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Schermerhorn-Management, 11th edition

Test Bank

Ch01: Ch01, Chapter 1: Introducing Management

True/False

1. The Open Area of the Johari Window provides what is known to o rse!ves as we!! as what is known to others. Ans" Tr e #esponse" $age % &iffic !t'" (as' #ef" )earning A*o t +o rse!f AA,SB" -ndivid a! &'namics B!oom.s Ta/onom'" 0now!edge

1. The Johari Window provides s with insights of what we know a*o t o rse!ves and what is known *' others a*o t s * t does not consider the nknowns a*o t s. Ans" 2a!se #esponse" $age % &iffic !t'" Moderate #ef" )earning A*o t +o rse!f AA,SB" -ndivid a! &'namics B!oom.s Ta/onom'" ,omprehension

%.

An emp!o'ee3s ta!ents are what the' know, what the' !earn, and what the' do with it.

Ans" Tr e #esponse" $age 4 &iffic !t'" Moderate #ef" Working Toda' AA,SB" -ndivid a! &'namics B!oom.s Ta/onom'" 0now!edge

4.

Tech -5 is the a*i!it' to ti!i6e techno!og' in its c rrent form witho t consideration for new advancements in techno!og'.

Ans" 2a!se #esponse" $age 7 &iffic !t'" (as' #ef" Working Toda'

,op'right 8 1911 John Wi!e' : Sons, -nc.

1-1

Schermerhorn-Management, 11th edition

Test Bank

AA,SB" -nformation Techno!ogies B!oom.s Ta/onom'" 0now!edge

7.

The a*i!it' to se techno!og' and commitment to sta' informed on the !atest techno!ogica! deve!opments is considered Tech -5.

Ans" Tr e #esponse" $age 7 &iffic !t'" (as' #ef" Working Toda' AA,SB" -nformation Techno!ogies B!oom.s Ta/onom'" 0now!edge

;.

An individ a! wanting to achieve a high Tech -5 wo !d need to possess the a*i!it' to se techno!og' at work and in the ever'da' !iving and have a commitment to sta'ing informed on the !atest techno!ogica! deve!opments.

Ans" Tr e #esponse" $age 7 &iffic !t'" Moderate #ef" Working Toda' AA,SB" -nformation Techno!ogies B!oom.s Ta/onom'" Ana!'sis

<.

,!o d comp ting a!!ows the ser to r n software for their * siness witho t *eing re= ired to insta!! the software on the compan' comp ters.

Ans" Tr e #esponse" $age ; &iffic !t'" (as' #ef" Working Toda' AA,SB" -nformation Techno!ogies B!oom.s Ta/onom'" 0now!edge

>. -nte!!ect a! capita! is defined as the collective brainpower or shared knowledge of a workforce. Ans" Tr e #esponse" $age 4 &iffic !t'" (as' #ef" Working Toda' AA,SB" Operations Management B!oom.s Ta/onom'" 0now!edge

,op'right 8 1911 John Wi!e' : Sons, -nc.

1-1

Schermerhorn-Management, 11th edition

Test Bank

?.

The inte!!ect a! capita! e= ation is simp!'" inte!!ect a! capita! @ competenc' x commitment.

Ans" Tr e #esponse" $age 7 &iffic !t'" Moderate #ef" Working Toda' AA,SB" Operations Management B!oom.s Ta/onom'" ,omprehension

19.

Workforce diversit' descri*es demographic differences among mem*ers of the workforce foc sing primari!' on income, socia! stat s, ed cation, and e/perience.

Ans" 2a!se #esponse" $age > &iffic !t'" Aard #ef" Working Toda' AA,SB" Bro p &'namics B!oom.s Ta/onom'" Ana!'sis

11.

$reC dice is the ho!ding of negative opinions and attit des a*o t peop!e who !ack interpersona! or technica! ski!!s.

Ans" 2a!se #esponse" $age > &iffic !t'" Moderate #ef" Working Toda' AA,SB" Bro p &'namics B!oom.s Ta/onom'" ,omprehension

11.

&iscrimination refers to an invisi*!e *arrier that !imits the career advancement of women and minorities.

Ans" 2a!se #esponse" $age > &iffic !t'" Moderate #ef" Working Toda' AA,SB" Bro p &'namics B!oom.s Ta/onom'" ,omprehension

1%.

The Dg!ass-cei!ing effectE !imits the career advancement and promotion of women and minorities.

Ans" Tr e

,op'right 8 1911 John Wi!e' : Sons, -nc.

1-%

Schermerhorn-Management, 11th edition

Test Bank

#esponse" $age > &iffic !t'" (as' #ef" Working Toda' AA,SB" (nvironmenta! -nf! ence B!oom.s Ta/onom'" 0now!edge

14.

Fationa! and geographic *o ndaries of wor!d * siness are *ecoming increasing!' more we!!defined as g!o*a! competition increases.

Ans" 2a!se #esponse" $age ; &iffic !t'" Moderate #ef" Working Toda' AA,SB" (nvironmenta! -nf! ence B!oom.s Ta/onom'" ,omprehension

17.

B!o*a!i6ation refers to the wor!dwide interdependence of reso rce f!ows, prod ct markets, and * siness competition that characteri6es the new econom'.

Ans" Tr e #esponse" $age ; &iffic !t'" Moderate #ef" Working Toda' AA,SB" (nvironmenta! -nf! ence B!oom.s Ta/onom'" App!ication

1;.

-mprovements in techno!og', the dereg !ation of markets, and the opening of nationa! *orders have had !itt!e impact on * sinesses in the Gnited States and ( rope.

Ans" 2a!se #esponse" $age ; &iffic !t'" Moderate #ef" Working Toda' AA,SB" (nvironmenta! -nf! ence B!oom.s Ta/onom'" App!ication

1<.

The reach of the g!o*a! econom' means that co ntries and peop!e are increasing!' connected thro gh the media, information techno!og', trave!, and !ifest'!es.

Ans" Tr e #esponse" $age ; &iffic !t'" Moderate #ef" Working Toda'

,op'right 8 1911 John Wi!e' : Sons, -nc.

1-4

Schermerhorn-Management, 11th edition

Test Bank

AA,SB" (nvironmenta! -nf! ence B!oom.s Ta/onom'" ,omprehension

1>.

Hirt a! working environments have increased the need for face-to-face meetings, internationa! trave! and sharing of information.

Ans" 2a!se #esponse" $age ; &iffic !t'" Aard #ef" Working Toda' AA,SB" -nformation Techno!ogies B!oom.s Ta/onom'" Ana!'sis

1?.

(thics refers to a code of mora! princip!es that sets standards of what is DgoodE and DrightE as opposed to what is D*adE and Dwrong.E

Ans" Tr e #esponse" $age > &iffic !t'" (as' #ef" Working Toda' AA,SB" (thica! #esponsi*i!ities B!oom.s Ta/onom'" 0now!edge

19.

-ntegrit' and ethica! !eadership m st *e practiced at a!! organi6ationa! !eve!s.

Ans" Tr e #esponse" $age > &iffic !t'" Moderate #ef" Working Toda' AA,SB" -ndivid a! &'namics B!oom.s Ta/onom'" 0now!edge

11.

Societ' is *ecoming more !enient in its e/pectations that socia! instit tions cond ct their affairs according to high mora! standards.

Ans" 2a!se #esponse" $age > &iffic !t'" Moderate #ef" Working Toda' AA,SB" (nvironmenta! -nf! ence B!oom.s Ta/onom'" ,omprehension

,op'right 8 1911 John Wi!e' : Sons, -nc.

1-7

a person who performs specific tasks as needed and is compensated on a fee-for-services *asis is a known as a core worker.s Ta/onom'" 0now!edge 1%.har!es Aand'3s description of career p!anning.SB" -ndivid a! &'namics B!oom. D-nternshipsE are important pathwa's to first Co* p!acements. Ans" Tr e #esponse" $age ? &iffic !t'" Moderate #ef" Working Toda' AA.SB" (nvironmenta! -nf! ence B!oom.SB" (nvironmenta! -nf! ence B!oom.ore workers. contract workers.s Ta/onom'" . Ans" Tr e #esponse" $age ? &iffic !t'" (as' #ef" Working Toda' AA. . Organi6ations in the new workp!ace sho !d foc s on more profits and *e !ess concerned with making rea! and positive contri* tions to societ'.Schermerhorn-Management. Ans" 2a!se #esponse" $age ? &iffic !t'" Moderate #ef" Working Toda' AA. and part-time workers are the three different emp!o'ment patterns in the -rish shamrock mode! sed *' . Ans" Tr e #esponse" $age ? &iffic !t'" Moderate #ef" Working Toda' AA.omprehension 1.har!es Aand' ses the -rish shamrock to s'm*o!i6e the different career imp!ications of the three distinct emp!o'ment patterns that have emerged in the new econom'. ..s Ta/onom'" 0now!edge 17. -n .s Ta/onom'" 0now!edge 14. -nc. 1-. .har!es Aand'. 11th edition Test Bank 11.op'right 8 1911 John Wi!e' : Sons.SB" (nvironmenta! -nf! ence B!oom. .

Ans" Tr e #esponse" $age 19 &iffic !t'" Moderate #ef" Organi6ations in the Few Workp!ace AA.op'right 8 1911 John Wi!e' : Sons. -nc. An open s'stem interacts with its environments to transform reso rce inp ts into prod ct o tp ts s ch as finished prod cts andIor services.reation of Ha! e B!oom.s Ta/onom'" 0now!edge 1?.s Ta/onom'" 0now!edge 1<. Ans" Tr e #esponse" $age 19 . Ans" 2a!se #esponse" $age 19 &iffic !t'" (as' #ef" Organi6ations in the Few Workp!ace AA.SB" -ndivid a! &'namics B!oom.s Ta/onom'" .omprehension 1>. To s rvive in the new workp!ace.SB" -ndivid a! &'namics B!oom.s Ta/onom'" .omprehension %9. peop!e m st have !inks with peers and others inside and o tside the organi6ation in order to get things done and *e a*!e to comm nicate persona! and work gro p s ccesses and progress.Schermerhorn-Management.SB" . (ach organi6ation sho !d ret rn va! e to societ' and satisf' c stomers3 needs in order to C stif' its contin ed e/istence. 11th edition Test Bank Ans" 2a!se #esponse" $age 19 &iffic !t'" (as' #ef" Organi6ations in the Few Workp!ace AA. 1-< .SB" Strateg' B!oom. Ans" Tr e #esponse" $age ? &iffic !t'" Moderate #ef" Organi6ations in the Few Workp!ace AA. An organi6ation is a gro p of peop!e working independent!' whi!e at the same time p rs ing their individ a! goa!s.

Ans" Tr e #esponse" $age 19 &iffic !t'" (as' #ef" Organi6ations in the Few Workp!ace AA.Schermerhorn-Management.SB" Operations Management B!oom.s Ta/onom'" 0now!edge %1. Ans" 2a!se #esponse" $age 19 &iffic !t'" (as' #ef" Organi6ations in the Few Workp!ace AA. 1-> .op'right 8 1911 John Wi!e' : Sons.SB" Operations Management B!oom. -nc. 11th edition Test Bank &iffic !t'" Moderate #ef" Organi6ations in the Few Workp!ace AA. Ans" Tr e #esponse" $age 11 &iffic !t'" Moderate #ef" Organi6ations in the Few Workp!ace . The open s'stems mode! foc ses on interna! rather than e/terna! factors that transform reso rces into finished prod ctsIservices. An open s'stem is a co!!ection of s *s'stems that f nction independent!' from one another. Organi6ations are comp!e/ s'stems with man' interre!ated parts f nctioning together to achieve common goa!s.SB" Operations Management B!oom.s Ta/onom'" 0now!edge %%.omprehension %4.s Ta/onom'" .s Ta/onom'" 0now!edge %1. Ha! e creation is when a * siness or nonprofit organi6ation adds va! e to the origina! cost of reso rce inp ts then the * siness organi6ation earns a profit or the nonprofit organi6ation adds wea!th to societ'.SB" Operations Management B!oom. Ans" 2a!se #esponse" $age 19 &iffic !t'" Moderate #ef" Organi6ations in the Few Workp!ace AA.

SB" Operations Management B!oom. $rod ctivit' is a meas re of the = antit' and = a!it' of work performance taking into acco nt reso rce ti!i6ation.op'right 8 1911 John Wi!e' : Sons. Ans" Tr e #esponse" $age 11 &iffic !t'" (as' #ef" Organi6ations in the Few Workp!ace AA.SB" .s Ta/onom'" 0now!edge .Schermerhorn-Management.SB" Operations Management B!oom. 11th edition Test Bank AA. 1-? . $erformance effectiveness is a meas re of reso rce costs associated with goa! accomp!ishment. Ans" 2a!se #esponse" $age 11 &iffic !t'" Moderate #ef" Organi6ations in the Few Workp!ace AA..SB" Operations Management B!oom. Ans" 2a!se #esponse" $age 11 &iffic !t'" (as' #ef" Organi6ations in the Few Workp!ace AA.s Ta/onom'" App!ication %7. whereas performance efficienc' is an o tp t meas re of task or goa! accomp!ishment. #eso rce ti!i6ation determines whether an organi6ation is efficient.SB" Operations Management B!oom.reation of Ha! e B!oom. -nc. Ans" Tr e #esponse" $age 11 &iffic !t'" (as' #ef" Organi6ations in the Few Workp!ace AA.s Ta/onom'" 0now!edge %>.s Ta/onom'" 0now!edge %. $rod ctivit' refers to the = antit' or the amo nt of work that is comp!eted *' a gro p or team.s Ta/onom'" 0now!edge %<.

and emphasis on individ a! performance are some recent trends in managing organi6ations.op'right 8 1911 John Wi!e' : Sons. 11th edition Test Bank %?. concern for efficienc'.SB" Operations Management B!oom. -nc. 1-19 .SB" Strateg' B!oom.SB" Strateg' B!oom.SB" Operations Management B!oom. )ow vers s high goa! attainment determines whether an organi6ation is efficient * t not effective. Ans" 2a!se #esponse" $age 11 &iffic !t'" Aard #ef" Organi6ations in the Few Workp!ace AA.s Ta/onom'" S'nthesis 41.omprehension 49. Breater foc s on command and contro!. Ans" 2a!se #esponse" $age 11 &iffic !t'" Moderate #ef" Organi6ations in the Few Workp!ace AA. A manager who emphasi6es meeting prod ction targets even if there is a cost overr n is more interested in performance efficienc' than in performance effectiveness.s Ta/onom'" .omprehension 4%.s Ta/onom'" . Beca se of press res to achieve performance e/ce!!ence. the command-and-contro! approach to !eadership is *eing re-emphasi6ed. Ans" Tr e #esponse" $age 11 &iffic !t'" Moderate #ef" Organi6ations in the Few Workp!ace AA. Ans" 2a!se #esponse" $age 11 &iffic !t'" Moderate #ef" Organi6ations in the Few Workp!ace AA. Ha! ing S staina*i!it' is concerned with how o r decisions wi!! impact the environment and the we!!-*eing of o r workforce. Ans" 2a!se .Schermerhorn-Management.s Ta/onom'" App!ication 41.

. A manager is a person in an organi6ation who s pports.s Ta/onom'" .SB" Operations Management B!oom. 1-11 . -nc.SB" A#M B!oom.SB" A#M B!oom. s pervises and is responsi*!e for the work efforts and performance accomp!ishments of other peop!e. Ans" Tr e #esponse" $age 11 &iffic !t'" (as' #ef" Managers in the Few Workp!ace AA. Organi6ations that treat their peop!e *etter tend to perform *etter.op'right 8 1911 John Wi!e' : Sons. Ans" Tr e #esponse" $age 11 &iffic !t'" (as' #ef" Managers in the Few Workp!ace . Ans" Tr e #esponse" $age 11 &iffic !t'" (as' #ef" Managers in the Few Workp!ace AA. Ans" 2a!se #esponse" $age 11 &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA. 11th edition Test Bank #esponse" $age 11 &iffic !t'" Moderate #ef" Organi6ations in the Few Workp!ace AA.Schermerhorn-Management. not managing the overa!! performance of the entire organi6ation.SB" Operations Management B!oom.s Ta/onom'" 0now!edge 47.s Ta/onom'" 0now!edge 4. A manager is a person in an organi6ation who is responsi*!e for the work efforts and performance accomp!ishments of other peop!e.omprehension 4<. A manager is a person who is primari!' responsi*!e for comp!eting hisIher own work.s Ta/onom'" App!ication 44.

s Ta/onom'" 0now!edge .SB" A#M B!oom. Midd!e managers are in charge of re!ative!' !arge departments or divisions consisting of sma!!er work nits.s Ta/onom'" .s Ta/onom'" App!ication 71.SB" A#M B!oom.s Ta/onom'" 0now!edge 4>. 1-11 . Ans" Tr e #esponse" $age 1% &iffic !t'" (as' #ef" Managers in the Few Workp!ace AA.op'right 8 1911 John Wi!e' : Sons. Ans" Tr e #esponse" $age 11-1% &iffic !t'" (as' #ef" Managers in the Few Workp!ace AA.s Ta/onom'" 0now!edge 79.SB" Operations Management B!oom. Managers have the !east vita! Co* in societ' since their primar' goa! is to he!p peop!e achieve their career o*Cectives. 2irst-!ine managers are responsi*!e for directing the da'-to-da' activities of emp!o'ees.SB" Operations Management B!oom. Top managers are more concerned with the dai!' operations of the interna! * siness processes than with activities in the e/terna! environment that impact the organi6ation.SB" A#M B!oom. 11th edition Test Bank AA. -nc. Ans" 2a!se #esponse" $age 11 &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA.omprehension 4?.Schermerhorn-Management. Ans" 2a!se #esponse" $age 1% &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA.

op'right 8 1911 John Wi!e' : Sons. Staff managers are responsi*!e for the work activities that make a direct contri* tion to the organi6ation3s o tp ts. A team !eader is someone who coordinates comp!e/ proCects with task dead!ines whi!e working with man' persons within and o tside the organi6ation. Ans" 2a!se #esponse" $age 1% &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA. -nc.s Ta/onom'" App!ication 7%. Midd!e managers are responsi*!e for s pervising sma!! gro ps or work nits. Ans" 2a!se #esponse" $age 14 &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA. 1-1% . )ine managers se specia! technica! e/pertise to advise and s pport the efforts of !ine workers.SB" Operations Management B!oom.s Ta/onom'" App!ication 74.SB" Operations Management B!oom. Ans" Tr e #esponse" $age 1% &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA.SB" Operations Management B!oom. An e/amp!e of a midd!e manager is a c!inic director in a hospita! who deve!ops and imp!ements action p!ans consistent with the o*Cectives set *' the hospita!3s higher-!eve! e/ec tives. Ans" 2a!se #esponse" $age 1% &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA.omprehension 7. 11th edition Test Bank 71..SB" Operations Management B!oom. Ans" 2a!se .s Ta/onom'" App!ication 77.s Ta/onom'" .Schermerhorn-Management.

s ch as finance. h man reso rces. Benera! managers have responsi*i!it' for managing a sing!e area of activit'. acco nting.SB" Operations Management B!oom.s Ta/onom'" 0now!edge . to perform their d ties and accomp!ish organi6ationa! goa!s.Schermerhorn-Management.s Ta/onom'" App!ication 7>.9. 11th edition Test Bank #esponse" $age 14 &iffic !t'" (as' #ef" Managers in the Few Workp!ace AA. Administrators are managers who are direct!' responsi*!e for managing * dgets and operations in !arge corporations. Ans" Tr e #esponse" $age 14 &iffic !t'" Moderate #ef" Managers in the Few Workp!ace .op'right 8 1911 John Wi!e' : Sons. or sa!es. -nc.s Ta/onom'" 0now!edge 7<. Ans" Tr e #esponse" $age 11 &iffic !t'" (as' #ef" Managers in the Few Workp!ace AA. 1-14 . Managers he!p peop!e.SB" Operations Management B!oom. marketing. Acco nta*i!it' is the re= irement of an emp!o'ee to show performance res !ts to someone of higher a thorit' within his or her area of responsi*i!it'.SB" Operations Management B!oom. prod ction.SB" Operations Management B!oom. Ans" 2a!se #esponse" $age 14 &iffic !t'" (as' #ef" Managers in the Few Workp!ace AA.s Ta/onom'" 0now!edge 7?. Ans" 2a!se #esponse" $age 14 &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA. working individ a!!' or in gro ps.

-n an pside-down p'ramid. -n organi6ations that are operating with an pside-down p'ramid.SB" Operations Management B!oom.SB" -ndivid a! &'namics B!oom. Ans" Tr e #esponse" $age 17 &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA. Ans" 2a!se #esponse" $age 17 &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA.%.1. and are s pported *' the managers !ocated at the *ottom. operating workers are near the top of the organi6ation.s Ta/onom'" . managers s'm*o!ica!!' remain at the top of the organi6ationa! p'ramid.omprehension . 1-17 . Ans" 2a!se #esponse" $age 14 &iffic !t'" Aard #ef" Managers in the Few Workp!ace AA.1. -nc.4.s Ta/onom'" Ana!'sis .op'right 8 1911 John Wi!e' : Sons. 11th edition Test Bank AA.s Ta/onom'" 0now!edge .SB" -ndivid a! &'namics B!oom.s Ta/onom'" App!ication . Ans" Tr e #esponse" $age 14 &iffic !t'" (as' #ef" Managers in the Few Workp!ace AA.SB" Strateg' B!oom.s Ta/onom'" Ana!'sis . 5 a!it' of work !ife is an indicator of the overa!! = a!it' of h man e/periences in the workp!ace. C st *e!ow the c stomers and c!ients the' serve. (fficient managers he!p others to *oth achieve high !eve!s of performance and e/perience satisfaction in their work.SB" Strateg' B!oom.Schermerhorn-Management.

a!!ocating reso rces. comparing res !ts to o*Cectives. &iffic !t'" Moderate #ef" The Management $rocess AA. and coordinating the activities of individ a!s and gro ps to accomp!ish p!ans. -nc.s Ta/onom'" . .op'right 8 1911 John Wi!e' : Sons.s Ta/onom'" .<. Ans" 2a!se #esponse" $age 1.. &iffic !t'" Moderate #ef" The Management $rocess AA. -n an pside-down p'ramid.SB" )eadership $rincip!es B!oom. Organi6ing is the process of assigning tasks. and contro!!ing the se of reso rces to accomp!ish performance goa!s.s Ta/onom'" 0now!edge . 11th edition Test Bank . !eading..7.SB" Strateg' B!oom.Schermerhorn-Management.>.SB" )eadership $rincip!es B!oom. $!anning is the process of meas ring work performance. organi6ing.omprehension .SB" )eadership $rincip!es B!oom. 1-1. Management is the process of p!anning.E Ans" Tr e #esponse" $age 17 &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA. Ans" Tr e #esponse" $age 1< &iffic !t'" (as' #ef" The Management $rocess AA. the *est managers are often known for Dhe!pingE and Ds pportingE vers s DdirectingE and Dorder-giving.omprehension . and taking corrective action as needed. Ans" Tr e #esponse" $age 1.s Ta/onom'" Ana!'sis .

Schermerhorn-Management. Ans" 2a!se #esponse" $age 19 .SB" )eadership $rincip!es B!oom.SB" -ndivid a! &'namics B!oom. According to Aenr' Mint6*erg. 11th edition Test Bank . Bood managers foc s on setting and imp!ementing goa!s with the he!p of re!ative!' few peop!e who work inside of the organi6ation. Ans" Tr e #esponse" $age 1> &iffic !t'" (as' #ef" The Management $rocess AA. Agenda setting and networking are activities that contri* te to a genera! manager3s s ccess. . a!!ocating reso rces.omprehension <1.s Ta/onom'" .s Ta/onom'" 0now!edge <1.SB" )eadership $rincip!es B!oom. dist r*ance hand!er. Ans" Tr e #esponse" $age 19 #esponse" (as' #ef" The Management $rocess AA. )eading is the process of aro sing peop!e3s enth siasm to work hard and inspiring their efforts to f !fi!! p!ans and accomp!ish o*Cectives.ontro!!ing is the process of assigning tasks.s Ta/onom'" 0now!edge <9. reso rce a!!ocator.op'right 8 1911 John Wi!e' : Sons.s Ta/onom'" 0now!edge <%. and negotiator.SB" -ndivid a! &'namics B!oom. 1-1< . Ans" 2a!se #esponse" $age 1? &iffic !t'" Moderate #ef" The Management $rocess AA. and coordinating activities. the manager3s interpersona! ro!es inc! de *eing an entreprene r. Ans" 2a!se #esponse" $age 1> &iffic !t'" (as' #ef" The Management $rocess AA. -nc.?.

SB" -ndivid a! &'namics B!oom.s Ta/onom'" .SB" -ndivid a! &'namics B!oom. Ans" 2a!se #esponse" $age 11 &iffic !t'" Moderate #ef" )earning Aow to Manage AA. demanding.op'right 8 1911 John Wi!e' : Sons.s Ta/onom'" Ana!'sis <<. Ans" Tr e #esponse" $age 11 &iffic !t'" Aard #ef" )earning Aow to Manage . A man ski!!s are more important to !ower-!eve! managers vers s top-!eve! managers. Ans" 2a!se #esponse" $age 19 &iffic !t'" (as' #ef" The Management $rocess AA.SB" Strateg' B!oom. Ans" Tr e #esponse" $age 19 &iffic !t'" Moderate #ef" The Management $rocess AA.Schermerhorn-Management. and performance e/pectations making peop!e3s career s ccess dependent on a commitment to contin o s !ife!ong !earning.SB" -ndivid a! &'namics B!oom. Fetworking is the process of * i!ding and maintaining positive re!ationships with peop!e whose he!p ma' *e needed to imp!ement one3s agendas. 11th edition Test Bank &iffic !t'" Moderate #ef" The Management $rocess AA. 1-1> . Manageria! work is * s'. -nc.s Ta/onom'" App!ication <4. opport nities. The demands of toda'3s organi6ations create pro*!ems. and stressf ! on!' at the highest !eve!s of management in the organi6ation.omprehension <7..s Ta/onom'" 0now!edge <.

s Ta/onom'" .s Ta/onom'" . Ans" Tr e #esponse" $age 11 &iffic !t'" Moderate #ef" )earning Aow to Manage AA. whereas a h man ski!! is the a*i!it' to view a sit ation *road!' and so!ve pro*!ems to the *enefit of a!! concerned.omprehension .omprehension >1.SB" (nvironmenta! -nf! ence B!oom.s Ta/onom'" App!ication >9. A technica! ski!! is the a*i!it' to work we!! in cooperation with other peop!e.SB" -ndivid a! &'namics B!oom. 1-1? . Ans" 2a!se #esponse" $age 11 &iffic !t'" Moderate #ef" )earning Aow to Manage AA. -nc. Ans" 2a!se #esponse" $age 11 &iffic !t'" Moderate #ef" )earning Aow to Manage AA. 11th edition Test Bank AA.SB" -ndivid a! &'namics B!oom. Ans" 2a!se #esponse" $age 11 &iffic !t'" Moderate #ef" )earning Aow to Manage AA. )ife!ong !earning is the a*i!it' to trans!ate know!edge into action that res !ts in desired performance.SB" -ndivid a! &'namics B!oom. (motiona! inte!!igence re!ates to one3s a*i!it' to deve!op socia! and interpersona! ski!!s.s Ta/onom'" App!ication <?.s Ta/onom'" S'nthesis <>. A concept a! ski!! is the a*i!it' to se specia! ski!!s or e/pertise to do one3s work.Schermerhorn-Management.op'right 8 1911 John Wi!e' : Sons.SB" -ndivid a! &'namics B!oom.

11th edition Test Bank >1. the B!ind Spot. -nvo!vement. #espect.ha!!enge o r wi!!ingness and capacities for se!f-discover' B. is eas' to ta!k a*o t * t hard to master (. he!ps s * i!d on strengths B. #espect.Schermerhorn-Management. The Dthemes of the da'E for great organi6ations in the Few (conom' are" A.omprehension Multiple Choice >%. $articipation.SB" -ndivid a! &'namics B!oom.omprehension >7. #epresent perceptions of o rse!ves . he!ps overcome weaknesses . Se!f-management. The Gnknown and Aidden Se!f" A. Se!f-management is the a*i!it' to work we!! in cooperation with other peop!e. he!ps s avoid tendencies toward se!f-enhancement &. ... -nvo!vement. Teamwork.SB" -ndivid a! &'namics B!oom. Se!f-Awareness" A. #epresent the perceptions others have of s &. #espect. $rovide on!' what is known to others (. A!! of the a*ove Ans" ( #esponse" $age % &iffic !t'" (as' #ef" )earning A*o t +o rse!f AA. Ans" 2a!se #esponse" $age 11 &iffic !t'" Moderate #ef" )earning Aow to Manage AA.s Ta/onom'" 0now!edge >4.s Ta/onom'" . $articipation. Fone of the a*ove Ans" A #esponse" $age % &iffic !t'" Moderate #ef" )earning A*o t +o rse!f AA. (mpowerment . -nc.SB" -ndivid a! &'namics B!oom..s Ta/onom'" . Se!f-management.op'right 8 1911 John Wi!e' : Sons. -nvo!vement. 1-19 . According to the Johari Window. Teamwork. Se!f-management B. Tradition. Shareho!der va! e .

-nc. According to the te/t. . Teamwork.SB" -ndivid a! &'namics B!oom. Techno!og' Aversion . Gti!i6ing services s ch as Monster. 11th edition Test Bank &.Schermerhorn-Management. -nvo!vement. She !ooks forward to the !atest techno!ogica! advancements and em*races the change *' !earning a*o t the new techno!og' and how it can *e app!ied to her Co*.s Ta/onom'" App!ication >>. Se!f-management.apita! (. #ache! is disp!a'ing aKnL JJJJJJJJJJ.SB" -ndivid a! &'namics B!oom. A.. Aigh Tech -5 B. #espect. Tech -5 is JJJJJJJJJJJJJ. -nte!!ect a! . Se!f-management.. Workforce &iversit' &. $articipation. Action Ans" B #esponse" $age 4 &iffic !t'" Moderate #ef" -ntrod ction AA.op'right 8 1911 John Wi!e' : Sons.apita! Browth &. .s Ta/onom'" . #espect. -nte!!ect a! .. (thics in the Workp!ace Ans" A #esponse" $age 7 &iffic !t'" Aard #ef" Working Toda' AA.com and )inked-n on!ine career sites for Co* h nting taking advantage of 'o r on!ine access and sing the right protoco!s to access these reso rces is an e/amp!e of JJJJJJJJJ. 1-11 .SB" (nvironmenta! -nf! ence B!oom.s Ta/onom'" App!ication ><. Fone of the a*ove Ans" B #esponse" $age . Tech -5 . A. $articipation. 0now!edge Worker B. (/amp!e of 0now!edge Worker fatig e (. &iffic !t'" Moderate #ef" Working Toda' AA.omprehension >. #ache! enCo's working with techno!og' and is comforta*!e sing it in her ever'da' activities inc! ding at her Co* as an acco ntant.ontro! (.

(ntreprene rship. ethnicit'. 2ree agenc'. B. Ski!! portfo!ios. .s Ta/onom'" App!ication ?9.Schermerhorn-Management.op'right 8 1911 John Wi!e' : Sons. of what is DgoodE and DrightE in one3s *ehavior. -nc.s Ta/onom'" S'nthesis . keep track of e/isting ones..SB" -ndivid a! &'namics B!oom..s Ta/onom'" 0now!edge >?. The differences that e/ist among emp!o'ees with regard to gender. AB. &iversit' (. A set of mora! standards.ompetitiveness &. 1-11 . ski!! portfo!ios.omp ting B.SB" -ndivid a! &'namics B!oom. . Ski!! portfo!ios. -nc. Traditiona! va! es Ans" A #esponse" $age 4 &iffic !t'" Aard #ef" Working Toda' AA. 2ree agenc'. free agenc'. 2!e/i*i!it'. -nc.ontro! . A person3s know!edge of their Co* description within the organi6ation Ans" & #esponse" $age 7 &iffic !t'" (as' #ef" Working Toda' AA. . . 11th edition Test Bank A. age. 2ree agenc'. careers are *eing redefined in terms of" A. Ski!! portfo!ios. &iffic !t'" Moderate #ef" Working Toda' AA. The' wo !d !ike to *e a*!e to interact with this software and r n its app!ications witho t the need to insta!! the software on their compan' comp ters. and * siness competition.!o d . (ntreprene rship. A. (ntreprene rship. A person3s a*i!it' to se techno!og' at work and ever'da' !iving. (ntreprene rship. etc.. B!o*a!i6ation (. and track sa!es performance.SB" -nformation Techno!ogies B!oom. 2ree agenc'. -n toda'3s new workp!ace. prod ct markets. 0now!edge Workers . The wor!dwide interdependence of reso rce f!ows. appears to have an interest in JJJJJJJ. wo !d !ike to ti!i6e new software programs to track potentia! c stomers. Fone of the a*ove Ans" A #esponse" $age . (. Ski!! portfo!ios. Fetwork Storage &. and entreprene rship. AB. B. and commitment to sta' informed on the !atest techno!ogica! deve!opments. &...

op'right 8 1911 John Wi!e' : Sons. and what peop!e do with what the' know and !earn. . career s ccess toda' a!so re= ires" A. B. A strong sense of tradition (. (. &.. What peop!e know. A.. #esponse" $age 4 &iffic !t'" Moderate #ef" Working Toda' AA. The one concept that does not acc rate!' descri*e factors impacting careers in the new econom' is" A.SB" -ndivid a! &'namics B!oom. B aranteed emp!o'ment. 2!e/i*i!it'.s Ta/onom'" S'nthesis . -n addition to initiative and discip!ine. . 11th edition Test Bank ?1. 2ree agenc'. what peop!e !earn. 1-1% . The !timate fo ndation of organi6ationa! performance is JJJJJJJJJJ.s Ta/onom'" Ana!'sis ?1. (. Ski!! portfo!ios.SB" -ndivid a! &'namics B!oom. (ntreprene rship. Assertiveness Ans" A #esponse" $age 4 &iffic !t'" Moderate #ef" Working Toda' AA.ompetitiveness &. &.ontin o s !earning B. The prod ction of = a!it' goods or the provision of = a!it' services. B. Benerating a good ret rn on capita! investments. The avai!a*i!it' and amo nt of financia! capita!.. . (nco raging teamwork and emp!o'ee invo!vement Ans" . . -nc.s Ta/onom'" Ana!'sis ?%.Schermerhorn-Management. Ans" & #esponse" $age 4 &iffic !t'" Moderate #ef" Working Toda' AA. Aggressiveness .SB" -ndivid a! &'namics B!oom.

Be wi!!ing to achieve greater persona! competenc' and accomp!ishment B.. A !earning organi6ation &. Aave a variet' of persona! e/periences working in foreign co ntries . e/ec tive . 1-14 .Schermerhorn-Management.op'right 8 1911 John Wi!e' : Sons.. 11th edition Test Bank ?4.. Ans" ( #esponse" $age 7 &iffic !t'" Moderate #ef" Working Toda' AA. A and .SB" -ndivid a! &'namics B!oom. know!edge worker Ans" ( #esponse" $age 7 &iffic !t'" (as' #ef" Working Toda' AA. 0now!edge management (. -nc..s Ta/onom'" 0now!edge ?7. Be a se!f-starter who is contin o s!' !earning new things &. Manageria! competenc' Ans" B #esponse" $age 4 &iffic !t'" (as' #ef" Working Toda' AA. A.s Ta/onom'" 0now!edge .SB" -ndivid a! &'namics B!oom. Manageria! e/pertise B. !eader B. entreprene r (. f nctiona! manager &. A.s Ta/onom'" S'nthesis ?. A. -nte!!ect a! capita! . Aaving a s ccessf ! career in the new econom' re= ires a person to JJJJJJJJJJ. Take risks (. Someone whose mind is a critica! asset to emp!o'ers and who contri* tes to the inte!!ect a! capita! of the organi6ation is referred to as aKnL JJJJJJJJJJ.SB" Operations Management B!oom. JJJJJJJJJJ is defined as the co!!ective *rainpower or shared know!edge of a workforce that can *e sed to create va! e.

SB" Bro p &'namics B!oom.. Ao!ding negative.omprehension ?>.s Ta/onom'" . immora! Ans" & #esponse" $age > &iffic !t'" Moderate #ef" Working Toda' AA. re!igion. the g!ass cei!ing effect &. and a*!e-*odiedness are characteristics of JJJJJJJJJJ. A. preC dice B. A.SB" Bro p &'namics B!oom..omprehension ??. *ias Ans" B #esponse" $age > &iffic !t'" Moderate #ef" Working Toda' AA.s Ta/onom'" App!ication . racia! discrimination B.SB" Bro p &'namics B!oom.s Ta/onom'" . ethnicit'. stereot'ping (. gender.Schermerhorn-Management. &ifferences among mem*ers of the workforce s ch as age. se/ a! orientation. A. workforce diversit' . workforce p!anning and deve!opment (. discrimination . Treating minorit' mem*ers nfair!' and den'ing them the f !! *enefits of organi6ationa! mem*ership is ca!!ed JJJJJJJJJJ.op'right 8 1911 John Wi!e' : Sons. 1-17 . workforce demographics &. h man reso rce management Ans" B #esponse" $age > &iffic !t'" Moderate #ef" Working Toda' AA. 11th edition Test Bank ?<. irrationa! opinions and attit des toward mem*ers of diverse pop !ations is considered to *e JJJJJJJJJJ. preC dice (. nethica! . -nc. discrimination B. i!!ega! &..

o ntries and peop!es are increasing!' interconnected. An invisi*!e *arrier that prevents women and minorities from rising a*ove a certain !eve! of organi6ationa! responsi*i!it' is ca!!ed JJJJJJJJJJ.ross-c !t ra! * siness Ans" . &iffic !t'" Moderate #ef" Working Toda' AA. 11th edition Test Bank 199. A.omprehension 191. Which of the fo!!owing statements does not acc rate!' descri*e the impact of the g!o*a! econom'M A. 1-1. The nationa! *o ndaries of * siness are disappearing.Schermerhorn-Management. . &. -nternationa! management . B. $reC dice B.. B!o*a!i6ation &.op'right 8 1911 John Wi!e' : Sons. Stereot'ping Ans" B #esponse" $age > &iffic !t'" Moderate #ef" Working Toda' AA. Bender Bias. -nternationa! entreprene rship B. (.s Ta/onom'" . A. Ans" ( #esponse" $age .SB" (nvironmenta! -nf! ence B!oom. and * siness competition that characteri6es the new econom'.s Ta/onom'" . #esponse" $age .s Ta/onom'" Ana!'sis . The g!ass cei!ing effect . &iffic !t'" Moderate #ef" Working Toda' AA.SB" (nvironmenta! -nf! ence B!oom. &.SB" (nvironmenta! -nf! ence B!oom. The wor!d is increasing!' arranged in regiona! economic *!ocks. There is !ess economic interdependence *etween nations.omprehension 191. . Bovernment !eaders in o r g!o*a! econom' are concerned a*o t the competitiveness of nations. prod ct markets. .. JJJJJJJJJJ represents the wor!dwide interdependence of reso rce f!ows. The Bood O!d Bo' network (. . -nc.. S pp!' chain management (.

. Mora!it' &. 11th edition Test Bank 19%.. -nc. (thics (. A. Socia! responsi*i!it' Ans" & #esponse" $age > &iffic !t'" (as' . (thics (.SB" (thica! #esponsi*i!ities B!oom. Te!ecomm ting &. Socia! responsi*i!it' Ans" & #esponse" $age > &iffic !t'" Moderate #ef" Working Toda' AA. $ersona! va! es .op'right 8 1911 John Wi!e' : Sons.. Mora!it' B. &iffic !t'" (as' #ef" Working Toda' AA.orporate governance &.SB" -nformation Techno!ogies B!oom.s Ta/onom'" 0now!edge 194. -n JJJJJJJJJJJJJJ peop!e ho!d meetings. JJJJJJJJJJ consists of a code of mora! princip!es that sets standards of what is DgoodE and DrightE as opposed to *eing D*adE and Dwrong. We* *!ogs B. One of the a*ove Ans" & #esponse" $age . A. share information and make p!ans and so!ve pro*!ems together. JJJJJJJJJJJJJ is a set of mora! standards that descri*es what is good and right in terms of one3s *ehavior. .s Ta/onom'" .Schermerhorn-Management. Forms and va! es .onference ca!!s .omprehension 197. A set of norms B. Hirt a! teams A. fi!es.E A. . 1-1< . access common data*ases.

.SB" -ndivid a! &'namics B!oom. and ski!!ed workers Ans" . and part-time workers &. temporar' ski!!ed worker B. Technica! emp!o'ees. the -rish shamrock can *e sed to descri*e the changing emp!o'ment patterns in organi6ations of JJJJJJJJJJJJ. contract worker . Socia! networks &. part-time worker &. core worker (.SB" (thica! #esponsi*i!ities B!oom.s Ta/onom'" . According to . nski!!ed !a*orers. f !!-time workers. manager Ans" & #esponse" $age ? &iffic !t'" Moderate #ef" Working Toda' . -nternships (. According to . and core emp!o'ees . On!ine Co* search we*site .s Ta/onom'" 0now!edge 19. On!ine res me B. 11th edition Test Bank #ef" Working Toda' AA.ontract workers..ore workers. . nski!!ed !a*orers. a JJJJJJJJJJ is a person who p rs es a standard career path.op'right 8 1911 John Wi!e' : Sons.omprehension 19>. part-time workers. contract workers. #esponse" $age ? &iffic !t'" Moderate #ef" Working Toda' AA. Which of the fo!!owing co !d he!p faci!itate a new co!!ege grad ate3s career entr' pointM A. .har!es Aand'.har!es Aand'. A. 1-1> . Ski!!ed workers. and contract workers (. 2 !!-time workers. -nc. and temporar' workers B..s Ta/onom'" Ana!'sis 19<.SB" -ndivid a! &'namics B!oom. A..Schermerhorn-Management. A!! of the a*ove Ans" ( #esponse" $age ? &iffic !t'" Moderate #ef" Working Toda' AA.

.SB" -ndivid a! &'namics B!oom. #esponse" $age ? &iffic !t'" Moderate #ef" Working Toda' AA.($T" A. 11th edition Test Bank AA. )ove of techno!og'.SB" -ndivid a! &'namics B!oom. &. part-time worker Ans" . .Schermerhorn-Management. contingent worker B. A.har!es Aand'3s description of changing careers. 1-1? . -nc. core worker . temporar' worker (. Ans" & #esponse" $age ? &iffic !t'" Aard #ef" Working Toda' AA. contract worker &. (.s Ta/onom'" . peop!e m st do a!! of the fo!!owing (N. Master'.s Ta/onom'" Ana!'sis 111. Be a*!e to contri* te something of va! e to their emp!o'ers B. Marketing. Teamwork. -n .omprehension 19?. Be a*!e to comm nicate persona! and work gro p s ccesses and progress &.op'right 8 1911 John Wi!e' : Sons.s Ta/onom'" App!ication 119. To s rvive in the new workp!ace.SB" -ndivid a! &'namics B!oom. Act as if the' are r nning their own * sinesses (. B. a person who maintains and pgrades their ski!!s in order to readi!' shift Co*s and even careers when necessar' is a JJJJJJJJJJ. Aave !inks with peers and others inside and o tside the organi6ation in order to get things done . Which of the fo!!owing is not one of the ear!' career s rviva! ski!!s for the new workp!ace identified in the te/tM A... Aave an e/tensive know!edge of information techno!og' Ans" ( #esponse" $age ? &iffic !t'" Moderate #ef" Working Toda' . (ntreprene rship.

$reeminence of techno!og' B.. co!!ection of peop!e working together in a * siness Ans" B #esponse" $age 19 &iffic !t'" Moderate #ef" Organi6ations in the Few Workp!ace AA. 2oc s on serving the c stomer .ommand and ..SB" (nvironmenta! -nf! ence B!oom. &iffic !t'" Moderate #ef" Organi6ations in the Few Workp!ace AA. co!!ection of peop!e working in different departments (.Schermerhorn-Management. A.s Ta/onom'" 0now!edge .ontro!E . 1-%9 .SB" Bro p &'namics B!oom. (mphasis on teamwork (. The pside-down p'ramid is a concept that !ooks at the entire organi6ation in order to" A. According to 'o r te/t. Fone of the a*ove Ans" B #esponse" $age 1.op'right 8 1911 John Wi!e' : Sons.SB" -ndivid a! &'namics B!oom. 11th edition Test Bank AA.SB" Strateg' B!oom.omprehension 114..s Ta/onom'" . An organi6ation is a JJJJJJJJJJ. co!!ection of peop!e working together to achieve a common p rpose . &emise of D. co!!ection of peop!e reporting to the same manager &. -nc.s Ta/onom'" Ana!'sis 11%. A!! of the a*ove Ans" ( #esponse" $age 11 &iffic !t'" Moderate #ef" Organi6ations in the Few Workp!ace AA. &etermine promotion opport nities (. Aave emp!o'ees s pport the mangers &. (sta*!ish a forma! chain of command B. -mportance of networking &.s Ta/onom'" Ana!'sis 111. co!!ection of peop!e working on the same proCects B. some of the trends and transitions in o r c rrent environment that wi!! impact management inc! de" A.

$roviding sef ! JJJJJJJJJJ andIor JJJJJJJJJJ is a *road p rpose that a!! organi6ations share.s Ta/onom'" Ana!'sis 11<...SB" .s Ta/onom'" . #esponse" $age 19 &iffic !t'" Moderate #ef" Organi6ations in the Few Workp!ace AA. Making a profit and providing a high ret rn to stockho!ders B.. B. #esponse" $age 19 &iffic !t'" Moderate #ef" Organi6ations in the Few Workp!ace AA.omprehension 11. $rod cing = a!it' prod cts. -nc.SB" .reation of Ha! e B!oom. JJJJJJJJJJ is increasing!' viewed as a so rce of organi6ationa! strength and performance advantage. ski!!s … know!edge. providing c stomer satisfaction and *eing socia!!' responsi*!e . information … reso rces. different gro ps or nits working for the same organi6ation (.op'right 8 1911 John Wi!e' : Sons. (. sets of organi6ationa! po!icies and processes . str ct res … techno!og'. &. comp!ete!' independent s *s'stems that interact with their environments Ans" .omprehension .Schermerhorn-Management. vario s s *s'stems. man' interdependent parts that f nction together to achieve a common p rpose &.. $rod cing goods and services for wor!dwide cons mption &. 11th edition Test Bank 117. 1-%1 . Making the highest ret rn on investment and having the greatest profita*i!it' (. Ans" . A. A. . A. information techno!og' … training. goods … services. Organi6ations are comp!e/ s'stems composed of JJJJJJJJJJ.reation of Ha! e B!oom. each of which works for separate goa!s B. &iversification thro gh mergers and ac= isitions Ans" B #esponse" $age 19 &iffic !t'" Moderate #ef" Organi6ations in the Few Workp!ace AA.s Ta/onom'" .SB" Operations Management B!oom.

JJJJJJJJJJ refers to the operation in which a * siness or nonprofit organi6ation adds va! e to the origina! cost of reso rce inp ts whi!e the * siness organi6ation earns a profit or the nonprofit organi6ation adds wea!th to societ'. The environment cons mes prod ct o tp ts inc! ding peop!e. The organi6ation creates a transformation process for t rning reso rce inp ts into o tp ts. #eso rce inp ts affect prod ct o tp ts thro gh a feed*ack !oop. The environment provides reso rce inp ts inc! ding finished goods andIor services. &.SB" Operations Management B!oom. Ans" B #esponse" $age 19 &iffic !t'" Moderate #ef" Organi6ations in the Few Workp!ace AA. mone'. . #eso rce management .SB" Operations Management B!oom. . 1-%1 . An open s'stem interacts with their environments in a contin a! process of transforming reso rce inp ts into prod ct o tp ts in the form of finished goods andIor services. Which of the fo!!owing statements acc rate!' descri*es the open s'stems mode! of organi6ationsM A.s Ta/onom'" Ana!'sis 11?. (. and information. B.s Ta/onom'" Ana!'sis 119..Schermerhorn-Management. #esponse" $age 11 &iffic !t'" Moderate #ef" Organi6ations in the Few Workp!ace . Ans" & #esponse" $age 19 &iffic !t'" Aard #ef" Organi6ations in the Few Workp!ace AA. Which of the fo!!owing acc rate!' descri*es an open s'stemM A. B. An open s'stem is sed to share and e/change information across organi6ationa! *o ndaries. techno!og'. (. Workf!ows are part of the reso rce inp ts. materia!s. An open s'stem treats its emp!o'ees as an important asset.op'right 8 1911 John Wi!e' : Sons. 11th edition Test Bank 11>.. Ha! e creation &. Operations management (.. #eso rce ti!i6ation Ans" . An open s'stem is a co!!ection of s *s'stems that are not connected to the e/terna! environment. A. &. -nc. An open s'stem is one of man' s'stems that have a positive impact on emp!o'ee satisfaction. $rod ction B.

. va! e creation Ans" & #esponse" $age 11 &iffic !t'" Moderate #ef" Organi6ations in the Few Workp!ace . $rofita*i!it'.omprehension 11%. JJJJJJJJJJ refers to the = antit' and = a!it' of work performance. prod ctivit' . 11th edition Test Bank AA. *enefit societ' … earn a profit . A. -nc. An o tp t meas re of task or goa! accomp!ishment is ca!!ed JJJJJJJJJJ.reation of Ha! e B!oom. performance effectiveness (. &. Organi6ationa! performance.op'right 8 1911 John Wi!e' : Sons.reation of Ha! e B!oom.s Ta/onom'" . ret rn on investment &.s Ta/onom'" App!ication 111.. promote corporate socia! responsi*i!it' … increase market share Ans" B #esponse" $age 11 &iffic !t'" Aard #ef" Organi6ations in the Few Workp!ace AA. earn a profit …. nonprofit organi6ations JJJJJJJJJJ and * siness organi6ations JJJJJJJJJJ. Ans" & #esponse" $age 11 &iffic !t'" Moderate #ef" Organi6ations in the Few Workp!ace AA. . -f an operation adds va! e to the origina! cost of reso rce inp ts.s Ta/onom'" (va! ation 111. $rod ctivit'. promote corporate socia! responsi*i!it' &.. A. increase shareho!der va! e … promote corporate governance (. performance efficienc' B. with reso rce ti!i6ation taken into acco nt. earn a profit … increase shareho!der va! e B. (fficienc'. B. (.Schermerhorn-Management. A.SB" Operations Management B!oom. 1-%% .SB" .SB" . (ffectiveness.

An inp t meas re of the reso rce costs associated with goa! accomp!ishment is ca!!ed JJJJJJJJJ. prod ctivit' … performance effectiveness. When reso rce ti!i6ation is good and goa! attainment is !ow. &. B.Schermerhorn-Management. organi6ationa! performance is efficient * t not effective. organi6ationa! performance is effective * t not efficient.. .. performance efficienc' … performance effectiveness. Which of the fo!!owing statements does FOT acc rate!' descri*e the impact of reso rce ti!i6ation and goa! attainment on organi6ationa! performanceM A. When reso rce ti!i6ation is good and goa! attainment is high. prod ctivit' … performance efficienc'. organi6ationa! performance is neither effective nor efficient.. . When reso rce ti!i6ation is poor and goa! attainment is high.SB" Operations Management B!oom. Ans" ( #esponse" $age 11 &iffic !t'" Aard #ef" Organi6ations in the Few Workp!ace AA. A. -nc.op'right 8 1911 John Wi!e' : Sons. &. . A. performance efficienc' B.s Ta/onom'" 0now!edge 114. When reso rce ti!i6ation is poor and goa! attainment is !ow. va! e creation Ans" A #esponse" $age 11 &iffic !t'" Moderate #ef" Organi6ations in the Few Workp!ace AA.SB" Operations Management B!oom. organi6ationa! performance is *oth effective and efficient. 1-%4 . prod ctivit' .s Ta/onom'" . (. even at the e/pense of missing prod ction targets. is more interested in JJJJJJJJJJ than in JJJJJJJJJJ. 11th edition Test Bank AA. performance effectiveness … performance efficienc'. ret rn on -nvestment &. B..omprehension 117. Organi6ationa! performance is naffected *' poor vers s good reso rce ti!i6ation and !ow vers s high goa! attainment.SB" Operations Management B!oom.s Ta/onom'" Ana!'sis 11. A manager who emphasi6es cost containment. performance effectiveness (.

$rod ctivit' &.s Ta/onom'" .. $reeminence of techno!og'. &emise of command-and-contro!. (mphasis on teamwork.. -nc. Toda'3s organi6ationa! trends (. $erformance effectiveness B. #esponse" $age 11-11 &iffic !t'" Moderate #ef" Organi6ations in the Few Workp!ace AA. . &. Which of the fo!!owing is FOT one of the trends organi6ations are facing as mentioned in the te/tM A. . when the' foc s on increasing market share B.SB" (nvironmenta! -nf! ence B!oom.op'right 8 1911 John Wi!e' : Sons. $feffer and Heiga reported that organi6ations perform *etter JJJJJJJJJJ.s Ta/onom'" Ana!'sis 11<.omprehension 11>. $rogressive *rand marketing.s Ta/onom'" .. According to the te/t.SB" Strateg' B!oom. Ans" & #esponse" $age 11-11 &iffic !t'" Moderate #ef" Organi6ations in the Few Workp!ace AA. (mphasis on teamwork. Be!ief in h man capita!. (. $erformance efficienc' .Schermerhorn-Management. when the' address nsatisfactor' performance 1-%7 . Ans" . when the' enco rage workforce diversit' (. B. A. Ans" A #esponse" $age 11 &iffic !t'" Aard #ef" Organi6ations in the Few Workp!ace AA. treat c stomers with respect . 11th edition Test Bank (. and importance of networking are a!! e/amp!es of" A. Fone of the a*ove.SB" (nvironmenta! -nf! ence B!oom. when the' treat their emp!o'ees *etter &.omprehension 11?. pre-eminence of techno!og'. prod ctivit' … $rofita*i!it'.

s Ta/onom'" . proCect and prod ct managers B.SB" A#M B!oom. top.. someone who is responsi*!e for directing and s pervising !ower !eve! emp!o'ees &. $roCect managers . A manager ma' *e defined in the te/t as JJJJJJJJJJ. Top !eve! managers B.SB" A#M B!oom. A. A. administrative and genera! Ans" . 1-%.omprehension 1%1. 2 nctiona! managers (. and team !eaders or s pervisors &. Midd!e !eve! managers . When managers are c!assified according to hierarchica! !eve! in the organi6ation the' are descri*ed as JJJJJJJJJJ.omprehension 1%9. #esponse" $age 11 &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA..s Ta/onom'" . 11th edition Test Bank Ans" .s Ta/onom'" 0now!edge 1%1. #esponse" $age 1% &iffic !t'" (as' #ef" Managers in the Few Workp!ace AA. JJJJJJJJJJ are responsi*!e for the performance of the organi6ation as a who!e or for one of its maCor parts. f nctiona!. and !ine (.SB" Bro p &'namics B!oom. -nc..Schermerhorn-Management. . someone who is !o'a! to the organi6ation .op'right 8 1911 John Wi!e' : Sons. g!o*a! and domestic . midd!e. someone who tries to prod ce as m ch o tp t with as !itt!e persona! inp t as possi*!e Ans" A #esponse" $age 11 &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA. A. someone who direct!' s pports and he!ps activate the work efforts and performance accomp!ishments of others B. Team !eaders or s pervisors &. staff. someone who is part of the organi6ationa! hierarch' (.

11th edition Test Bank Ans" A #esponse" $age 1% &iffic !t'" (as' #ef" Managers in the Few Workp!ace AA. -nc. 1-%< . B.op'right 8 1911 John Wi!e' : Sons.omprehension 1%7.SB" Operations Management B!oom. Midd!e management inc! des e/ec tives and vice presidents. . JJJJJJJJJJ are in charge of re!ative!' !arge departments or divisions consisting of severa! sma!!er work nits.SB" Operations Management B!oom. Top managers B. &. Which of the fo!!owing statements does FOT acc rate!' descri*e the activities of top managersM A. . Which statement a*o t midd!e management is T#G(M A. Top managers deve!op and imp!ement actions p!ans to accomp!ish organi6ationa! o*Cectives. Top managers pa' specia! attention to the e/terna! environment. B. Midd!e managers work with top managers and coordinate with peers to deve!op and imp!ement action p!ans to accomp!ish organi6ationa! o*Cectives . (. and deve!op appropriate wa's of dea!ing with them. Top managers ens re that strategies and o*Cectives are consistent with the organi6ation3s mission.s Ta/onom'" Ana!'sis 1%4. Ans" .SB" Operations Management B!oom. Midd!e managers deve!op high-!eve! action p!ans for imp!ementation *' peop!e at !ower !eve!s in the organi6ation..Schermerhorn-Management.. Top managers are a!ert to potentia! !ong-r n pro*!ems and opport nities. Benera! managers (. A. #esponse" $age 1% &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA. Team !eaders or s pervisors &.s Ta/onom'" . Top managers create and comm nicate !ong-term vision.s Ta/onom'" 0now!edge 1%%. Midd!e managers . $roCect managers Ans" B #esponse" $age 1% &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA..

Top managers B. -nforming higher !eve!s of team needs and accomp!ishments.. A JJJJJJJJJJ is in charge of a sma!! work gro p composed of non-manageria! workers. -nforming team mem*ers a*o t organi6ationa! goa!s and e/pectations. A. (. -nc. team !eader &. The responsi*i!ities of team !eaders and s pervisors inc! de a!! of the fo!!owing (N.Schermerhorn-Management.($T" A. JJJJJJJJJJ p rs e work nit performance o*Cectives that are consistent with higher-!eve! organi6ationa! goa!s. midd!e manager (. Ans" .op'right 8 1911 John Wi!e' : Sons. Midd!e managers .. A. Benera! managers . Midd!e managers constit te the first !eve! of an organi6ation3s hierarch' of a thorit'. Midd!e managers do not have other managers reporting to them.s Ta/onom'" 0now!edge 1%<. (nco raging high performance and teamwork.s Ta/onom'" Ana!'sis 1%. &eve!oping and imp!ementing action p!ans for !arge departments or divisions..oordinating with other teams and s pporting their work efforts.SB" Operations Management B!oom. #esponse" $age 14 &iffic !t'" Aard #ef" Managers in the Few Workp!ace AA. f nctiona! manager Ans" . . (. B. Ans" B #esponse" $age 1% &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA. !ine manager . 1-%> .SB" Operations Management B!oom. #esponse" $age 1% &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA. 11th edition Test Bank &. 2 nctiona! managers (.s Ta/onom'" Ana!'sis 1%>. genera! manager B.. Team !eaders or s pervisors &. &.SB" Operations Management B!oom. .

-nc. #esponse" $age 1% &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA. 1-%? . Aigher-!eve! … !ower-!eve! &.omprehension 149.s Ta/onom'" . proCect managers &. administrators Ans" B #esponse" $age 14 &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA. Staff … !ine ..op'right 8 1911 John Wi!e' : Sons.s Ta/onom'" . A.Schermerhorn-Management. 11th edition Test Bank Ans" . genera! managers (. Staff managers (.SB" Operations Management B!oom. !ine managers B.omprehension 141. Benera! managers B...s Ta/onom'" . Managers who have responsi*i!it' for work activities with a direct contri* tion to the organi6ation3s prod ct or service are ca!!ed JJJJJJJJJJ. A. Managers who se their specia! technica! e/pertise to s pport the efforts of !ine workers are ca!!ed JJJJJJJJJJ. staff managers . Benera! … f nctiona! B. A. Administrative …proCect .omprehension 1%?.SB" Operations Management B!oom. )ine managers . $roCect managers Ans" B #esponse" $age 14 &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA. Midd!e managers &. JJJJJJJJJJ managers se their specia! technica! e/pertise to s pport the efforts of JJJJJJJJJJ workers.SB" Operations Management B!oom.

s Ta/onom'" S'nthesis 141.SB" Operations Management B!oom. sa!es. staff manager (. 11th edition Test Bank (. a !ine manager . proCect manager 1-49 . f nctiona! manager &. a staff manager B. #esponse" $age 14 &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA. a genera! manager Ans" ( #esponse" $age 14 &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA.omprehension 144. administrator . . a f nctiona! manager &. and personne! f nctions ma' *e descri*ed as aKnL JJJJJJJJJJ. wareho sing. A. A. man fact ring. a proCect manager Ans" . A p!ant manager who oversees the p rchasing. a team !eader (. a staff manager . an administrator B..s Ta/onom'" .. -nc.op'right 8 1911 John Wi!e' : Sons. A manager who is responsi*!e for comp!e/ organi6ationa! nits that inc! de man' f nctiona! areas is JJJJJJJJJJ. a genera! manager (. a s pervisor &. genera! manager B. A manager who has responsi*i!it' for a sing!e area of activit' in the organi6ation is JJJJJJJJJJ. )ine … staff Ans" & #esponse" $age 14 &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA.SB" Operations Management B!oom.Schermerhorn-Management..omprehension 14%.s Ta/onom'" . A.SB" Operations Management B!oom.

SB" Operations Management B!oom. 11th edition Test Bank Ans" A #esponse" $age 14 &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA. = a!it' management . The re= irement for one person to answer to a higher a thorit' for performance res !ts in his or her area of work responsi*i!it' is known as JJJJJJJJJJ. staff managers B.s Ta/onom'" App!ication 147. A. A. -nc.SB" -ndivid a! &'namics B!oom.. chain of command (. genera! managers (. (ffective managers ti!i6e organi6ationa! reso rces res !ting in *oth JJJJJJJJJJ and JJJJJJJJJJ..s Ta/onom'" 0now!edge 14<. high ret rns to the stockho!ders O high !eve!s of satisfaction for the workers . prod ctivit' B. high profit margins O !arge market shares (. Managers who work in p *!ic or nonprofit organi6ations are ca!!ed JJJJJJJJJJ. performance management Ans" . #esponse" $age 14 &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA. administrators Ans" ( #esponse" $age 14 &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA.SB" Operations Management B!oom.Schermerhorn-Management. high-performance o tcomes O high !eve!s of satisfaction for the workers B.. !ine managers . acco nta*i!it' &. 1-41 . f nctiona! managers &.op'right 8 1911 John Wi!e' : Sons. high-= a!it' prod cts or services O high ret rns to the stockho!ders &. high-performance o tcomes O high ret rns to the stockho!ders .s Ta/onom'" S'nthesis 14. A..

.. The fo r *asic f nctions of management are JJJJJJJJJJ. &. organi6ing. and order giving.. )eading. Ans" . When the .s Ta/onom'" . &.op'right 8 1911 John Wi!e' : Sons. !eading. !eading. de!egating. . tota! = a!it' management (. . working conditions . #esponse" $age 1. A. contro!!ing.(O of a !arge retai! store chain decided to se!! off or c!ose some of the !ocations that were not profita*!e. (. = a!it' of work !ife &. and contro!!ing. contro!!ing. p!anning. Ans" B #esponse" $age 1. !eading. !eading.s Ta/onom'" S'nthesis 14>.Schermerhorn-Management. h man reso rce management B. organi6ing. and decision making. . 1-41 . and order giving. p!anning. p!anning.omprehension 14?. de!egating. A. &iffic !t'" (as' . $!anning.s Ta/onom'" App!ication 179. &iffic !t'" Aard #ef" The Management $rocess AA. and decision making. he was performing the management f nction referred to asJJJJJJJJJ A. organi6ing. (. &e!egating. contro!!ing. contin o s !earning Ans" . 11th edition Test Bank Ans" A #esponse" $age 14 &iffic !t'" Aard #ef" Managers in the Few Workp!ace AA.SB" Operations Management B!oom. B.SB" -ndivid a! &'namics B!oom. #esponse" $age 14 &iffic !t'" Moderate #ef" Managers in the Few Workp!ace AA. -nc. Organi6ing. B. The overa!! = a!it' of h man e/periences in the workp!ace is known as JJJJJJJJJJ.ontro!!ing.SB" )eadership $rincip!es B!oom.

s Ta/onom'" 0now!edge 171. A.Schermerhorn-Management.SB" )eadership $rincip!es B!oom. contro!!ing Ans" .ontro!!ing Ans" ( #esponse" $age 1> &iffic !t'" Moderate #ef" The Management $rocess AA.SB" )eadership $rincip!es B!oom. Organi6ing &. Jennifer assigns Beorge a proCect to *e comp!eted *' the end of the month and then ho!ds periodic meetings with him to review his progress. a!!ocating reso rces. decision making Ans" A #esponse" $age 1. &iffic !t'" (as' #ef" The Management $rocess AA.s Ta/onom'" App!ication 17%. A.s Ta/onom'" 0now!edge 171..SB" )eadership $rincip!es B!oom. )eading (. Assigning tasks. $!anning . !eading (. Jennifer is performing which management f nctionM A. de!egating B. &e!egating B.op'right 8 1911 John Wi!e' : Sons. organi6ing &. !eading &. and coordinating activities of individ a!s and gro ps to accomp!ish p!ans descri*es the management f nction of JJJJJJJJJJ. contro!!ing (. 1-4% . organi6ing . -nc. #esponse" $age 1< . Setting performance o*Cectives and determining the action steps for accomp!ishing them descri*es the management f nction of JJJJJJJJJJ.. p!anning B. . 11th edition Test Bank #ef" The Management $rocess AA. p!anning ..

. )eading (.. $!anning B. One gro p !ed *' # d' prepares the fr it for cooking. Organi6ing .SB" )eadership $rincip!es B!oom. she is engaged in which management f nctionM A. is a sma!!..SB" )eadership $rincip!es B!oom. 11th edition Test Bank &iffic !t'" Moderate #ef" The Management $rocess AA.Schermerhorn-Management. #eprimanding Ans" . #esponse" $age 1> &iffic !t'" Moderate #ef" The Management $rocess AA..ontro!!ing Ans" & #esponse" $age 1> &iffic !t'" Moderate #ef" The Management $rocess AA.op'right 8 1911 John Wi!e' : Sons. )eading &. The teens were divided into two gro ps. -nspiring and motivating emp!o'ees to work hard and s pporting their efforts to f !fi!! p!ans and accomp!ish o*Cectives descri*e the management f nction of" A. the owner of the compan' random!' se!ects a Car from inventor' to serve to emp!o'ees. organi6ing .s Ta/onom'" App!ication 177. has hired eight teenagers to he!p d ring the s mmer season. O2. Motivating (. 1-44 . When the owner meets with # d' to find o t wh' his gro p is not preparing the fr it as = ick!' as was e/pected. -nc. This is an e/amp!e of JJJJJJJJJJJ. $!anning B. a sma!!. fami!'-owned * siness that man fact res and markets fr it spreads. . fami!'-owned * siness that man fact res and markets organic fr it spreads.s Ta/onom'" App!ication 17. (ach emp!o'ee samp!es the spread and eva! ates its = a!it'.SB" )eadership $rincip!es B!oom. Motivating &. A. (ver' da' at *reak time. Organi6ing .s Ta/onom'" 0now!edge 174. The owner of O2. The second gro p !ed *' Am' packs the fi!!ed and coo!ed Cars in *o/es. p!anning B.

technica! ro!es (. #esponse" $age 1? &iffic !t'" Moderate #ef" The Management $rocess AA. Aenr' Mint6*erg identified a set of ro!es that managers perform. A. informationa!.Schermerhorn-Management. informationa!. strategic.SB" )eadership $rincip!es B!oom.. S pervisor'. informationa!. According to John 0otter. and strategic.op'right 8 1911 John Wi!e' : Sons. interpersona! ro!es .s Ta/onom'" App!ication 17<. two activities are f ndamenta! to a manager3s s ccess.s Ta/onom'" . de!egating Ans" & #esponse" $age 1> &iffic !t'" Aard #ef" The Management $rocess AA. decisiona! ro!es &. -nc. . Motivating and contro!!ing. -nterpersona!. Ans" . S pervisor'..s Ta/onom'" 0now!edge 17>. B.omprehension 17?. 11th edition Test Bank . manageria! ro!es that invo!ve interactions with peop!e inside and o tside the organi6ation are ca!!ed JJJJJJJJJJ. Strategic. contro!!ing (. and decisiona!. -nterpersona!. and decisiona!. . These ro!es are gro ped into which of the fo!!owing three categoriesM A. and a thoritarian. B. 1-47 . (. h man ro!es Ans" B #esponse" $age 1? &iffic !t'" Moderate #ef" The Management $rocess AA.. Fegotiating and directing. informationa! ro!es B.SB" -ndivid a! &'namics B!oom. According to Aenr' Mint6*erg. a thoritarian. &.SB" -ndivid a! &'namics B!oom. !eading &. These two activities are" A. and decisiona!.

. . -nc.Schermerhorn-Management. Managers work at fragmented and varied tasks .1. agenda setting B. Based on contin ing research of the nat re of manageria! work. $!anning and contro!!ing.op'right 8 1911 John Wi!e' : Sons. A.omm nicating and !eading. Managers work !ong ho rs B. &. . 1-4. A manageria! competence B. Managers accomp!ish m ch of their work thro gh interpersona! re!ationships (.s Ta/onom'" Ana!'sis 1.. contro!!ing (. A.ontin o s improvement .s Ta/onom'" 0now!edge 1.SB" -ndivid a! &'namics B!oom. . motivating &. the fo!!owing have *een doc mented" A.1. 11th edition Test Bank . Ans" & #esponse" $age 19 &iffic !t'" Moderate #ef" The Management $rocess AA. Managers work with man' comm nication media &. !eading . Agenda setting and networking. When managers deve!op action priorities for their Co*s that inc! de goa!s and p!ans spanning !ong and short time frames.SB" -ndivid a! &'namics B!oom.s Ta/onom'" App!ication 1. JJJJJJJJJJ is the process of contin o s!' !earning from a!! of o r dai!' e/periences and opport nities. the' are performing the important activit' of JJJJJJJJJJ. information processing Ans" A #esponse" $age 19 &iffic !t'" Moderate #ef" The Management $rocess AA. (. A!! of the a*ove Ans" ( #esponse" $age 19 &iffic !t'" Moderate #ef" The Management $rocess AA.9..SB" -ndivid a! &'namics B!oom.

. the manageria! ski!!s )(AST important to a top manager are" A.Schermerhorn-Management. A man. Technica!. Administrative ski!!s.omm nicative. -nc. s pervisor'.s Ta/onom'" 0now!edge 1. Ans" & #esponse" $age 11 &iffic !t'" (as' #ef" )earning Aow to Manage AA. and h man.. proced ra!. &. performance efficienc' (. performance effectiveness &. action-orientation B. . and concept a!.. These categories are" A.SB" -ndivid a! &'namics B!oom. According to #o*ert 0at6.SB" -ndivid a! &'namics B!oom. and strategic.SB" -ndivid a! &'namics B!oom. A.%. . )ife!ong !earning &. 0now!edge ac= isition Ans" . (/perienced-*ased ski!! deve!opment (. and strategic. B..op'right 8 1911 John Wi!e' : Sons. #esponse" $age 11 &iffic !t'" (as' #ef" )earning Aow to Manage AA.s Ta/onom'" 0now!edge 1. decision-making . The a*i!it' to trans!ate know!edge into action that res !ts in desired performance is ca!!ed JJJJJJJJJJ. s pervisor'.4. 1-4< .. Technica! ski!!s.omm nicative. h man. technica!. 11th edition Test Bank . B. a ski!! Ans" ( #esponse" $age 11 &iffic !t'" (as' #ef" )earning Aow to Manage AA.7. Organi6ationa! ski!!s. . According to #o*ert 0at6. (.s Ta/onom'" 0now!edge 1. the essentia! ski!!s of management can *e gro ped into three categories. . $roced ra!. and concept a!.

the manager of a carpet man fact rer has a rep tation for *eing open and s pportive with his emp!o'ees. (mp!o'ees fee! free to ta!k to him a*o t an' pro*!ems the' have. At the JJJJJ !eve!. A technica! ski!!. midd!e .oncept a! ski!!s.s Ta/onom'" Ana!'sis 1. concept a! . 11th edition Test Bank &. &evin. B. &.. top management B9. (...>. technica! (.s Ta/onom'" App!ication 1. Ans" B #esponse" $age 11 &iffic !t'" Moderate #ef" )earning Aow to Manage AA. A concept a! ski!!. (. 1-4> . S pervisor' ski!!s.. .Schermerhorn-Management. . A h man ski!!. s pervisor' B.<.s Ta/onom'" App!ication 1.SB" -ndivid a! &'namics B!oom. -nc. &evin is demonstrating" A. Brenda is ca!c !ating the inventor' t rnover statistics for her department. She is drawing main!' on her JJJJJ ski!!s. A. A9.op'right 8 1911 John Wi!e' : Sons. technica! ski!!s are partic !ar!' important. creative &. An administrative ski!!. administrative . strategic Ans" & #esponse" $age 11 &iffic !t'" (as' #ef" )earning Aow to Manage AA. Ans" A #esponse" $age 11 &iffic !t'" Moderate #ef" )earning Aow to Manage AA.SB" -ndivid a! &'namics B!oom. A comm nicative ski!!.SB" -ndivid a! &'namics B!oom.9.

op'right 8 1911 John Wi!e' : Sons. emotiona! inte!!igence … interpersona! ro!es. Strategic B. concept a! (. which is a!so known as JJJJJJJJJJ A.s Ta/onom'" 0now!edge 1. Administrative .s Ta/onom'" . informationa! ro!es … se!f-management. Ans" A #esponse" $age 11 &iffic !t'" Moderate #ef" )earning Aow to Manage AA.SB" -ndivid a! &'namics B!oom. and to recogni6e the imp!ications of an' one pro*!em for others. B. JJJJJJJJJJ ski!!s inc! de the a*i!it' to *reak down pro*!ems into sma!!er parts. *oard of directors Ans" & #esponse" $age 11 &iffic !t'" (as' #ef" )earning Aow to Manage AA. An important component of JJJJJJJJJJ is the a*i!it' to manage o rse!ves and o r re!ationships effective!'. A. . A.SB" -ndivid a! &'namics B!oom.omprehension 1<1. (. -nc. !ower-!eve! management (9. diagnostic &. technica! B. 1-4? . &. Ana!'tica! Ans" B #esponse" $age 11 &iffic !t'" Moderate #ef" )earning Aow to Manage AA.s Ta/onom'" . 11th edition Test Bank &9. the degree of importance associated with JJJJJJJJJJ ski!!s remains re!ative!' consistent across a!! !eve!s of management.Schermerhorn-Management. h man .omprehension 1<9. h man ski!!s … emotiona! inte!!igence. According to #o*ert 0at6.SB" -ndivid a! &'namics B!oom..?. emotiona! inte!!igence … interactiona! ski!!s. to see the re!ations among the parts. h man ski!!s … se!f-management..

!earning (. .op'right 8 1911 John Wi!e' : Sons. S pervisor' (. The management processes of p!anning. A. . &. #esponse" $age 11 &iffic !t'" Moderate #ef" )earning Aow to Manage AA. strategic .. A management team that is thinking critica!!' and ana!'tica!!' in deve!oping an organi6ationa! strateg' for dea!ing with a high!' competitive g!o*a! environment is sing JJJJJJJJJJ ski!!s.Schermerhorn-Management.oncept a! &. 1-79 .. and contro!!ing. organi6ing. ..s Ta/onom'" Ana!'sis 1<4. h man Ans" .omprehension 1<%. B.omprehension 1<1. . The information. interpersona!. Which statement concerning the re!ative importance of technica!. Manageria! competencies are imp!ied in which of the fo!!owing manageria! e!ementsM A. -nc. !eading. Technica! ski!!s are of greatest importance for midd!e managers. . The manageria! activities of agenda setting and networking.SB" -ndivid a! &'namics B!oom. Technica! ski!!s are not needed at a!! *' top managers. and decision-making demands of manageria! ro!es.oncept a! ski!!s are most important for top managers. h man. (. Ans" .SB" Bro p &'namics B!oom.SB" -ndivid a! &'namics B!oom. A man ski!!s are of greatest importance for !ower-!eve! managers. #esponse" $age 11 &iffic !t'" (as' #ef" )earning Aow to Manage AA. Their re!ative importance tends to *e a*o t the same at each manageria! !eve!.. B.s Ta/onom'" . concept a! &. technica! B. #esponse" $age 11 &iffic !t'" (as' #ef" )earning Aow to Manage AA. 11th edition Test Bank .s Ta/onom'" . and concept a! ski!!s at different management !eve!s is T#G(M A. Ao!istic Ans" .

-nc.areers  careers wi!! *e different and ever'one m st *e concerned with deve!oping their ski!! portfo!ios to remain va! a*!e reso rces to organi6ations . A!! of the a*ove ref!ect manageria! competencies. • (thics  modern societ' e/pects managers and !eaders in a!! organi6ations to cond ct their affairs according to high mora! standards.. Ans" (/p!ain wh' peop!e. Ans" & #esponse" $age 1. Ans" &escri*e the vario s cha!!enges managers m st face in the 11 st cent r' workp!ace. -ndeed. and what the' do with itPare the !timate fo ndations of organi6ationa! performance. To what e/tent are 'o . the !timate e!egance of an' organi6ation is its a*i!it' to com*ine the ta!ents of man' peop!e. sometimes tho sands of them.-19 &iffic !t'" Moderate #ef" )earning Aow to Manage AA. as a f t re manager.op'right 8 1911 John Wi!e' : Sons. • &iversit'  organi6ations and their mem*ers are *eing cha!!enged to dea! positive!' with differences among peop!eQ meeting this cha!!enge creates strategic opport nit'. • Techno!og'  the avai!a*i!it' and ease of transferring information is affecting organi6ationa! work environments and the ver' nat re of * siness itse!f. ever'one is nder press re to !earn and contin a!!' app!' new know!edge. what the' !earn. 11th edition Test Bank &. • B!o*a!i6ation  economic competitiveness is a cha!!enge of wor!dwide scope. the co!!ective *rainpower or shared know!edge of a workforce that can *e sed to create va! e.SB" -ndivid a! &'namics B!oom. to achieve ni= e and significant res !ts.s Ta/onom'" Ana!'sis 1<. $eop!e and their ta!ents Pwhat the' know.Schermerhorn-Management. The' represent what managers ca!! intellectual capital. The cha!!enges that managers m st face in the 11 st cent r' work environment inc! de the fo!!owing" • -nte!!ect a! capita!  inte!!ect a! capita! and know!edge workers increasing!' drive organi6ationsQ since know!edge constant!' *ecomes o*so!ete.s Ta/onom'" Ana!'sis Essay Questions 1<7. • . are considered an inva! a*!e asset. 1-71 . #esponse" $age 4-7 &iffic !t'" (as' #ef" Working Toda' AA. Fone of the a*ove ref!ects manageria! competencies. an organi6ation3s emp!o'ees. prepared to meet each of these cha!!engesM (/p!ain 'o r answer.SB" -ndivid a! &'namics B!oom. (.

and team !eaders or s pervisors. 11th edition Test Bank (ach st dent sho !d assess hisIher own !eve! of competenc' with respect to dea!ing with these cha!!enges. -nc. Top managers ens re that maCor performance o*Cectives are esta*!ished and accomp!ished in accordance with the organi6ation3s p rpose. The three !eve!s of management are top managers. Midd!e managers are in charge of re!ative!' !arge departments or divisions consisting of severa! sma!!er work nits. Witho t this he!p. Top managers are responsi*!e for the performance of an organi6ation as a who!e or for one of its !arger parts. &efine each of the fo r f nctions of management and Mint6*erg3s ten manageria! ro!es.op'right 8 1911 John Wi!e' : Sons. A manager is a person in an organi6ation who s pports and is responsi*!e for the work performance of one or more other persons.SB" -ndivid a! &'namics B!oom. !eading. The fo r f nctions of management are p!anning.s Ta/onom'" Ana!'sis 1<?. Midd!e managers report to top managers and coordinate with peers to deve!op and imp!ement action p!ans to accomp!ish organi6ationa! o*Cectives. the efforts of the organi6ation3s mem*ers pro*a*!' wo !d not *e coordinated s fficient!' to achieve the organi6ation3s common p rpose. Ans" &efine the three !eve!s of management and e/p!ain the maCor responsi*i!ities of managers at each !eve!. #esponse" $age 19-11 &iffic !t'" Aard #ef" Organi6ations in the Few Workp!ace AA.Schermerhorn-Management. midd!e managers. #esponse" $age 1% &iffic !t'" (as' #ef" Managers in the Few Workp!ace AA. 1-71 . as we!! as wh' heIshe isIisn3t prepared to meet these cha!!enges.s Ta/onom'" S'nthesis 1<<.SB" Operations Management B!oom. Team !eaders or s pervisors ens re that their work teams or nits meet performance o*Cectives that are consistent with the p!ans of midd!e and top management.SB" Operations Management B!oom. $!anning is the process of setting o*Cectives and determining what actions sho !d *e taken to accomp!ish Ans" . (ver' manager3s Co* inc! des the responsi*i!it' of he!ping other peop!e to achieve high performance. A team !eader or s pervisor is someone in charge of a sma!!er work nit composed of non-manageria! workers. organi6ing. #esponse" $age 7-? &iffic !t'" Moderate #ef" Working Toda' AA. &escri*e how Mint6*erg3s manageria! ro!es might *e sed in performing the fo r f nctions of management.s Ta/onom'" S'nthesis 1<>. Ans" What is an organi6ationM What is a managerM Wh' do organi6ations need managersM An organi6ation is a co!!ection of peop!e working together to achieve a common p rpose. and contro!!ing.

SB" )eadership $rincip!es B!oom. The entreprene ria! ro!e. disseminator. comparing res !ts to o*Cectives. The monitor ro!e is re!ated primari!' to contro!!ing. The !iaison. The fig rehead.-1? &iffic !t'" Moderate #ef" The Management $rocess AA. a!!ocating reso rces. receiving. !eader. so!ve pro*!ems. and negotiatorL invo!ve sing information to make decisions. Whi!e a!! ten manageria! ro!es might *e sed at one time or another in performing each of the fo r f nctions of management. is c!ose!' !inked to the manageria! f nction of p!anning. dist r*ance hand!er. -n this ro!e. !eader. direction is *eing set for the organi6ation. . and spokespersonL invo!ve giving.ontro!!ing is the process of meas ring work performance.op'right 8 1911 John Wi!e' : Sons. man' of them are more !ike!' to *e sed in carr'ing o t certain manageria! f nctions. )eading is the process of aro sing peop!e3s enth siasm to work hard and direct their efforts to f !fi!! p!ans and accomp!ish o*Cectives. and ana!'6ing informationQ and KcL decisiona! ro!es Kentreprene r. and spokesperson ro!es are c!ose!' a!igned with !eading. Mint6*erg3s manageria! ro!es inc! de the fo!!owing" KaL interpersona! ro!es Kfig rehead. 1-7% . disseminator. and !iaisonL invo!ve interactions with peop!e inside and o tside the work nitQ K*L informationa! ro!es Kmonitor.s Ta/onom'" Ana!'sis . reso rce a!!ocator. or address opport nities. and arranging and coordinating the activities of individ a!s and gro ps to imp!ement p!ans. and reso rce a!!ocator ro!es are c!ose!' associated with organi6ing. -nc. 11th edition Test Bank them. for instance.Schermerhorn-Management. Organi6ing is the process of assigning tasks. and taking corrective action as needed. #esponse" $age 1.

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