead ma& e re5uired to gi#e spee"hes( perform "eremonial duties( sign "ontra"ts( and ma)e statements to the media. T&pi"all&( a figurehead2s offi"ial statements would e of a general nature( while more su stanti#e and te"hni"al statements would e pro#ided & a spo)esperson. % leader is responsi le for the moti#ation and a"ti#ation of su ordinates. % leader also has staffing and training duties. % leader needs to e a le to inspire and e0"ite( ut she must also e a le to deal out "onse5uen"es when goals are not met. % signifi"ant amount of a leader2s time might e ta)en up resol#ing disputes and sol#ing pro lems that arise etween team mem ers. For these tas)s( leaders
stri#e to e seen as fair( open-minded( and tough.

Page Ref: 3+-33 O !e"ti#e: 1.3
133. 'n a short essa&( list and dis"uss the informational managerial roles de#eloped & Mintz erg. 'n"lude spe"ifi" e0amples of ea"h role. 'nformational Roles The informational roles in#ol#e re"ei#ing( "olle"ting( and disseminating information. The three informational roles in"lude a monitor( disseminator( and spo)esperson. % monitor within Mintz erg2s s"heme see)s and re"ei#es a wide #ariet& of internal and e0ternal information to de#elop thorough understanding of organization and the "ultural and usiness en#ironment in whi"h it fun"tions. .0amples in"lude reading periodi"als and reports( maintaining personal "onta"ts( attending meetings and "onferen"es( ta)ing "lasses( going on fa"t -finding missions( and parti"ipating in tas)s for"es. >ote that a monitor in Fa&ol2s s&stem performs a #er& different fun"tionKthat of )eeping tra") of progress as a tas) mo#es toward "ompletion. % disseminator transmits information to mem ers of the organization. .0amples in"lude holding informational meetings( writing memos and position papers( and ma)ing posters and presentations. The disseminator fun"tions as an opposite "ounterpart to the monitor. The monitor ta)es in informationL the disseminator distri utes it. That eing said( it is not surprising that fre5uentl& the monitor and disseminator are the same person: after stud&ing a situation( the monitor dons his disseminator hat and disseminates the information that has een a""umulated.
1*0. 'n a short essa&( list and dis"uss the de"isional managerial roles de#eloped & Mintz erg. 'n"lude spe"ifi" e0amples of ea"h role. 4e"isional Roles The de"isional roles re#ol#e around ma)ing "hoi"es. The four de"isional roles in"lude entrepreneur( distur an"e handler( resour"e allo"ator( and negotiator. %n entrepreneur sear"hes the organization and its en#ironment for opportunities and initiates 7impro#ement pro!e"ts7 to ring a out "hanges. The entrepreneur2s primar& tas) is to de#elop new produ"ts and opportunities for the organization. 8ithin a growing organization an entrepreneur ma& e highl& am itious and inno#ati#e. For e0ample( a fashion "ompan& manager ma& depart from the "ompan&2s original mission and de#elop a line of furniture under the "ompan& um rella. 8ith older( more esta lished organizations the entrepreneur would e more li)el& to de#elop new methods of produ"tion rather than new produ"ts themsel#es. For e0ample( a @ealth Maintenan"e Organization manager ma& de#elop a new s&stem in whi"h to )eep medi"al re"ords. % distur an"e handler is responsi le for sol#ing pro lems and 7fi0ing7 diffi"ult situations when the& arise. .0amples "ould in"lude an&thing from two emplo&ees who don2t get along to a ma!or "omplaint of !o dis"rimination from an emplo&ee that threatens a lawsuit. 'n either "ase( the manager must mediate etween the parties and tr& to resol#e the situation in a manner that is fair and is minimall& harmful to the organization. % resour"e allo"ator must figure out how to distri ute and di#ide all organization resour"es. Resour"es ma& in"lude assets of all t&pes Kpeople( funds( uildings( land( e5uipment( time( energ&( and so on. %llo"ation of resour"es often oils down to ma)ing de"isions a out priorities. For e0ample( where should a ase all e0e"uti#e in#est his mone&Kon two relief pit"hers or one shortstop9 4e"iding how to di#ide up udgets of all t&pes is the resour"e allo"ator2s !o .
1*1. 'n a short essa&( des"ri e the four main t&pes of managerial s)ills identified & Ro ert Batz. Resear"h & Ro ert A. Batz "on"luded that managers needed four essential s)ills. These are te"hni"al s)ills( interpersonal s)ills( politi"al s)ills( and "on"eptual s)ills. Te"hni"al s)ills are the !o -spe"ifi" )nowledge and te"hni5ues needed to perform spe"ifi" tas)s profi"ientl&. 'nterpersonal s)ills in#ol#e understanding( mentoring( and moti#ating indi#iduals and groups of people. Politi"al s)ills in"lude the a ilit& to uild a power ase and esta lish enefi"ial "onne"tions. Con"eptual s)ills are the s)ills managers use to thin) and to "on"eptualize a out a stra"t and "omple0 situations.
Page Ref: 3--3/ O !e"ti#e: 1.3
1*$. 'n a short essa&( riefl& dis"uss the importan"e of stud&ing management. For a future manager( stud&ing management is a 7no- rainer.7 'n general( the more &ou )now a out su""essful management pra"ti"es the more li)el& &ou are to e"ome a su""essful manager. .#en if &ou are not going to e"ome a manager( there are plent& of reasons to stud& management. 'f &ou e"ome a nonmanagerial emplo&ee( for e0ample( stud&ing management "an help &ou understand the manager &ou ha#e to deal with. 'f &ou end up wor)ing in a s&stem that does not in#ol#e managementfor e0ample( as an artist or an a"tor&ou are still highl& li)el& to end up dealing with management in important wa&s. %n artist( for e0ample( ma& wor) on her own for the most part( ut she still must e a le to negotiate the tri")& waters of dealing with galleries( dealers( museums( and so on( all of whi"h in#ol#e managers and management. .#en if &ou "an a#oid managers of all t&pes( &ou will undou tedl& earn and in#est mone& in &our life( and understanding management will help &ou in#est that mone& wisel&. %s re"ent e"onomi" trou les ha#e pro#ed( good management is more important than e#er. Those who tr& to in#est well without )nowing a out good management pra"ti"es in#est at their peril.
Page Ref: *0-*1 O !e"ti#e: 1.*
1*3. 'n a short essa&( identif& three areas of stud& that are rele#ant to students of management and e0plain wh& these are #alua le areas of stud&. ,tud&ing dis"iplines in the humanities and so"ial s"ien"es areas "an help managers and students of management e"ome more effe"ti#e. %nthropolog&The stud& of so"ieties "an help managers understand and address "ultural differen"es in #alues( attitudes( and eha#ior. This )nowledge "an e in#alua le "onsidering toda&2s glo al mar)et and di#erse wor)pla"e. ."onomi"sThis area of stud& is "on"erned with the allo"ation and distri ution of resour"es( ma)ing it dire"tl& rele#ant to the manager2s de"isional role of resour"e allo"ator. ."onomi"s helps managers understand the "hanging e"onom&( the role of "ompetition in free mar)ets( and free trade and prote"tionist poli"ies in the glo al mar)etpla"e.
Page Ref: *0-*$ O !e"ti#e: 1.*
1**. 'n a short essa&( identif& three additional areas of stud& that are rele#ant to students of management and e0plain wh& these are #alua le areas of stud&. ,tud&ing dis"iplines in the humanities and so"ial s"ien"es areas "an help managers and students of management e"ome more effe"ti#e.
Politi"al s"ien"eManagers "an enefit from the stud& of the allo"ation and manipulation of power. Courses in politi"al s"ien"e "an help managers understand the operation of different e"onomi" s&stems( su"h as "apitalism and so"ialism( in"luding how effi"ien"& and effe"ti#eness are measured in ea"h s&stem. Management is also affe"ted & different forms of go#ernments and go#ernment regulations( su"h as a "ountr&2s laws with respe"t to propert& and "ontra"ts. Ps&"holog&This field( whi"h is "on"erned with stud&ing and understanding the eha#ior of indi#iduals( ma& help managers gain insights into human di#ersit& and impro#e their a ilit& to moti#ate( lead( sele"t( and train emplo&ees.
Page Ref: *0-*$ O !e"ti#e: 1.*

Introduction To Management, Chapter 1 Bank Problems

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Introduction To Management, Chapter 1 Bank Problems

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Chapter 1: Managers and Management 1.

Part of what defines an organization is its purpose.

+. ,uper#isors and team leaders ma& oth e "onsidered first-line managers.

1. .ffe"ti#eness refers to the attainment of the organization2s goals.

4 i Page Ref: 3O !e"ti#e: 1.3

$$. %ll managers de#ote at least some of their time to planning.

4: Managerial emplo&ees wor) longer hours. %

team leader 6: pro!e"t leader C: department head 4: top manager 4

in"reasing ad#ertising for the produ"t. C

+1. ?ood management stri#es for <<<<<<<<. %:

in"reasing effe"ti#eness 4: uilding a power ase 4

& ?2s fa"e had more meaning than 6o

&2s en"ouraging words is an e0ample of @arris

& to use whi"h s)ill9

stri#e to e seen as fair( open-minded( and tough.

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