Schermerhorn-Management, 11th edition

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Ch01, Chapter 1: The Management Process Introduction

1.

The themes of the day for great organizations in the New Economy are !. "artici#ation, $es#ect, Tradition, %n&o'&ement, Se'f-management B. Se'f-management, %n&o'&ement, $es#ect, "artici#ation, Teamwork, Em#owerment (. %n&o'&ement, $es#ect, Se'f-management, Teamwork, Shareho'der &a')e *. $es#ect, %n&o'&ement, "artici#ation, Se'f-management, (ontro' E. Se'f-management, "artici#ation, Teamwork, $es#ect, !ction

!ns B $es#onse "age + *iffic)'ty Moderate !!(SB En&ironmenta' %nf')ence B'oom,s Ta-onomy (om#rehension

Learning About Yourself

.. The /#en !rea of the 0ohari 1indow #ro&ides what is known to o)rse'&es as we'' as what is known to others. !ns Tr)e $es#onse "age 2 *iffic)'ty Easy !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy 3now'edge

2. The 0ohari 1indow #ro&ides )s with insights of what we know a4o)t o)rse'&es and what is known 4y others a4o)t )s 4)t does not consider the )nknowns a4o)t )s. !ns 5a'se $es#onse "age 2 *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy (om#rehension +. Se'f-!wareness !. he'#s )s 4)i'd on strengths B. he'#s o&ercome weaknesses (. he'#s )s a&oid tendencies toward se'f-enhancement

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*. is easy to ta'k a4o)t 4)t hard to master E. !'' of the a4o&e !ns E $es#onse "age 2 *iffic)'ty Easy !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy 3now'edge

9.

!ccording to the 0ohari 1indow, the B'ind S#ot, The :nknown and ;idden Se'f !. (ha''enge o)r wi''ingness and ca#acities for se'f-disco&ery B. $e#resent #erce#tions of o)rse'&es (. $e#resent the #erce#tions others ha&e of )s *. "ro&ide on'y what is known to others E. None of the a4o&e

!ns ! $es#onse "age 2 *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy (om#rehension

or!ing Toda"

<. !ns

E-#'ain why #eo#'e, an organization=s em#'oyees, are considered an in&a')a4'e asset.

"eo#'e and their ta'ents >what they know, what they 'earn, and what they do with it>are the )'timate fo)ndations of organizationa' #erformance. They re#resent what managers ca'' intellectual capital, the co''ecti&e 4rain#ower or shared know'edge of a workforce that can 4e )sed to create &a')e. %ndeed, the )'timate e'egance of any organization is its a4i'ity to com4ine the ta'ents of many #eo#'e, sometimes tho)sands of them, to achie&e )ni?)e and significant res)'ts. $es#onse "age +-9 *iffic)'ty Easy $ef 1orking Today !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy !na'ysis

@. !ns

*escri4e the &ario)s cha''enges managers m)st face in the .1 st cent)ry work#'ace. To what e-tent are yo), as a f)t)re manager, #re#ared to meet each of these cha''engesA E-#'ain yo)r answer. The cha''enges that managers m)st face in the .1 st cent)ry work en&ironment inc')de the

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fo''owing %nte''ect)a' ca#ita' inte''ect)a' ca#ita' and know'edge workers increasing'y dri&e organizationsB since know'edge constant'y 4ecomes o4so'ete, e&eryone is )nder #ress)re to 'earn and contin)a''y a##'y new know'edge. C'o4a'ization economic com#etiti&eness is a cha''enge of wor'dwide sco#e. Techno'ogy the a&ai'a4i'ity and ease of transferring information is affecting organizationa' work en&ironments and the &ery nat)re of 4)siness itse'f. *i&ersity organizations and their mem4ers are 4eing cha''enged to dea' #ositi&e'y with differences among #eo#'eB meeting this cha''enge creates strategic o##ort)nity. Ethics modern society e-#ects managers and 'eaders in a'' organizations to cond)ct their affairs according to high mora' standards. (areers careers wi'' 4e different and e&eryone m)st 4e concerned with de&e'o#ing their ski'' #ortfo'ios to remain &a')a4'e reso)rces to organizations Each st)dent sho)'d assess hisDher own 'e&e' of com#etency with res#ect to dea'ing with these cha''enges, as we'' as why heDshe isDisn=t #re#ared to meet these cha''enges. $es#onse "age 9-E *iffic)'ty Moderate $ef 1orking Today !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy Synthesis

F.

!n em#'oyee=s ta'ents are what they know, what they 'earn, and what they do with it.

!ns Tr)e $es#onse "age + *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy 3now'edge

E.

Tech %G is the a4i'ity to )ti'ize techno'ogy in its c)rrent form witho)t consideration for new ad&ancements in techno'ogy.

!ns 5a'se $es#onse "age 9 *iffic)'ty Easy !!(SB %nformation Techno'ogies B'oom,s Ta-onomy 3now'edge

17.

The a4i'ity to )se techno'ogy and commitment to stay informed on the 'atest techno'ogica' de&e'o#ments is considered Tech %G.

!ns Tr)e $es#onse "age 9 *iffic)'ty Easy

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!!(SB %nformation Techno'ogies B'oom,s Ta-onomy 3now'edge

11.

!n indi&id)a' wanting to achie&e a high Tech %G wo)'d need to #ossess the a4i'ity to )se techno'ogy at work and in the e&eryday 'i&ing and ha&e a commitment to staying informed on the 'atest techno'ogica' de&e'o#ments.

!ns Tr)e $es#onse "age 9 *iffic)'ty Moderate !!(SB %nformation Techno'ogies B'oom,s Ta-onomy !na'ysis

1..

('o)d com#)ting a''ows the )ser to r)n software for their 4)siness witho)t 4eing re?)ired to insta'' the software on the com#any com#)ters.

!ns Tr)e $es#onse "age < *iffic)'ty Easy !!(SB %nformation Techno'ogies B'oom,s Ta-onomy 3now'edge

12. %nte''ect)a' ca#ita' is defined as the collective brainpower or shared knowledge of a workforce. !ns Tr)e $es#onse "age + *iffic)'ty Easy !!(SB /#erations Management B'oom,s Ta-onomy 3now'edge

1+.

The inte''ect)a' ca#ita' e?)ation is sim#'y inte''ect)a' ca#ita' H com#etency # commitment.

!ns Tr)e $es#onse "age 9 *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy (om#rehension

19.

1orkforce di&ersity descri4es demogra#hic differences among mem4ers of the workforce foc)sing #rimari'y on income, socia' stat)s, ed)cation, and e-#erience.

!ns 5a'se
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$es#onse "age F *iffic)'ty ;ard !!(SB Cro)# *ynamics B'oom,s Ta-onomy !na'ysis

1<.

"reI)dice is the ho'ding of negati&e o#inions and attit)des a4o)t #eo#'e who 'ack inter#ersona' or technica' ski''s.

!ns 5a'se $es#onse "age F *iffic)'ty Moderate !!(SB Cro)# *ynamics B'oom,s Ta-onomy (om#rehension

1@.

*iscrimination refers to an in&isi4'e 4arrier that 'imits the career ad&ancement of women and minorities.

!ns 5a'se $es#onse "age F *iffic)'ty Moderate !!(SB Cro)# *ynamics B'oom,s Ta-onomy (om#rehension

1F.

The g'ass-cei'ing effect 'imits the career ad&ancement and #romotion of women and minorities.

!ns Tr)e $es#onse "age F *iffic)'ty Easy !!(SB En&ironmenta' %nf')ence B'oom,s Ta-onomy 3now'edge

1E.

Nationa' and geogra#hic 4o)ndaries of wor'd 4)siness are 4ecoming increasing'y more we''defined as g'o4a' com#etition increases.

!ns 5a'se $es#onse "age < *iffic)'ty Moderate !!(SB En&ironmenta' %nf')ence B'oom,s Ta-onomy (om#rehension

.7.

C'o4a'ization refers to the wor'dwide interde#endence of reso)rce f'ows, #rod)ct markets, and

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4)siness com#etition that characterizes the new economy. !ns Tr)e $es#onse "age < *iffic)'ty Moderate !!(SB En&ironmenta' %nf')ence B'oom,s Ta-onomy !##'ication

.1.

%m#ro&ements in techno'ogy, the dereg)'ation of markets, and the o#ening of nationa' 4orders ha&e had 'itt'e im#act on 4)sinesses in the :nited States and E)ro#e.

!ns 5a'se $es#onse "age < *iffic)'ty Moderate !!(SB En&ironmenta' %nf')ence B'oom,s Ta-onomy !##'ication

...

The reach of the g'o4a' economy means that co)ntries and #eo#'e are increasing'y connected thro)gh the media, information techno'ogy, tra&e', and 'ifesty'es.

!ns Tr)e $es#onse "age < *iffic)'ty Moderate !!(SB En&ironmenta' %nf')ence B'oom,s Ta-onomy (om#rehension

.2.

Jirt)a' working en&ironments ha&e increased the need for face-to-face meetings, internationa' tra&e' and sharing of information.

!ns 5a'se $es#onse "age < *iffic)'ty ;ard !!(SB %nformation Techno'ogies B'oom,s Ta-onomy !na'ysis

.+.

Ethics refers to a code of mora' #rinci#'es that sets standards of what is good and right as o##osed to what is 4ad and wrong.

!ns Tr)e $es#onse "age F *iffic)'ty Easy !!(SB Ethica' $es#onsi4i'ities B'oom,s Ta-onomy 3now'edge
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.9.

%ntegrity and ethica' 'eadershi# m)st 4e #racticed at a'' organizationa' 'e&e's.

!ns Tr)e $es#onse "age F *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy 3now'edge

.<.

Society is 4ecoming more 'enient in its e-#ectations that socia' instit)tions cond)ct their affairs according to high mora' standards.

!ns 5a'se $es#onse "age F *iffic)'ty Moderate !!(SB En&ironmenta' %nf')ence B'oom,s Ta-onomy (om#rehension

.@.

%nternshi#s are im#ortant #athways to first Io4 #'acements.

!ns Tr)e $es#onse "age E *iffic)'ty Moderate !!(SB En&ironmenta' %nf')ence B'oom,s Ta-onomy 3now'edge

.F.

(har'es ;andy )ses the %rish shamrock to sym4o'ize the different career im#'ications of the three distinct em#'oyment #atterns that ha&e emerged in the new economy.

!ns Tr)e $es#onse "age E *iffic)'ty Easy !!(SB En&ironmenta' %nf')ence B'oom,s Ta-onomy 3now'edge

.E.

(ore workers, contract workers, and #art-time workers are the three different em#'oyment #atterns in the %rish shamrock mode' )sed 4y (har'es ;andy.

!ns Tr)e $es#onse "age E *iffic)'ty Moderate

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!!(SB En&ironmenta' %nf')ence B'oom,s Ta-onomy 3now'edge

27.

%n (har'es ;andy=s descri#tion of career #'anning, a #erson who #erforms s#ecific tasks as needed and is com#ensated on a fee-for-ser&ices 4asis is a known as a core worker.

!ns 5a'se $es#onse "age E *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy (om#rehension

21.

:ti'izing ser&ices s)ch as Monster.com and Kinked%n on'ine career sites for Io4 h)nting taking ad&antage of yo)r on'ine access and )sing the right #rotoco's to access these reso)rces is an e-am#'e of LLLLLLLLL. !. 3now'edge 1orker B. Tech %G (. 1orkforce *i&ersity *. %nte''ect)a' (a#ita' E. None of the a4o&e

!ns B $es#onse "age < *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy !##'ication 2.. $ache' enIoys working with techno'ogy and is comforta4'e )sing it in her e&eryday acti&ities inc')ding at her Io4 as an acco)ntant. She 'ooks forward to the 'atest techno'ogica' ad&ancements and em4races the change 4y 'earning a4o)t the new techno'ogy and how it can 4e a##'ied to her Io4. $ache' is dis#'aying aMnN LLLLLLLLLL. !. ;igh Tech %G B. Techno'ogy !&ersion (. %nte''ect)a' (a#ita' Crowth *. E-am#'e of 3now'edge 1orker fatig)e E. Ethics in the 1ork#'ace !ns ! $es#onse "age 9 *iffic)'ty ;ard !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy !##'ication

22.

!ccording to the te-t, Tech %G is LLLLLLLLLLLLL.

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!. The wor'dwide interde#endence of reso)rce f'ows, #rod)ct markets, and 4)siness com#etition. B. ! set of mora' standards, of what is good and right in one=s 4eha&ior. (. The differences that e-ist among em#'oyees with regard to gender, age, ethnicity, etc. *. ! #erson=s a4i'ity to )se techno'ogy at work and e&eryday 'i&ing, and commitment to stay informed on the 'atest techno'ogica' de&e'o#ments. E. ! #erson=s know'edge of their Io4 descri#tion within the organization !ns * $es#onse "age 9 *iffic)'ty Easy !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy 3now'edge

2+. !B(, %nc. wo)'d 'ike to )ti'ize new software #rograms to track #otentia' c)stomers, kee# track of e-isting ones, and track sa'es #erformance. They wo)'d 'ike to 4e a4'e to interact with this software and r)n its a##'ications witho)t the need to insta'' the software on their com#any com#)ters. !B(, %nc. a##ears to ha&e an interest in LLLLLLL. !. ('o)d (om#)ting B. 3now'edge 1orkers (. Network Storage *. C'o4a'ization E. None of the a4o&e !ns ! $es#onse "age < *iffic)'ty Moderate !!(SB %nformation Techno'ogies B'oom,s Ta-onomy !##'ication

29.

%n today=s new work#'ace, careers are 4eing redefined in terms of !. 5'e-i4i'ity, free agency, ski'' #ortfo'ios, and entre#rene)rshi#. B. 5ree agency, Entre#rene)rshi#, Ski'' #ortfo'ios, (ontro' (. Ski'' #ortfo'ios, 5ree agency, Entre#rene)rshi#, (om#etiti&eness *. 5ree agency, Ski'' #ortfo'ios, Entre#rene)rshi#, *i&ersity E. Entre#rene)rshi#, 5ree agency, Ski'' #ortfo'ios, Traditiona' &a')es

!ns ! $es#onse "age + *iffic)'ty ;ard !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy Synthesis

2<.

%n addition to initiati&e and disci#'ine, career s)ccess today a'so re?)ires !. (ontin)o)s 'earning

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B. (. *. E.

!ggressi&eness (om#etiti&eness ! strong sense of tradition !sserti&eness

!ns ! $es#onse "age + *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy !na'ysis

2@.

The one conce#t that does not acc)rate'y descri4e factors im#acting careers in the new economy is !. 5ree agency. B. 5'e-i4i'ity. (. Entre#rene)rshi#. *. C)aranteed em#'oyment. E. Ski'' #ortfo'ios.

!ns * $es#onse "age + *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy !na'ysis

2F.

The )'timate fo)ndation of organizationa' #erformance is LLLLLLLLLL. !. The a&ai'a4i'ity and amo)nt of financia' ca#ita'. B. The #rod)ction of ?)a'ity goods or the #ro&ision of ?)a'ity ser&ices. (. 1hat #eo#'e know, what #eo#'e 'earn, and what #eo#'e do with what they know and 'earn. *. Cenerating a good ret)rn on ca#ita' in&estments. E. Enco)raging teamwork and em#'oyee in&o'&ement

!ns ( $es#onse "age + *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy Synthesis

2E.

LLLLLLLLLL is defined as the co''ecti&e 4rain#ower or shared know'edge of a workforce that can 4e )sed to create &a')e. !. Manageria' e-#ertise B. %nte''ect)a' ca#ita' (. ! 'earning organization *. 3now'edge management

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E. Manageria' com#etency !ns B $es#onse "age + *iffic)'ty Easy !!(SB /#erations Management B'oom,s Ta-onomy 3now'edge

+7.

;a&ing a s)ccessf)' career in the new economy re?)ires a #erson to LLLLLLLLLL. !. Be wi''ing to achie&e greater #ersona' com#etency and accom#'ishment B. ;a&e a &ariety of #ersona' e-#eriences working in foreign co)ntries (. Be a se'f-starter who is contin)o)s'y 'earning new things *. Take risks E. ! and (

!ns E $es#onse "age 9 *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy Synthesis

+1.

Someone whose mind is a critica' asset to em#'oyers and who contri4)tes to the inte''ect)a' ca#ita' of the organization is referred to as aMnN LLLLLLLLLL. !. 'eader B. e-ec)ti&e (. f)nctiona' manager *. entre#rene)r E. know'edge worker

!ns E $es#onse "age 9 *iffic)'ty Easy !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy 3now'edge

+..

*ifferences among mem4ers of the workforce s)ch as age, gender, re'igion, ethnicity, se-)a' orientation, and a4'e-4odiedness are characteristics of LLLLLLLLLL. !. racia' discrimination B. workforce di&ersity (. workforce demogra#hics *. workforce #'anning and de&e'o#ment E. h)man reso)rce management

!ns B $es#onse "age F

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*iffic)'ty Moderate !!(SB Cro)# *ynamics B'oom,s Ta-onomy (om#rehension

+2.

;o'ding negati&e, irrationa' o#inions and attit)des toward mem4ers of di&erse #o#)'ations is considered to 4e LLLLLLLLLL. !. discrimination B. )nethica' (. i''ega' *. #reI)dice E. immora'

!ns * $es#onse "age F *iffic)'ty Moderate !!(SB Cro)# *ynamics B'oom,s Ta-onomy (om#rehension

++.

Treating minority mem4ers )nfair'y and denying them the f)'' 4enefits of organizationa' mem4ershi# is ca''ed LLLLLLLLLL. !. #reI)dice B. discrimination (. the g'ass cei'ing effect *. stereoty#ing E. 4ias

!ns B $es#onse "age F *iffic)'ty Moderate !!(SB Cro)# *ynamics B'oom,s Ta-onomy !##'ication

+9.

!n in&isi4'e 4arrier that #re&ents women and minorities from rising a4o&e a certain 'e&e' of organizationa' res#onsi4i'ity is ca''ed LLLLLLLLLL. !. "reI)dice B. The g'ass cei'ing effect (. Cender Bias. *. The Cood /'d Boy network E. Stereoty#ing

!ns B $es#onse "age F *iffic)'ty Moderate !!(SB En&ironmenta' %nf')ence B'oom,s Ta-onomy (om#rehension
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+<.

LLLLLLLLLL re#resents the wor'dwide interde#endence of reso)rce f'ows, #rod)ct markets, and 4)siness com#etition that characterizes the new economy. !. %nternationa' entre#rene)rshi# B. %nternationa' management (. C'o4a'ization *. S)##'y chain management E. (ross-c)'t)ra' 4)siness

!ns ( $es#onse "age < *iffic)'ty Moderate !!(SB En&ironmenta' %nf')ence B'oom,s Ta-onomy (om#rehension

+@.

1hich of the fo''owing statements does not acc)rate'y descri4e the im#act of the g'o4a' economyA !. The wor'd is increasing'y arranged in regiona' economic 4'ocks. B. Co&ernment 'eaders in o)r g'o4a' economy are concerned a4o)t the com#etiti&eness of nations. (. The nationa' 4o)ndaries of 4)siness are disa##earing. *. (o)ntries and #eo#'es are increasing'y interconnected. E. There is 'ess economic interde#endence 4etween nations.

!ns E $es#onse "age < *iffic)'ty Moderate !!(SB En&ironmenta' %nf')ence B'oom,s Ta-onomy !na'ysis

+F. fi'es,

%n LLLLLLLLLLLLLL #eo#'e ho'd meetings, access common data4ases, share information and make #'ans and so'&e #ro4'ems together. !. 1e4 4'ogs B. (onference ca''s (. Te'ecomm)ting *. Jirt)a' teams !. /ne of the a4o&e

!ns * $es#onse "age < *iffic)'ty Easy !!(SB %nformation Techno'ogies B'oom,s Ta-onomy 3now'edge

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+E.

LLLLLLLLLL consists of a code of mora' #rinci#'es that sets standards of what is good and right as o##osed to 4eing 4ad and wrong. !. ! set of norms B. "ersona' &a')es (. Mora'ity *. Ethics E. Socia' res#onsi4i'ity

!ns * $es#onse "age F *iffic)'ty Moderate !!(SB Ethica' $es#onsi4i'ities B'oom,s Ta-onomy (om#rehension

97.

LLLLLLLLLLLLL is a set of mora' standards that descri4es what is good and right in terms of one=s 4eha&ior. !. Mora'ity B. Norms and &a')es (. (or#orate go&ernance *. Ethics E. Socia' res#onsi4i'ity

!ns * $es#onse "age F *iffic)'ty Easy !!(SB Ethica' $es#onsi4i'ities B'oom,s Ta-onomy 3now'edge

91.

1hich of the fo''owing co)'d he'# faci'itate a new co''ege grad)ate=s career entry #ointA !. /n'ine res)me B. /n'ine Io4 search we4site (. Socia' networks *. %nternshi#s E. !'' of the a4o&e

!ns E $es#onse "age E *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy !na'ysis

9..

!ccording to (har'es ;andy, the %rish shamrock can 4e )sed to descri4e the changing em#'oyment #atterns in organizations of LLLLLLLLLLLL.

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Schermerhorn-Management, 11th edition

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!. B. (. *. E.

5)''-time workers, #art-time workers, and tem#orary workers (ontract workers, f)''-time workers, and core em#'oyees (ore workers, contract workers, and #art-time workers Ski''ed workers, )nski''ed 'a4orers, and contract workers Technica' em#'oyees, )nski''ed 'a4orers, and ski''ed workers

!ns ( $es#onse "age E *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy (om#rehension

92.

!ccording to (har'es ;andy, a LLLLLLLLLL is a #erson who #)rs)es a standard career #ath. !. tem#orary ski''ed worker B. contract worker (. #art-time worker *. core worker E. manager

!ns * $es#onse "age E *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy (om#rehension

9+.

%n (har'es ;andy=s descri#tion of changing careers, a #erson who maintains and )#grades their ski''s in order to readi'y shift Io4s and e&en careers when necessary is a LLLLLLLLLL. !. contingent worker B. core worker (. contract worker *. tem#orary worker E. #art-time worker

!ns ( $es#onse "age E *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy !##'ication

99.

1hich of the fo''owing is not one of the ear'y career s)r&i&a' ski''s for the new work#'ace identified in the te-tA !. Entre#rene)rshi#. B. Ko&e of techno'ogy. (. Marketing. *. Teamwork.

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E. Mastery. !ns * $es#onse "age E *iffic)'ty ;ard !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy !na'ysis

9<.

To s)r&i&e in the new work#'ace, #eo#'e m)st do a'' of the fo''owing EO(E"T !. Be a4'e to contri4)te something of &a')e to their em#'oyers B. ;a&e 'inks with #eers and others inside and o)tside the organization in order to get things done (. Be a4'e to comm)nicate #ersona' and work gro)# s)ccesses and #rogress *. !ct as if they are r)nning their own 4)sinesses E. ;a&e an e-tensi&e know'edge of information techno'ogy

!ns E $es#onse "age E *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy !na'ysis

$rgani%ations in the &e'

or!place

9@. !ns

1hat is an organizationA 1hat is a managerA 1hy do organizations need managersA

!n organization is a co''ection of #eo#'e working together to achie&e a common #)r#ose. ! manager is a #erson in an organization who s)##orts and is res#onsi4'e for the work #erformance of one or more other #ersons. E&ery manager=s Io4 inc')des the res#onsi4i'ity of he'#ing other #eo#'e to achie&e high #erformance. 1itho)t this he'#, the efforts of the organization=s mem4ers #ro4a4'y wo)'d not 4e coordinated s)fficient'y to achie&e the organization=s common #)r#ose. $es#onse "age 17-1. *iffic)'ty ;ard $ef /rganizations in the New 1ork#'ace !!(SB /#erations Management B'oom,s Ta-onomy Synthesis

9F.

/rganizations in the new work#'ace sho)'d foc)s on more #rofits and 4e 'ess concerned with making rea' and #ositi&e contri4)tions to society.

!ns 5a'se $es#onse "age 17 *iffic)'ty Easy

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-1<

Schermerhorn-Management, 11th edition

Test Bank

!!(SB Strategy B'oom,s Ta-onomy 3now'edge

9E.

To s)r&i&e in the new work#'ace, #eo#'e m)st ha&e 'inks with #eers and others inside and o)tside the organization in order to get things done and 4e a4'e to comm)nicate #ersona' and work gro)# s)ccesses and #rogress.

!ns Tr)e $es#onse "age E *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy (om#rehension

<7.

!n organization is a gro)# of #eo#'e working inde#endent'y whi'e at the same time #)rs)ing their indi&id)a' goa's.

!ns 5a'se $es#onse "age 17 *iffic)'ty Easy !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy 3now'edge

<1.

Each organization sho)'d ret)rn &a')e to society and satisfy c)stomers= needs in order to I)stify its contin)ed e-istence.

!ns Tr)e $es#onse "age 17 *iffic)'ty Moderate !!(SB (reation of Ja')e B'oom,s Ta-onomy (om#rehension

<..

!n o#en system interacts with its en&ironments to transform reso)rce in#)ts into #rod)ct o)t#)ts s)ch as finished #rod)cts andDor ser&ices.

!ns Tr)e $es#onse "age 17 *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy 3now'edge

<2.

!n o#en system is a co''ection of s)4systems that f)nction inde#endent'y from one another.

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-1@

Schermerhorn-Management, 11th edition

Test Bank

!ns 5a'se $es#onse "age 17 *iffic)'ty Easy !!(SB /#erations Management B'oom,s Ta-onomy 3now'edge

<+.

/rganizations are com#'e- systems with many interre'ated #arts f)nctioning together to achie&e common goa's.

!ns Tr)e $es#onse "age 17 *iffic)'ty Easy !!(SB /#erations Management B'oom,s Ta-onomy 3now'edge

<9.

The o#en systems mode' foc)ses on interna' rather than e-terna' factors that transform reso)rces into finished #rod)ctsDser&ices.

!ns 5a'se $es#onse "age 17 *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy (om#rehension

<<.

Ja')e creation is when a 4)siness or non#rofit organization adds &a')e to the origina' cost of reso)rce in#)ts then the 4)siness organization earns a #rofit or the non#rofit organization adds wea'th to society.

!ns Tr)e $es#onse "age 11 *iffic)'ty Moderate !!(SB (reation of Ja')e B'oom,s Ta-onomy !##'ication

<@.

"rod)cti&ity refers to the ?)antity or the amo)nt of work that is com#'eted 4y a gro)# or team.

!ns 5a'se $es#onse "age 11 *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy 3now'edge

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-1F

Schermerhorn-Management, 11th edition

Test Bank

<F.

"rod)cti&ity is a meas)re of the ?)antity and ?)a'ity of work #erformance taking into acco)nt reso)rce )ti'ization.

!ns Tr)e $es#onse "age 11 *iffic)'ty Easy !!(SB /#erations Management B'oom,s Ta-onomy 3now'edge

<E.

"erformance effecti&eness is a meas)re of reso)rce costs associated with goa' accom#'ishment, whereas #erformance efficiency is an o)t#)t meas)re of task or goa' accom#'ishment.

!ns 5a'se $es#onse "age 11 *iffic)'ty Easy !!(SB /#erations Management B'oom,s Ta-onomy 3now'edge

@7.

$eso)rce )ti'ization determines whether an organization is efficient.

!ns Tr)e $es#onse "age 11 *iffic)'ty Easy !!(SB /#erations Management B'oom,s Ta-onomy 3now'edge

@1.

Kow &ers)s high goa' attainment determines whether an organization is efficient 4)t not effecti&e.

!ns 5a'se $es#onse "age 11 *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy (om#rehension

@..

! manager who em#hasizes meeting #rod)ction targets e&en if there is a cost o&err)n is more interested in #erformance efficiency than in #erformance effecti&eness.

!ns 5a'se $es#onse "age 11 *iffic)'ty ;ard !!(SB Strategy

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-1E

Schermerhorn-Management, 11th edition

Test Bank

B'oom,s Ta-onomy Synthesis

@2.

Ja')ing S)staina4i'ity is concerned with how o)r decisions wi'' im#act the en&ironment and the we''-4eing of o)r workforce.

!ns Tr)e $es#onse "age 1. *iffic)'ty Moderate !!(SB Strategy B'oom,s Ta-onomy !##'ication

@+.

Creater foc)s on command and contro', concern for efficiency, and em#hasis on indi&id)a' #erformance are some recent trends in managing organizations.

!ns 5a'se $es#onse "age 1. *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy (om#rehension

@9.

Beca)se of #ress)res to achie&e #erformance e-ce''ence, the command-and-contro' a##roach to 'eadershi# is 4eing re-em#hasized.

!ns 5a'se $es#onse "age 1. *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy !##'ication

@<.

!ccording to yo)r te-t, some of the trends and transitions in o)r c)rrent en&ironment that wi'' im#act management inc')de !. "reeminence of techno'ogy B. *emise of (ommand and (ontro' (. %m#ortance of networking *. Em#hasis on teamwork E. !'' of the a4o&e

!ns E $es#onse "age 1. *iffic)'ty Moderate !!(SB En&ironmenta' %nf')ence B'oom,s Ta-onomy !na'ysis

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-.7

Schermerhorn-Management, 11th edition

Test Bank

@@.

The )#side-down #yramid is a conce#t that 'ooks at the entire organization in order to !. Esta4'ish a forma' chain of command B. 5oc)s on ser&ing the c)stomer (. ;a&e em#'oyees s)##ort the mangers *. *etermine #romotion o##ort)nities E. None of the a4o&e

!ns B $es#onse "age 1< *iffic)'ty Moderate !!(SB Strategy B'oom,s Ta-onomy (om#rehension

@F.

!n organization is a LLLLLLLLLL. !. co''ection of #eo#'e working on the same #roIects B. co''ection of #eo#'e working together to achie&e a common #)r#ose (. co''ection of #eo#'e re#orting to the same manager *. co''ection of #eo#'e working in different de#artments E. co''ection of #eo#'e working together in a 4)siness

!ns B $es#onse "age 17 *iffic)'ty Moderate !!(SB Cro)# *ynamics B'oom,s Ta-onomy 3now'edge

@E.

"ro&iding )sef)' LLLLLLLLLL andDor LLLLLLLLLL is a 4road #)r#ose that a'' organizations share. !. information reso)rces. B. ski''s know'edge. (. goods ser&ices. *. str)ct)res techno'ogy. E. information techno'ogy training.

!ns ( $es#onse "age 17 *iffic)'ty Moderate !!(SB (reation of Ja')e B'oom,s Ta-onomy (om#rehension

F7.

LLLLLLLLLL is increasing'y &iewed as a so)rce of organizationa' strength and #erformance ad&antage. !. Making a #rofit and #ro&iding a high ret)rn to stockho'ders

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-.1

Schermerhorn-Management, 11th edition

Test Bank

B. "rod)cing ?)a'ity #rod)cts, #ro&iding c)stomer satisfaction and 4eing socia''y res#onsi4'e (. "rod)cing goods and ser&ices for wor'dwide cons)m#tion *. Making the highest ret)rn on in&estment and ha&ing the greatest #rofita4i'ity E. *i&ersification thro)gh mergers and ac?)isitions !ns B $es#onse "age 17 *iffic)'ty Moderate !!(SB (reation of Ja')e B'oom,s Ta-onomy !na'ysis

F1.

/rganizations are com#'e- systems com#osed of LLLLLLLLLL. !. &ario)s s)4systems, each of which works for se#arate goa's B. sets of organizationa' #o'icies and #rocesses (. many interde#endent #arts that f)nction together to achie&e a common #)r#ose *. different gro)#s or )nits working for the same organization E. com#'ete'y inde#endent s)4systems that interact with their en&ironments

!ns ( $es#onse "age 17 *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy (om#rehension

F..

1hich of the fo''owing acc)rate'y descri4es an o#en systemA !. !n o#en system is )sed to share and e-change information across organizationa' 4o)ndaries. B. !n o#en system is a co''ection of s)4systems that are not connected to the e-terna' en&ironment. (. !n o#en system is one of many systems that ha&e a #ositi&e im#act on em#'oyee satisfaction. *. !n o#en system interacts with their en&ironments in a contin)a' #rocess of transforming reso)rce in#)ts into #rod)ct o)t#)ts in the form of finished goods andDor ser&ices. E. !n o#en system treats its em#'oyees as an im#ortant asset.

!ns * $es#onse "age 17 *iffic)'ty ;ard !!(SB /#erations Management B'oom,s Ta-onomy !na'ysis

F2.

1hich of the fo''owing statements acc)rate'y descri4es the o#en systems mode' of organizationsA !. The en&ironment #ro&ides reso)rce in#)ts inc')ding finished goods andDor ser&ices. B. The organization creates a transformation #rocess for t)rning reso)rce in#)ts into o)t#)ts. (. The en&ironment cons)mes #rod)ct o)t#)ts inc')ding #eo#'e, money, materia's, techno'ogy, and information.

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-..

Schermerhorn-Management, 11th edition

Test Bank

*. $eso)rce in#)ts affect #rod)ct o)t#)ts thro)gh a feed4ack 'oo#. E. 1orkf'ows are #art of the reso)rce in#)ts. !ns B $es#onse "age 17 *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy !na'ysis

F+.

LLLLLLLLLL refers to the o#eration in which a 4)siness or non#rofit organization adds &a')e to the origina' cost of reso)rce in#)ts whi'e the 4)siness organization earns a #rofit or the non#rofit organization adds wea'th to society. !. "rod)ction B. $eso)rce management (. Ja')e creation *. /#erations management E. $eso)rce )ti'ization

!ns ( $es#onse "age 11 *iffic)'ty Moderate !!(SB (reation of Ja')e B'oom,s Ta-onomy !##'ication

F9.

%f an o#eration adds &a')e to the origina' cost of reso)rce in#)ts, non#rofit organizations LLLLLLLLLL and 4)siness organizations LLLLLLLLLL. !. earn a #rofit increase shareho'der &a')e B. 4enefit society earn a #rofit (. earn a #rofit . #romote cor#orate socia' res#onsi4i'ity *. increase shareho'der &a')e #romote cor#orate go&ernance E. #romote cor#orate socia' res#onsi4i'ity increase market share

!ns B $es#onse "age 11 *iffic)'ty ;ard !!(SB (reation of Ja')e B'oom,s Ta-onomy E&a')ation

F<.

LLLLLLLLLL refers to the ?)antity and ?)a'ity of work #erformance, with reso)rce )ti'ization taken into acco)nt. !. Effecti&eness. B. Efficiency. (. "rofita4i'ity. *. "rod)cti&ity.

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-.2

Schermerhorn-Management, 11th edition

Test Bank

E. /rganizationa' #erformance. !ns * $es#onse "age 11 *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy (om#rehension

F@.

!n o)t#)t meas)re of task or goa' accom#'ishment is ca''ed LLLLLLLLLL. !. #erformance efficiency B. #rod)cti&ity (. ret)rn on in&estment *. #erformance effecti&eness E. &a')e creation

!ns * $es#onse "age 11 *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy 3now'edge

FF. !n in#)t meas)re of the reso)rce costs associated with goa' accom#'ishment is ca''ed LLLLLLLLL. !. #erformance efficiency B. #rod)cti&ity (. ret)rn on %n&estment *. #erformance effecti&eness E. &a')e creation !ns ! $es#onse "age 11 *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy (om#rehension

FE.

1hich of the fo''owing statements does N/T acc)rate'y descri4e the im#act of reso)rce )ti'ization and goa' attainment on organizationa' #erformanceA !. 1hen reso)rce )ti'ization is #oor and goa' attainment is 'ow, organizationa' #erformance is neither effecti&e nor efficient. B. 1hen reso)rce )ti'ization is good and goa' attainment is 'ow, organizationa' #erformance is efficient 4)t not effecti&e. (. 1hen reso)rce )ti'ization is #oor and goa' attainment is high, organizationa' #erformance is effecti&e 4)t not efficient. *. 1hen reso)rce )ti'ization is good and goa' attainment is high, organizationa' #erformance is 4oth effecti&e and efficient.

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-.+

Schermerhorn-Management, 11th edition

Test Bank

E. /rganizationa' #erformance is )naffected 4y #oor &ers)s good reso)rce )ti'ization and 'ow &ers)s high goa' attainment. !ns E $es#onse "age 11 *iffic)'ty ;ard !!(SB /#erations Management B'oom,s Ta-onomy !na'ysis

E7.

! manager who em#hasizes cost containment, e&en at the e-#ense of missing #rod)ction targets, is more interested in LLLLLLLLLL than in LLLLLLLLLL. !. #erformance efficiency #erformance effecti&eness. B. #erformance effecti&eness #erformance efficiency. (. #rod)cti&ity #erformance efficiency. *. #rod)cti&ity #erformance effecti&eness. E. #rod)cti&ity "rofita4i'ity.

!ns ! $es#onse "age 11 *iffic)'ty ;ard !!(SB Strategy B'oom,s Ta-onomy !na'ysis

E1.

1hich of the fo''owing is N/T one of the trends organizations are facing as mentioned in the te-tA !. "reeminence of techno'ogy. B. *emise of command-and-contro'. (. "rogressi&e 4rand marketing. *. Be'ief in h)man ca#ita'. E. Em#hasis on teamwork.

!ns ( $es#onse "age 11-1. *iffic)'ty Moderate !!(SB En&ironmenta' %nf')ence B'oom,s Ta-onomy (om#rehension

E..

Em#hasis on teamwork, #re-eminence of techno'ogy, and im#ortance of networking are a'' e-am#'es of !. "erformance effecti&eness B. "erformance efficiency (. "rod)cti&ity *. Today=s organizationa' trends E. None of the a4o&e.

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-.9

Schermerhorn-Management, 11th edition

Test Bank

!ns * $es#onse "age 11-1. *iffic)'ty Moderate !!(SB En&ironmenta' %nf')ence B'oom,s Ta-onomy (om#rehension

Managers in the &e'

or!place

E2.

! manager may 4e defined in the te-t as LLLLLLLLLL. !. someone who direct'y s)##orts and he'#s acti&ate the work efforts and #erformance accom#'ishments of others B. someone who is 'oya' to the organization (. someone who is res#onsi4'e for directing and s)#er&ising 'ower 'e&e' em#'oyees *. someone who is #art of the organizationa' hierarchy E. someone who tries to #rod)ce as m)ch o)t#)t with as 'itt'e #ersona' in#)t as #ossi4'e

!ns ! $es#onse "age 1. *iffic)'ty Moderate !!(SB ;$M B'oom,s Ta-onomy (om#rehension

E+.

1hen managers are c'assified according to hierarchica' 'e&e' in the organization they are descri4ed as LLLLLLLLLL. !. #roIect and #rod)ct managers B. g'o4a' and domestic (. to#, midd'e, and team 'eaders or s)#er&isors *. f)nctiona', staff, and 'ine E. administrati&e and genera'

!ns ( $es#onse "age 12 *iffic)'ty Easy !!(SB ;$M B'oom,s Ta-onomy 3now'edge

E9.

LLLLLLLLLL are res#onsi4'e for the #erformance of the organization as a who'e or for one of its maIor #arts. !. To# 'e&e' managers B. Midd'e 'e&e' managers (. Team 'eaders or s)#er&isors *. 5)nctiona' managers

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-.<

Schermerhorn-Management, 11th edition

Test Bank

E. "roIect managers !ns ! $es#onse "age 12 *iffic)'ty Easy !!(SB /#erations Management B'oom,s Ta-onomy 3now'edge

E<.

1hich of the fo''owing statements does N/T acc)rate'y descri4e the acti&ities of to# managersA !. To# managers #ay s#ecia' attention to the e-terna' en&ironment. B. To# managers are a'ert to #otentia' 'ong-r)n #ro4'ems and o##ort)nities, and de&e'o# a##ro#riate ways of dea'ing with them. (. To# managers de&e'o# and im#'ement actions #'ans to accom#'ish organizationa' o4Iecti&es. *. To# managers create and comm)nicate 'ong-term &ision. E. To# managers ens)re that strategies and o4Iecti&es are consistent with the organization=s mission.

!ns ( $es#onse "age 12 *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy !na'ysis

E@.

LLLLLLLLLL are in charge of re'ati&e'y 'arge de#artments or di&isions consisting of se&era' sma''er work )nits. !. To# managers B. Midd'e managers (. Team 'eaders or s)#er&isors *. Cenera' managers E. "roIect managers

!ns B $es#onse "age 12 *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy (om#rehension

EF.

1hich statement a4o)t midd'e management is T$:EA !. Midd'e management inc')des e-ec)ti&es and &ice #residents. B. Midd'e managers work with to# managers and coordinate with #eers to de&e'o# and im#'ement action #'ans to accom#'ish organizationa' o4Iecti&es (. Midd'e managers de&e'o# high-'e&e' action #'ans for im#'ementation 4y #eo#'e at 'ower 'e&e's in the organization. *. Midd'e managers do not ha&e other managers re#orting to them. E. Midd'e managers constit)te the first 'e&e' of an organization=s hierarchy of a)thority.

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-.@

Schermerhorn-Management, 11th edition

Test Bank

!ns B $es#onse "age 12 *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy !na'ysis

EE.

! LLLLLLLLLL is in charge of a sma'' work gro)# com#osed of non-manageria' workers. !. genera' manager B. 'ine manager (. team 'eader *. midd'e manager E. f)nctiona' manager

!ns ( $es#onse "age 12 *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy 3now'edge

177.

The res#onsi4i'ities of team 'eaders and s)#er&isors inc')de a'' of the fo''owing EO(E"T !. Enco)raging high #erformance and teamwork. B. %nforming team mem4ers a4o)t organizationa' goa's and e-#ectations. (. *e&e'o#ing and im#'ementing action #'ans for 'arge de#artments or di&isions. *. %nforming higher 'e&e's of team needs and accom#'ishments. E. (oordinating with other teams and s)##orting their work efforts.

!ns ( $es#onse "age 1+ *iffic)'ty ;ard !!(SB /#erations Management B'oom,s Ta-onomy !na'ysis

171.

LLLLLLLLLL #)rs)e work )nit #erformance o4Iecti&es that are consistent with higher-'e&e' organizationa' goa's. !. To# managers B. Midd'e managers (. Team 'eaders or s)#er&isors *. 5)nctiona' managers E. Cenera' managers

!ns ( $es#onse "age 12 *iffic)'ty Moderate !!(SB /#erations Management

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-.F

Schermerhorn-Management, 11th edition

Test Bank

B'oom,s Ta-onomy (om#rehension

17..

Managers who ha&e res#onsi4i'ity for work acti&ities with a direct contri4)tion to the organization=s #rod)ct or ser&ice are ca''ed LLLLLLLLLL. !. Cenera' managers B. Kine managers (. Midd'e managers *. Staff managers E. "roIect managers

!ns B $es#onse "age 1+ *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy (om#rehension

172.

Managers who )se their s#ecia' technica' e-#ertise to s)##ort the efforts of 'ine workers are ca''ed LLLLLLLLLL. !. 'ine managers B. staff managers (. #roIect managers *. genera' managers E. administrators

!ns B $es#onse "age 1+ *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy (om#rehension

17+.

LLLLLLLLLL managers )se their s#ecia' technica' e-#ertise to s)##ort the efforts of LLLLLLLLLL workers. !. Cenera' f)nctiona' B. !dministrati&e #roIect (. ;igher-'e&e' 'ower-'e&e' *. Staff 'ine E. Kine staff

!ns * $es#onse "age 1+ *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy Synthesis

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-.E

Schermerhorn-Management, 11th edition

Test Bank

179.

! manager who has res#onsi4i'ity for a sing'e area of acti&ity in the organization is LLLLLLLLLL. !. a staff manager B. a 'ine manager (. a f)nctiona' manager *. a genera' manager E. a #roIect manager

!ns ( $es#onse "age 1+ *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy (om#rehension

17<.

! manager who is res#onsi4'e for com#'e- organizationa' )nits that inc')de many f)nctiona' areas is LLLLLLLLLL. !. an administrator B. a staff manager (. a s)#er&isor *. a team 'eader E. a genera' manager

!ns E $es#onse "age 1+ *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy (om#rehension

17@.

! #'ant manager who o&ersees the #)rchasing, man)fact)ring, wareho)sing, sa'es, and #ersonne' f)nctions may 4e descri4ed as aMnN LLLLLLLLLL. !. genera' manager B. administrator (. f)nctiona' manager *. staff manager E. #roIect manager

!ns ! $es#onse "age 1+ *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy !##'ication

17F.

Managers who work in #)4'ic or non#rofit organizations are ca''ed LLLLLLLLLL. !. staff managers

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-27

Schermerhorn-Management, 11th edition

Test Bank

B. (. *. E.

'ine managers f)nctiona' managers genera' managers administrators

!ns E $es#onse "age 1+ *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy Synthesis

17E.

The re?)irement for one #erson to answer to a higher a)thority for #erformance res)'ts in his or her area of work res#onsi4i'ity is known as LLLLLLLLLL. !. #rod)cti&ity B. ?)a'ity management (. acco)nta4i'ity *. chain of command E. #erformance management

!ns ( $es#onse "age 1+ *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy 3now'edge

117.

Effecti&e managers )ti'ize organizationa' reso)rces res)'ting in 4oth LLLLLLLLLL and LLLLLLLLLL. !. high-#erformance o)tcomes P high 'e&e's of satisfaction for the workers B. high-#erformance o)tcomes P high ret)rns to the stockho'ders (. high-?)a'ity #rod)cts or ser&ices P high ret)rns to the stockho'ders *. high #rofit margins P 'arge market shares E. high ret)rns to the stockho'ders P high 'e&e's of satisfaction for the workers

!ns ! $es#onse "age 1+ *iffic)'ty ;ard !!(SB /#erations Management B'oom,s Ta-onomy Synthesis

111.

The o&era'' ?)a'ity of h)man e-#eriences in the work#'ace is known as LLLLLLLLLL. !. h)man reso)rce management B. working conditions (. ?)a'ity of work 'ife *. tota' ?)a'ity management E. contin)o)s 'earning

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-21

Schermerhorn-Management, 11th edition

Test Bank

!ns ( $es#onse "age 1+ *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy (om#rehension

11.. !ns

*efine the three 'e&e's of management and e-#'ain the maIor res#onsi4i'ities of managers at each 'e&e'.

The three 'e&e's of management are to# managers, midd'e managers, and team 'eaders or s)#er&isors. To# managers ens)re that maIor #erformance o4Iecti&es are esta4'ished and accom#'ished in accordance with the organization=s #)r#ose. To# managers are res#onsi4'e for the #erformance of an organization as a who'e or for one of its 'arger #arts. Midd'e managers are in charge of re'ati&e'y 'arge de#artments or di&isions consisting of se&era' sma''er work )nits. Midd'e managers re#ort to to# managers and coordinate with #eers to de&e'o# and im#'ement action #'ans to accom#'ish organizationa' o4Iecti&es. ! team 'eader or s)#er&isor is someone in charge of a sma''er work )nit com#osed of non-manageria' workers. Team 'eaders or s)#er&isors ens)re that their work teams or )nits meet #erformance o4Iecti&es that are consistent with the #'ans of midd'e and to# management. $es#onse "age 12 *iffic)'ty Easy !!(SB /#erations Management B'oom,s Ta-onomy !na'ysis

112. !ns

*efine the three 'e&e's of management and e-#'ain the maIor res#onsi4i'ities of managers at each 'e&e'.

The three 'e&e's of management are to# managers, midd'e managers, and team 'eaders or s)#er&isors. To# managers ens)re that maIor #erformance o4Iecti&es are esta4'ished and accom#'ished in accordance with the organization=s #)r#ose. To# managers are res#onsi4'e for the #erformance of an organization as a who'e or for one of its 'arger #arts. Midd'e managers are in charge of re'ati&e'y 'arge de#artments or di&isions consisting of se&era' sma''er work )nits. Midd'e managers re#ort to to# managers and coordinate with #eers to de&e'o# and im#'ement action #'ans to accom#'ish organizationa' o4Iecti&es. ! team 'eader or s)#er&isor is someone in charge of a sma''er work )nit com#osed of non-manageria' workers. Team 'eaders or s)#er&isors ens)re that their work teams or )nits meet #erformance o4Iecti&es that are consistent with the #'ans of midd'e and to# management. $es#onse "age 12 *iffic)'ty Easy !!(SB /#erations Management B'oom,s Ta-onomy !na'ysis

11+.

!ccording to the te-t, "feffer and Jeiga re#orted that organizations #erform 4etter LLLLLLLLLL. !. when they foc)s on increasing market share

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-2.

Schermerhorn-Management, 11th edition

Test Bank

B. (. *. E.

treat c)stomers with res#ect when they treat their em#'oyees 4etter when they enco)rage workforce di&ersity when they address )nsatisfactory #erformance

!ns ( $es#onse "age 1. *iffic)'ty Moderate !!(SB Cro)# *ynamics B'oom,s Ta-onomy (om#rehension

119.

/rganizations that treat their #eo#'e 4etter tend to #erform 4etter.

!ns Tr)e $es#onse "age 1. *iffic)'ty Easy !!(SB /#erations Management B'oom,s Ta-onomy 3now'edge

11<.

! manager is a #erson in an organization who s)##orts, s)#er&ises and is res#onsi4'e for the work efforts and #erformance accom#'ishments of other #eo#'e.

!ns Tr)e $es#onse "age 1. *iffic)'ty Easy !!(SB ;$M B'oom,s Ta-onomy 3now'edge

11@.

! manager is a #erson who is #rimari'y res#onsi4'e for com#'eting hisDher own work, not managing the o&era'' #erformance of the entire organization.

!ns 5a'se $es#onse "age 1. *iffic)'ty Moderate !!(SB ;$M B'oom,s Ta-onomy (om#rehension

11F.

! manager is a #erson in an organization who is res#onsi4'e for the work efforts and #erformance accom#'ishments of other #eo#'e.

!ns Tr)e $es#onse "age 1. *iffic)'ty Easy

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-22

Schermerhorn-Management, 11th edition

Test Bank

!!(SB ;$M B'oom,s Ta-onomy 3now'edge

11E.

Managers ha&e the 'east &ita' Io4 in society since their #rimary goa' is to he'# #eo#'e achie&e their career o4Iecti&es.

!ns 5a'se $es#onse "age 1. *iffic)'ty Moderate !!(SB ;$M B'oom,s Ta-onomy (om#rehension

1.7.

5irst-'ine managers are res#onsi4'e for directing the day-to-day acti&ities of em#'oyees.

!ns Tr)e $es#onse "age 1.-12 *iffic)'ty Easy !!(SB /#erations Management B'oom,s Ta-onomy 3now'edge

1.1.

To# managers are more concerned with the dai'y o#erations of the interna' 4)siness #rocesses than with acti&ities in the e-terna' en&ironment that im#act the organization.

!ns 5a'se $es#onse "age 12 *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy !##'ication

1...

Midd'e managers are in charge of re'ati&e'y 'arge de#artments or di&isions consisting of sma''er work )nits.

!ns Tr)e $es#onse "age 12 *iffic)'ty Easy !!(SB ;$M B'oom,s Ta-onomy 3now'edge

1.2.

Midd'e managers are res#onsi4'e for s)#er&ising sma'' gro)#s or work )nits.

!ns 5a'se
(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-2+

Schermerhorn-Management, 11th edition

Test Bank

$es#onse "age 12 *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy !##'ication

1.+.

!n e-am#'e of a midd'e manager is a c'inic director in a hos#ita' who de&e'o#s and im#'ements action #'ans consistent with the o4Iecti&es set 4y the hos#ita'=s higher-'e&e' e-ec)ti&es.

!ns Tr)e $es#onse "age 12 *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy !##'ication

1.9.

! team 'eader is someone who coordinates com#'e- #roIects with task dead'ines whi'e working with many #ersons within and o)tside the organization.

!ns 5a'se $es#onse "age 12 *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy !##'ication

1.<.

Staff managers are res#onsi4'e for the work acti&ities that make a direct contri4)tion to the organization=s o)t#)ts.

!ns 5a'se $es#onse "age 1+ *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy (om#rehension

1.@.

Kine managers )se s#ecia' technica' e-#ertise to ad&ise and s)##ort the efforts of 'ine workers.

!ns 5a'se $es#onse "age 1+ *iffic)'ty Easy !!(SB /#erations Management B'oom,s Ta-onomy 3now'edge

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-29

Schermerhorn-Management, 11th edition

Test Bank

1.F.

Cenera' managers ha&e res#onsi4i'ity for managing a sing'e area of acti&ity, s)ch as finance, marketing, #rod)ction, h)man reso)rces, acco)nting, or sa'es.

!ns 5a'se $es#onse "age 1+ *iffic)'ty Moderate !!(SB /#erations Management B'oom,s Ta-onomy !##'ication

1.E.

!dministrators are managers who are direct'y res#onsi4'e for managing 4)dgets and o#erations in 'arge cor#orations.

!ns 5a'se $es#onse "age 1+ *iffic)'ty Easy !!(SB /#erations Management B'oom,s Ta-onomy 3now'edge

127.

Managers he'# #eo#'e, working indi&id)a''y or in gro)#s, to #erform their d)ties and accom#'ish organizationa' goa's.

!ns Tr)e $es#onse "age 1. *iffic)'ty Easy !!(SB /#erations Management B'oom,s Ta-onomy 3now'edge

121.

!cco)nta4i'ity is the re?)irement of an em#'oyee to show #erformance res)'ts to someone of higher a)thority within his or her area of res#onsi4i'ity.

!ns Tr)e $es#onse "age 1+ *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy !##'ication

12..

Efficient managers he'# others to 4oth achie&e high 'e&e's of #erformance and e-#erience satisfaction in their work.

!ns 5a'se $es#onse "age 1+ *iffic)'ty ;ard !!(SB /#erations Management

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-2<

Schermerhorn-Management, 11th edition

Test Bank

B'oom,s Ta-onomy !na'ysis

122.

G)a'ity of work 'ife is an indicator of the o&era'' ?)a'ity of h)man e-#eriences in the work#'ace.

!ns Tr)e $es#onse "age 1+ *iffic)'ty Easy !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy 3now'edge

12+.

%n organizations that are o#erating with an )#side-down #yramid, o#erating workers are near the to# of the organization, I)st 4e'ow the c)stomers and c'ients they ser&e, and are s)##orted 4y the managers 'ocated at the 4ottom.

!ns Tr)e $es#onse "age 19 *iffic)'ty Moderate !!(SB Strategy B'oom,s Ta-onomy !na'ysis

129.

%n an )#side-down #yramid, managers sym4o'ica''y remain at the to# of the organizationa' #yramid.

!ns 5a'se $es#onse "age 19 *iffic)'ty Moderate !!(SB Strategy B'oom,s Ta-onomy (om#rehension

12<.

%n an )#side-down #yramid, the 4est managers are often known for he'#ing and s)##orting &ers)s directing and order-gi&ing.

!ns Tr)e $es#onse "age 19 *iffic)'ty Moderate !!(SB Strategy B'oom,s Ta-onomy !na'ysis

The Management Process

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-2@

Schermerhorn-Management, 11th edition

Test Bank

12@.

1hen the (E/ of a 'arge retai' store chain decided to se'' off or c'ose some of the 'ocations that were not #rofita4'e, he was #erforming the management f)nction referred to asLLLLLLLLL !. *e'egating. B. "'anning. (. /rganizing. *. Keading. E. (ontro''ing.

!ns B $es#onse "age 1< *iffic)'ty ;ard !!(SB Keadershi# "rinci#'es B'oom,s Ta-onomy !##'ication

12F.

The fo)r 4asic f)nctions of management are LLLLLLLLLL. !. de'egating, #'anning, organizing, and order gi&ing. B. organizing, 'eading, contro''ing, and order gi&ing. (. #'anning, organizing, 'eading, and contro''ing. *. de'egating, 'eading, contro''ing, and decision making. E. #'anning, 'eading, contro''ing, and decision making.

!ns ( $es#onse "age 1< *iffic)'ty Easy !!(SB Keadershi# "rinci#'es B'oom,s Ta-onomy 3now'edge

12E.

Setting #erformance o4Iecti&es and determining the action ste#s for accom#'ishing them descri4es the management f)nction of LLLLLLLLLL. !. #'anning B. organizing (. 'eading *. contro''ing E. decision making

!ns ! $es#onse "age 1< *iffic)'ty Easy !!(SB Keadershi# "rinci#'es B'oom,s Ta-onomy 3now'edge

1+7.

0ennifer assigns Ceorge a #roIect to 4e com#'eted 4y the end of the month and then ho'ds #eriodic meetings with him to re&iew his #rogress. 0ennifer is #erforming which management f)nctionA

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-2F

Schermerhorn-Management, 11th edition

Test Bank

!. B. (. *. E.

*e'egating "'anning /rganizing Keading (ontro''ing

!ns E $es#onse "age 1F *iffic)'ty Moderate !!(SB Keadershi# "rinci#'es B'oom,s Ta-onomy !##'ication

1+1.

!ssigning tasks, a''ocating reso)rces, and coordinating acti&ities of indi&id)a's and gro)#s to accom#'ish #'ans descri4es the management f)nction of LLLLLLLLLL. !. de'egating B. #'anning (. organizing *. 'eading E. contro''ing

!ns ( $es#onse "age 1@ *iffic)'ty Moderate !!(SB Keadershi# "rinci#'es B'oom,s Ta-onomy 3now'edge

1+..

%ns#iring and moti&ating em#'oyees to work hard and s)##orting their efforts to f)'fi'' #'ans and accom#'ish o4Iecti&es descri4e the management f)nction of !. "'anning B. /rganizing (. Moti&ating *. Keading E. (ontro''ing

!ns * $es#onse "age 1F *iffic)'ty Moderate !!(SB Keadershi# "rinci#'es B'oom,s Ta-onomy !##'ication

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-2E

Schermerhorn-Management, 11th edition

Test Bank

1+2.

The owner of /5(, a sma'', fami'y-owned 4)siness that man)fact)res and markets organic fr)it s#reads, has hired eight teenagers to he'# d)ring the s)mmer season. The teens were di&ided into two gro)#s. /ne gro)# 'ed 4y $)dy #re#ares the fr)it for cooking. The second gro)# 'ed 4y !my #acks the fi''ed and coo'ed Iars in 4o-es. 1hen the owner meets with $)dy to find o)t why his gro)# is not #re#aring the fr)it as ?)ick'y as was e-#ected, she is engaged in which management f)nctionA !. "'anning B. /rganizing (. Keading *. Moti&ating E. $e#rimanding

!ns ( $es#onse "age 1F *iffic)'ty Moderate !!(SB Keadershi# "rinci#'es B'oom,s Ta-onomy !##'ication

1++.

/5( is a sma'', fami'y-owned 4)siness that man)fact)res and markets fr)it s#reads. E&ery day at 4reak time, the owner of the com#any random'y se'ects a Iar from in&entory to ser&e to em#'oyees. Each em#'oyee sam#'es the s#read and e&a')ates its ?)a'ity. This is an e-am#'e of LLLLLLLLLLL. !. #'anning B. organizing (. 'eading *. contro''ing E. de'egating

!ns * $es#onse "age 1F *iffic)'ty ;ard !!(SB Keadershi# "rinci#'es B'oom,s Ta-onomy !##'ication

1+9.

;enry Mintz4erg identified a set of ro'es that managers #erform. These ro'es are gro)#ed into which of the fo''owing three categoriesA !. %nter#ersona', strategic, and decisiona'. B. Strategic, informationa', and a)thoritarian. (. %nter#ersona', informationa', and decisiona'. *. S)#er&isory, a)thoritarian, and decisiona'. E. S)#er&isory, informationa', and strategic.

!ns ( $es#onse "age 1E *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy 3now'edge
(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-+7

Schermerhorn-Management, 11th edition

Test Bank

1+<.

!ccording to ;enry Mintz4erg, manageria' ro'es that in&o'&e interactions with #eo#'e inside and o)tside the organization are ca''ed LLLLLLLLLL. !. informationa' ro'es B. inter#ersona' ro'es (. decisiona' ro'es *. technica' ro'es E. h)man ro'es

!ns B $es#onse "age 1E *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy (om#rehension

1+@.

!ccording to 0ohn 3otter, two acti&ities are f)ndamenta' to a manager=s s)ccess. These two acti&ities are !. Negotiating and directing. B. Moti&ating and contro''ing. (. "'anning and contro''ing. *. !genda setting and networking. E. (omm)nicating and 'eading.

!ns * $es#onse "age .7 *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy 3now'edge

1+F.

1hen managers de&e'o# action #riorities for their Io4s that inc')de goa's and #'ans s#anning 'ong and short time frames, they are #erforming the im#ortant acti&ity of LLLLLLLLLL. !. agenda setting B. 'eading (. moti&ating *. contro''ing E. information #rocessing

!ns ! $es#onse "age .7 *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy !##'ication

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-+1

Schermerhorn-Management, 11th edition

Test Bank

1+E.

Based on contin)ing research of the nat)re of manageria' work, the fo''owing ha&e 4een doc)mented !. Managers work 'ong ho)rs B. Managers work at fragmented and &aried tasks (. Managers work with many comm)nication media *. Managers accom#'ish m)ch of their work thro)gh inter#ersona' re'ationshi#s E. !'' of the a4o&e

!ns E $es#onse "age .7 *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy !na'ysis

197.

*efine each of the fo)r f)nctions of management and Mintz4erg=s ten manageria' ro'es. *escri4e how Mintz4erg=s manageria' ro'es might 4e )sed in #erforming the fo)r f)nctions of management. The fo)r f)nctions of management are #'anning, organizing, 'eading, and contro''ing. "'anning is the #rocess of setting o4Iecti&es and determining what actions sho)'d 4e taken to accom#'ish them. /rganizing is the #rocess of assigning tasks, a''ocating reso)rces, and arranging and coordinating the acti&ities of indi&id)a's and gro)#s to im#'ement #'ans. Keading is the #rocess of aro)sing #eo#'e=s enth)siasm to work hard and direct their efforts to f)'fi'' #'ans and accom#'ish o4Iecti&es. (ontro''ing is the #rocess of meas)ring work #erformance, com#aring res)'ts to o4Iecti&es, and taking correcti&e action as needed. Mintz4erg=s manageria' ro'es inc')de the fo''owing MaN inter#ersona' ro'es Mfig)rehead, 'eader, and 'iaisonN in&o'&e interactions with #eo#'e inside and o)tside the work )nitB M4N informationa' ro'es Mmonitor, disseminator, and s#okes#ersonN in&o'&e gi&ing, recei&ing, and ana'yzing informationB and McN decisiona' ro'es Mentre#rene)r, dist)r4ance hand'er, reso)rce a''ocator, and negotiatorN in&o'&e )sing information to make decisions, so'&e #ro4'ems, or address o##ort)nities. 1hi'e a'' ten manageria' ro'es might 4e )sed at one time or another in #erforming each of the fo)r f)nctions of management, many of them are more 'ike'y to 4e )sed in carrying o)t certain manageria' f)nctions. The entre#rene)ria' ro'e, for instance, is c'ose'y 'inked to the manageria' f)nction of #'anning. %n this ro'e, direction is 4eing set for the organization. The 'iaison, disseminator, and reso)rce a''ocator ro'es are c'ose'y associated with organizing. The fig)rehead, 'eader, and s#okes#erson ro'es are c'ose'y a'igned with 'eading. The monitor ro'e is re'ated #rimari'y to contro''ing.

!ns

$es#onse "age 1<-1E *iffic)'ty Moderate $ef The Management "rocess !!(SB Keadershi# "rinci#'es B'oom,s Ta-onomy !na'ysis

191.

Management is the #rocess of #'anning, organizing, 'eading, and contro''ing the )se of reso)rces to accom#'ish #erformance goa's.

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-+.

Schermerhorn-Management, 11th edition

Test Bank

!ns Tr)e $es#onse "age 1< *iffic)'ty Moderate !!(SB Keadershi# "rinci#'es B'oom,s Ta-onomy (om#rehension

19..

"'anning is the #rocess of meas)ring work #erformance, com#aring res)'ts to o4Iecti&es, and taking correcti&e action as needed.

!ns 5a'se $es#onse "age 1< *iffic)'ty Moderate !!(SB Keadershi# "rinci#'es B'oom,s Ta-onomy (om#rehension

192.

/rganizing is the #rocess of assigning tasks, a''ocating reso)rces, and coordinating the acti&ities of indi&id)a's and gro)#s to accom#'ish #'ans.

!ns Tr)e $es#onse "age 1@ *iffic)'ty Easy !!(SB Keadershi# "rinci#'es B'oom,s Ta-onomy 3now'edge

19+.

Keading is the #rocess of aro)sing #eo#'e=s enth)siasm to work hard and ins#iring their efforts to f)'fi'' #'ans and accom#'ish o4Iecti&es.

!ns Tr)e $es#onse "age 1F *iffic)'ty Easy !!(SB Keadershi# "rinci#'es B'oom,s Ta-onomy 3now'edge

199.

(ontro''ing is the #rocess of assigning tasks, a''ocating reso)rces, and coordinating acti&ities.

!ns 5a'se $es#onse "age 1F *iffic)'ty Easy !!(SB Keadershi# "rinci#'es B'oom,s Ta-onomy 3now'edge

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-+2

Schermerhorn-Management, 11th edition

Test Bank

19<.

!ccording to ;enry Mintz4erg, the manager=s inter#ersona' ro'es inc')de 4eing an entre#rene)r, dist)r4ance hand'er, reso)rce a''ocator, and negotiator.

!ns 5a'se $es#onse "age 1E *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy (om#rehension

19@.

!genda setting and networking are acti&ities that contri4)te to a genera' manager=s s)ccess.

!ns Tr)e $es#onse "age .7 $es#onse Easy !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy 3now'edge

19F.

Cood managers foc)s on setting and im#'ementing goa's with the he'# of re'ati&e'y few #eo#'e who work inside of the organization.

!ns 5a'se $es#onse "age .7 *iffic)'ty Moderate !!(SB Strategy B'oom,s Ta-onomy !##'ication

19E.

Networking is the #rocess of 4)i'ding and maintaining #ositi&e re'ationshi#s with #eo#'e whose he'# may 4e needed to im#'ement one=s agendas.

!ns Tr)e $es#onse "age .7 *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy (om#rehension

1<7.

Manageria' work is 4)sy, demanding, and stressf)' on'y at the highest 'e&e's of management in the organization.

!ns 5a'se $es#onse "age .7 *iffic)'ty Easy !!(SB %ndi&id)a' *ynamics

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-++

Schermerhorn-Management, 11th edition

Test Bank

B'oom,s Ta-onomy 3now'edge

Learning (o' to Manage

1<1.

LLLLLLLLLL is the #rocess of contin)o)s'y 'earning from a'' of o)r dai'y e-#eriences and o##ort)nities. !. ! manageria' com#etence B. (ontin)o)s im#ro&ement (. Kife'ong 'earning *. E-#erienced-4ased ski'' de&e'o#ment E. 3now'edge ac?)isition

!ns ( $es#onse "age .1 *iffic)'ty Easy !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy 3now'edge

1<..

The a4i'ity to trans'ate know'edge into action that res)'ts in desired #erformance is ca''ed LLLLLLLLLL. !. action-orientation B. decision-making (. #erformance effecti&eness *. #erformance efficiency E. a ski''

!ns E $es#onse "age .1 *iffic)'ty Easy !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy 3now'edge

1<2.

!ccording to $o4ert 3atz, the essentia' ski''s of management can 4e gro)#ed into three categories. These categories are !. (omm)nicati&e, #roced)ra', and strategic. B. (omm)nicati&e, technica', and h)man. (. ;)man, s)#er&isory, and conce#t)a'. *. Technica', h)man, and conce#t)a'. E. "roced)ra', s)#er&isory, and strategic.

!ns * $es#onse "age .1 *iffic)'ty Easy

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-+9

Schermerhorn-Management, 11th edition

Test Bank

!!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy 3now'edge

1<+.

!ccording to $o4ert 3atz, the manageria' ski''s KE!ST im#ortant to a to# manager are !. Technica' ski''s. B. /rganizationa' ski''s. (. !dministrati&e ski''s. *. (once#t)a' ski''s. E. S)#er&isory ski''s.

!ns ! $es#onse "age .1 *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy !na'ysis

1<9.

Brenda is ca'c)'ating the in&entory t)rno&er statistics for her de#artment. She is drawing main'y on her LLLLL ski''s. !. s)#er&isory B. conce#t)a' (. creati&e *. technica' E. strategic

!ns * $es#onse "age .1 *iffic)'ty Easy !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy !##'ication

1<<.

*e&in, the manager of a car#et man)fact)rer has a re#)tation for 4eing o#en and s)##orti&e with his em#'oyees. Em#'oyees fee' free to ta'k to him a4o)t any #ro4'ems they ha&e. *e&in is demonstrating !. ! technica' ski''. B. ! h)man ski''. (. ! comm)nicati&e ski''. *. !n administrati&e ski''. E. ! conce#t)a' ski''.

!ns B $es#onse "age .1 *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy !##'ication

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-+<

Schermerhorn-Management, 11th edition

Test Bank

1<@.

!t the LLLLL 'e&e', technica' ski''s are #artic)'ar'y im#ortant. !7. to# management B7. administrati&e (7. midd'e *7. 'ower-'e&e' management E7. 4oard of directors

!ns * $es#onse "age .1 *iffic)'ty Easy !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy 3now'edge

1<F.

!n im#ortant com#onent of LLLLLLLLLL is the a4i'ity to manage o)rse'&es and o)r re'ationshi#s effecti&e'y, which is a'so known as LLLLLLLLLL !. h)man ski''s emotiona' inte''igence. B. h)man ski''s se'f-management. (. informationa' ro'es se'f-management. *. emotiona' inte''igence inter#ersona' ro'es. E. emotiona' inte''igence interactiona' ski''s.

!ns ! $es#onse "age .. *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy (om#rehension

1<E.

!ccording to $o4ert 3atz, the degree of im#ortance associated with LLLLLLLLLL ski''s remains re'ati&e'y consistent across a'' 'e&e's of management. !. technica' B. h)man (. diagnostic *. conce#t)a' E. !na'ytica'

!ns B $es#onse "age .. *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy (om#rehension

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-+@

Schermerhorn-Management, 11th edition

Test Bank

1@7.

LLLLLLLLLL ski''s inc')de the a4i'ity to 4reak down #ro4'ems into sma''er #arts, to see the re'ations among the #arts, and to recognize the im#'ications of any one #ro4'em for others. !. Strategic B. !dministrati&e (. (once#t)a' *. S)#er&isory E. ;o'istic

!ns ( $es#onse "age .. *iffic)'ty Easy !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy (om#rehension

1@1.

! management team that is thinking critica''y and ana'ytica''y in de&e'o#ing an organizationa' strategy for dea'ing with a high'y com#etiti&e g'o4a' en&ironment is )sing LLLLLLLLLL ski''s. !. technica' B. strategic (. conce#t)a' *. 'earning E. h)man

!ns ( $es#onse "age .. *iffic)'ty Easy !!(SB Cro)# *ynamics B'oom,s Ta-onomy (om#rehension

1@..

1hich statement concerning the re'ati&e im#ortance of technica', h)man, and conce#t)a' ski''s at different management 'e&e's is T$:EA !. Their re'ati&e im#ortance tends to 4e a4o)t the same at each manageria' 'e&e'. B. Technica' ski''s are of greatest im#ortance for midd'e managers. (. (once#t)a' ski''s are most im#ortant for to# managers. *. ;)man ski''s are of greatest im#ortance for 'ower-'e&e' managers. E. Technica' ski''s are not needed at a'' 4y to# managers.

!ns ( $es#onse "age .1 *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy !na'ysis

1@2.

Manageria' com#etencies are im#'ied in which of the fo''owing manageria' e'ementsA !. The management #rocesses of #'anning, organizing, 'eading, and contro''ing. B. The information, inter#ersona', and decision-making demands of manageria' ro'es.

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Schermerhorn-Management, 11th edition

Test Bank

(. The manageria' acti&ities of agenda setting and networking. *. !'' of the a4o&e ref'ect manageria' com#etencies. E. None of the a4o&e ref'ects manageria' com#etencies. !ns * $es#onse "age 1<-.7 *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy !na'ysis

1@+.

;)man ski''s are more im#ortant to 'ower-'e&e' managers &ers)s to#-'e&e' managers.

!ns 5a'se $es#onse "age .. *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy !na'ysis

1@9.

The demands of today=s organizations create #ro4'ems, o##ort)nities, and #erformance e-#ectations making #eo#'e=s career s)ccess de#endent on a commitment to contin)o)s 'ife'ong 'earning.

!ns Tr)e $es#onse "age .1 *iffic)'ty ;ard !!(SB En&ironmenta' %nf')ence B'oom,s Ta-onomy Synthesis

1@<.

Kife'ong 'earning is the a4i'ity to trans'ate know'edge into action that res)'ts in desired #erformance.

!ns 5a'se $es#onse "age .1 *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy !##'ication

1@@.

! technica' ski'' is the a4i'ity to work we'' in coo#eration with other #eo#'e, whereas a h)man ski'' is the a4i'ity to &iew a sit)ation 4road'y and so'&e #ro4'ems to the 4enefit of a'' concerned.

!ns 5a'se $es#onse "age .1 *iffic)'ty Moderate

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-+E

Schermerhorn-Management, 11th edition

Test Bank

!!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy !##'ication

1@F.

Emotiona' inte''igence re'ates to one=s a4i'ity to de&e'o# socia' and inter#ersona' ski''s.

!ns Tr)e $es#onse "age .. *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy (om#rehension

1@E.

! conce#t)a' ski'' is the a4i'ity to )se s#ecia' ski''s or e-#ertise to do one=s work.

!ns 5a'se $es#onse "age .. *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy (om#rehension

1F7.

Se'f-management is the a4i'ity to work we'' in coo#eration with other #eo#'e.

!ns 5a'se $es#onse "age .1 *iffic)'ty Moderate !!(SB %ndi&id)a' *ynamics B'oom,s Ta-onomy (om#rehension

(o#yright 6 .711 0ohn 1i'ey 8 Sons, %nc. 1-97