Chapter 1 Introduction to Management and Organizations TRUE/FALSE QUESTIONS

A MANAGERS DILEMMA 1. According to the discussion in a A Managers Dilemma, Tom Gegax believes that believes that helping emplo ees balance personal and !or" lives !ill lead to increased per#ormance. !rue" moderate" p# $% As %&', Tom Gegaxs managerial philosophies are li"el to signi#icantl impact !hether his compan achieves its goals. !rue" moderate" p# 1&%

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'(O ARE MANAGERS) (. *. )n order to be considered a manager, an individual must coordinate the !or" o# others. !rue" moderate" p# *% +upervisors and #oremen ma both be considered #irst,line managers. !rue" moderate" p# +%

'(A! IS MANAGEMEN!) -. /. 0. The #our contemporar #unctions o# management are planning, organi.ing, leading, and controlling. !rue" eas," p# -% &##ectiveness re#ers to the relationship bet!een inputs and outputs. .a/se" moderate" p# 0% 1hereas e##ectiveness is concerned !ith the means o# getting things done, e##icienc is concerned !ith the ends, or the attainment o# organi.ational goals. .a/se" di11icu/t" p# 2% According to the textboo", the goal o# e##icienc is to minimi.e resource costs. !rue" moderate" p# 0% &##icienc is o#ten re#erred to as doing things right. !rue" moderate" p# 0%

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'(A! DO MANAGERS DO) 14. 1hen managers meet organi.ational goals, the are e##icient and e##ective. .a/se" di11icu/t" p# 2%

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Determining !ho reports to !hom is part o# the controlling #unction o# management. .a/se" eas," p# -% Directing and motivating are part o# the controlling #unction. .a/se" moderate" p# -% 5a ols management #unctions and Mint.bergs management roles are basicall the same. .a/se" moderate" p# 1&% The roles o# #igurehead, leader, and liaison are all interpersonal roles. !rue" di11icu/t" p# 1&% Disturbance handler is one o# Mint.bergs interpersonal roles. .a/se" di11icu/t" p# 1&% According to Mint.bergs management roles, the in#ormational role involves receiving, collecting, and disseminating in#ormation. !rue" moderate" p# 1&% Mint.bergs resource allocation role is similar to 5a ols planning #unction. !rue" di11icu/t" p# 11% 6esource allocation and disturbance handling are both considered decisional roles. !rue" moderate" p# 11% A #inance manager !ho reads the Wall Street Journal on a regular basis !ould be per#orming the #igurehead role. .a/se" moderate" p# 11% 7at. #ound that managers needed three essential s"ills8 technical, human, and in#ormational. .a/se" di11icu/t" p# 13% Technical s"ills become less important as a manager moves into higher levels o# management. !rue" moderate" p# 13%% %onceptual s"ills become less important as a manager moves into top management. .a/se" eas," p# 13% )nterpersonal s"ills are described b terms such as abstract situations and visualization. .a/se" moderate" p# 13% %oaching and budgeting are s"ills closel related to the management #unction o# leading. .a/se" di11icu/t" p# 1$% 9udgeting is a s"ill that is related to both planning and controlling. !rue" moderate" p# 1$% )n toda s !orld, organi.ational managers at all levels and in all areas need to encourage their emplo ees to be on the loo",out #or ne! ideas and ne! approaches. !rue" moderate" p# 1+%

10. 12. 13. $4. $1. $$. $(. $*. $-. $/.

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'nl #irst,line managers and emplo ees need to be concerned !ith being customer,responsive. .a/se" moderate" p# 1*% )nnovation is onl important in high,tech #irms. .a/se" moderate" p# 1+%

'(A! IS AN ORGANI4A!ION) $3. (4. A distinct purpose is important in de#ining an organi.ation. !rue" eas," p# 1+% A nontaxable organi.ation, such as the :nited 1a , cannot be considered an organi.ation. .a/se" moderate" p#1+%

M5L!I6LE7C(OICE 85ES!IONS
5or each o# the #ollo!ing choose the ans!er that most completely ans!ers the ;uestion. IN!ROD5C!ION (1. 1hich o# the #ollo!ing statements regarding managers in toda s !orld is accurate< a. Their age range is limited to bet!een (4 and /-. b. The are #ound onl in large corporations. c. The can be #ound exclusivel in #or pro#it organi.ations. d. The single most important variable in emplo ee productivit and lo alt is the ;ualit o# the relationship bet!een emplo ees and their direct supervisors. d" eas," p# 9%

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According to data collected b %atal st, a nonpro#it research group, ========= percent o# corporate o##icers in Fortune 500 companies are !omen. a. --.( b. 1-.0 c. (3.0 d. $1.3 :" moderate" p# 9%

'(O ARE MANAGERS) ((. +omeone !ho !or"s !ith and through other people b coordinating their !or" activities in order to accomplish organi.ational goals is ===========. a. a ver intelligent individual b. a supervisor o# production !or" c. a manager d. an operations supervisor c" eas," p# *%

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Managers !ho are responsible #or ma"ing organi.ation,!ide decisions and establishing the plans and goals that a##ect the entire organi.ation are =============. a. #irst,line managers b. top managers c. production managers d. research managers :" eas," p# *% All levels o# management bet!een the supervisor =============. a. middle managers b. #irst,line managers c. supervisors d. #oremen a" eas," p# +% level and the top level o# the organi.ation are termed

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Executive vice president, president, managing director, chief operating officer, chief executive officer, or chairman of the board are positions associated !ith !hich o# the #ollo!ing levels o# management< a. team leaders b. middle managers c. #irst,line managers d. top managers d" eas," p# +% gency head or plant manager is most li"el associated !ith !hich o# the #ollo!ing< a. team leaders b. middle managers c. #irst,line managers d. top managers :" moderate" p# +% The lo!est level o# management is ==============. a. a nonmanagerial emplo ee b. a department o# research manager c. a vice president d. a #irst,line manager d" eas," p# *% +upervisor is another name #or !hom< a. team leaders b. middle managers c. #irst,line managers d. top managers c" moderate" p# +%

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Managers !ith titles such as department head, pro!ect leader, plant manager, or division manager are ===============. a. #irst,line managers b. top managers c. production managers d. middle managers d" moderate" p# +% All levels o# management bet!een the supervisor =============. a. middle managers b. #irst,line managers c. supervisors d. #oremen a" eas," p# +% level and the top level o# the organi.ation are termed

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"ivision manager is associated !ith !hich o# the #ollo!ing levels o# management< a. team leaders b. middle managers c. #irst,line managers d. top managers :" moderate" p# +%

'(A! IS MANAGEMEN!) *(. ============= is the process o# getting activities completed e##icientl and e##ectivel !ith and through other people. a. >eading b. Management c. +upervision d. %ontrolling :" eas," p# 0% The distinction bet!een a managerial position and a nonmanagerial position is ===============. a. planning the !or" o# others b. coordinating the !or" o# others c. controlling the !or" o# others d. organi.ing the !or" o# others :" moderate" p# 0% ============= distinguishes a managerial position #rom a nonmanagerial one. a. Manipulating others b. %oncern #or the la! c. )ncreasing e##icienc d. %oordinating and integrating others !or" d" moderate" p# 0%

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An automobile manu#acturer that increased the total number o# cars produced at the same cost, but !ith man de#ects, !ould be =============. a. e##icient and e##ective b. increasing e##icienc c. increasing e##ectiveness d. concerned !ith inputs :" di11icu/t" p# 2% &##ectiveness is s non mous !ith =============. a. cost minimi.ation b. resource control c. goal attainment d. e##icienc c" di11icu/t" p# 2% &##icienc re#ers to =============. a. the relationship bet!een inputs and outputs b. the additive relationship bet!een costs and bene#its c. the exponential nature o# costs and outputs d. increasing outputs regardless o# cost a" moderate" p# 0% The management process #unctions consist o# ==============. a. planning, organi.ing, sta##ing, and directing b. planning, organi.ing, leading, and directing c. planning, organi.ing, leading, and sta##ing d. planning, organi.ing, leading, and controlling d" moderate" p# -% )n success#ul organi.ations, ==============. a. lo! e##icienc and high e##ectiveness go hand in hand b. high e##icienc and lo! e##ectiveness go hand in hand c. high e##icienc and high e##ectiveness go hand in hand d. high e##icienc and high e;uit go hand in hand c" moderate" p# 2%

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1hereas ============= is concerned !ith the means o# getting things done, ============= is concerned !ith the ends, or attainment o# organi.ational goals. a. e##ectiveness? e##icienc b. e##icienc ? e##ectiveness c. e##ectiveness? goal attainment d. goal attainment? e##icienc :" di11icu/t" p# 2%

'(A! DO MANAGERS DO) MANAGEMEN! .5NC!IONS -$. The #ive management #unctions o# planning, organi.ing, commanding, coordinating, and controlling !as proposed b ==============. a. 5rederic" 1. Ta lor b. @enr 5ord c. %hester 9arnard d. @enri 5a ol d" di11icu/t" p# -% ============= !as a 5rench industrialist !ho identi#ied the basic management #unctions. a. 1eber b. Ta lor c. @er.berg d. 5a ol d" moderate" p# -% 1riting an organi.ational strategic plan is an example o# the ============== management #unction. a. leading b. coordinating c. planning d. organi.ing c" di11icu/t" p# -% 'rgani.ing includes =============. a. de#ining organi.ational goals b. hiring organi.ational members c. motivating organi.ational members d. determining !ho does !hat tas"s d" di11icu/t" p# -% A manager resolving con#lict among organi.ational members is per#orming !hat #unction< a. controlling b. commanding c. directing d. leading d" moderate" p# -% The process o# monitoring, comparing, and correcting is called =============. a. controlling b. coordinating c. leading d. organi.ing a" moderate" p# -%

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MANAGEMEN! ROLES

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Mentoring is primaril associated !ith the management #unction o# =============. a. planning b. organi.ing c. leading d. controlling c" di11icu/t" p# 1$% ========== developed a categori.ation scheme #or de#ining !hat managers do, consisting o# 14 di##erent but highl interrelated roles. a. @enri 5a ol b. @enr 5ord c. @enr Mint.berg d. @enr Morris c" moderate" p# 1&% According to Mint.bergs management roles, the ============= roles are those that involve people and other duties that are ceremonial and s mbolic in nature. a. in#ormational b. interpersonal c. technical d. decisional :" eas," p# 1&% The roles o# disseminator, #igurehead, negotiator, liaison, and spo"esperson are more important at the ========== levels o# the organi.ation. a. lo!er b. middle c. higher d. supervisor c" moderate" p# 11% 1hich o# the #ollo!ing is not an example o# a decisional role according to Mint.berg< a. spo"esperson b. entrepreneur c. disturbance handler d. resource allocator a" moderate" p# 11% A human resource manager attending a local +ociet #unctioning in !hich role< a. in#ormational b. leader c. liaison #or @uman 6esource Management meeting !ould be

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d. disseminator c" moderate" p# 11%

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A #inance manager !ho reads the Wall Street Journal on a regular basis !ould be per#orming !hich role< a. #igurehead b. monitor c. disseminator d. interpersonal :" moderate" p# 11% The ============= role is more important #or lo!er,level managers than it is #or either middle, or top,level managers. a. leader b. entrepreneur c. spo"esperson d. disseminator a" di11icu/t" p# 11% Man o# Mint.bergs roles align !ith the basic #unctions o# management. 5or example, the ============= role is a part o# planning. a. #igurehead b. leader c. liaison d. resource allocation d" moderate" p# 11% The emphasis that managers give to various roles seems to be based on their =============. a. organi.ational level b. tenure !ith the organi.ation c. experience in their #ield d. personalit a" eas," p# 11% 1hich o# the #ollo!ing is not an example o# an interpersonal role according to Mint.berg< a. #igurehead b. leader c. liaison d. spo"esperson d" di11icu/t" p#11% According to Mint.bergs management roles, the ============== roles involve receiving, collecting, and disseminating in#ormation. a. interpersonal b. in#ormational c. technical d. decisional :" di11icu/t" p# 11%

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All o# the #ollo!ing are examples o# in#ormational roles according to Mint.berg except ============. a. liaison b. monitor c. disseminator d. spo"esperson a" di11icu/t" p# 11% 1hich o# the #ollo!ing is not an example o# a decisional role according to Mint.berg< a. spo"esperson b. entrepreneur c. disturbance handler d. resource allocator a" moderate" p# 11% Man o# Mint.bergs roles align !ith the basic #unctions o# management. 5or example, all three interpersonal roles are part o# the ============= #unction. a. organi.ing b. planning c. leading d. controlling c" moderate" p# 11% According to the textboo", all o# the #ollo!ing are managerial roles that are more important at the higher levels o# the organi.ation except ================. a. leader b. disseminator c. #igurehead d. negotiator a" di11icu/t" p# 11%

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MANAGEMEN! S;ILLS 0*. The three essential managerial s"ills put #orth b 7at. include =============. a. technical, human, and empirical b. human, empirical, and conceptual c. technical, interpersonal, and controlling d. technical, human, and conceptual d" moderate" p# 13% :nderstanding building codes !ould be considered a ============= s"ill #or a building contractor. a. human b. technical c. conceptual d. empirical

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1hich o# the #ollo!ing is true concerning technical and managerial s"ills< a. @uman s"ills and technical s"ills remain e;uall important as managers move to higher levels. b. Technical,s"ill needs remain necessar and human s"ills decrease as managers move to higher levels. c. @uman s"ills remain necessar and technical,s"ill needs decrease as managers move to higher levels. d. 9oth human,s"ill and technical,s"ill needs decrease as managers move to higher levels. c" di11icu/t" p# 13% Managers !ith good ========== are able to get the best out o# their people. a. human s"ills b. conceptual s"ills c. technical s"ills d. visual s"ills a" eas," p# 13% Technical s"ills include ===============. a. "no!ledge o# and e##icienc in a certain speciali.ed #ield b. "no!ledge o# and pro#icienc in a certain speciali.ed #ield c. "no!ledge o# and interest in a general #ield o# endeavor d. s"ill in and pro#icienc in a certain speciali.ed #ield :" di11icu/t" p# 13% The abilit to !or" !ell !ith other people, both individuall and in a group, use ================. a. technical s"ills b. behavioral s"ills c. planning s"ills d. human s"ills d" moderate" p# 13% 1hich o# the #ollo!ing t pes o# s"ills are described !ith terms such as abstract situations and visualization< a. interpersonal b. human c. technical d. conceptual d" moderate" p# 13% 1hich one o# the #ollo!ing phrases is best associated !ith managerial conceptual s"ills< a. decision ma"ing b. communicating !ith customers c. using in#ormation to solve business problems d. product "no!ledge c" moderate" 1$% 1hich o# the #ollo!ing s"ills are more important at lo!er levels o# management, as these managers are dealing directl !ith emplo ees doing the organi.ations !or"<

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a. human b. technical c. conceptual d. empirical :" eas," p# 13%

'(A! IS AN ORGANI4A!ION) 2(. An organi.ation is ==============. a. the ph sical location !here people !or" b. a collection o# individuals !or"ing #or the same compan c. a deliberate arrangement o# people to accomplish some speci#ic purpose d. a group o# individuals #ocused on pro#it,ma"ing #or their shareholders c" moderate" p# 1+% 'ne o# the common characteristics o# all organi.ations is ============ , !hich is t picall expressed in terms o# its goals. a. its people b. its goals c. its s stematic structure d. its purpose d" moderate" p# 1+% 'ne o# the common characteristics o# all organi.ation is =============, !hich clari#ies members !or" relationships. a. its people b. its goals c. its deliberate structure d. its purpose c" moderate" p# 1+% A deliberate arrangement o# people to accomplish some speci#ic purpose is a. a structure. b. a process. c. an organi.ation. d. an assembl operation. c" di11icu/t" p# 1+% A di##erence bet!een traditional organi.ations and ne! organi.ations is that the ne! organi.ations !ill be more a. stable. b. command oriented. c. rule oriented. d. d namic. d" moderate" p# 10%

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!(E 5NI<ERSALI!= O. MANAGEMEN! 22. :niversalit o# management means that ============= a. all managers in all organi.ations per#orm the #our management #unctions b. all managers in all organi.ations can per#orm their Aob the same !a c. all organi.ations can hire an manager to per#orm the management Aobs d. an manager can !or" in an organi.ation and per#orm an management Aob a" di11icu/t" p# 12% 1e have a vested interest in improving the !a organi.ations are managed because =================. a. !e !ant the organi.ation to be #unctioning !hen our education is completed b. !e interact !ith organi.ations ever single da o# our lives c. i# organi.ations dont improve !e !ont have a place to !or" in the #uture d. organi.ations suppl inputs to other organi.ations :" di11icu/t" p# 12% 'rgani.ations that are !ell managed ============. a. choose the best suppliers #or their products b. compete on an international basis because the have the best products c. al!a s have the lo!est,cost products d. develop a lo al customer base, gro!, and prosper d" moderate" p# 12%

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RE'ARDS AND C(ALLENGES O. >EING A MANAGER 31. 9eing a manager in toda s d namic !or"place ==============. a. provides numerous re!ards and rapid advancement b. can be a tough and than"less Aob c. o##ers #e! challenges, short !or"!ee"s, and high pa d. provides clear !or" rules, permanent Aobs, and #lexible !or" hours :" moderate" p# 3&% A managers success is t picall =============== a. dependent on ho! hard the manager !or"s b. ho! closel the manager supervises the emplo ees c. based on ho! s"illed the manager is at the technical elements o# the Aob d. dependent on others !or" per#ormance d" eas," p# 1-% The most important !or" o# an organi.ation is creating a !or" environment ===============. a. that is sa#e and !ell,lit #or the emplo ees to be able to see b. that is a clean and a #riendl place to !or" c. in !hich organi.ational members can do their !or" to the best o# their abilit and the organi.ation can achieve its goals d. that their suppliers li"e to provide inputs #or and their customers li"e to purchase the outputs c" moderate" p# 1-% Managers o#ten ==============.

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a. go b the rules established b the organi.ation and are not allo!ed to ma"e their o!n decision b. change their career path during their !or" li#e c. have an opportunit to thin" creativel and use their imagination d. have to depend on their emplo ees #or guidance in dealing !ith a superior c" di11icu/t" p# 1-%

'(= S!5D= MANAGEMEN!) 3-. 1hich o# the #ollo!ing best describes the concept that management is needed in all t pes and si.es o# organi.ations, at all organi.ational levels, in all organi.ational !or" areas, and in all organi.ations, no matter the countr in !hich the re located< a. the partialit o# management b. the segmentation o# management c. the universalit o# management d. the cultures o# management c" moderate" p# 12%

MANAGING =O5R CAREER 3/. According to the boxed pro#ile, Managing Bour %areer, the :.+. 9ureau o# >abor +tatistics estimates ============== gro!th in all executive, administrative, and managerial Aobs through the ear $442. a. 1 to 3 percent b. 14 to $4 percent c. $- to (- percent d. *- to /- percent :" di11icu/t" p# 12% According to the boxed pro#ile, Managing Bour %areer, in !hich o# the #ollo!ing #ields is it expected that gro!th in executive, administrative, and managerial Aobs !ill occur< a. manu#acturing b. large organi.ations c. health care services d. la! en#orcement c" moderate" p# 12% All o# the #ollo!ing are mentioned in the boxed pro#ile, Managing Bour %areer, as areas in !hich the demand #or managers !ill be high except ===============. a. small,si.ed organi.ations b. traditional manu#acturing c. medium,si.ed organi.ations d. health care services :" moderate" p# 12%

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SCENARIOS AND 85ES!IONS

5or each o# the #ollo!ing choose the ans!er that most completely ans!ers the ;uestion. '(O ARE MANAGERS) Managerial 9asic Training C+cenarioD )magine that our mar"eting compan has Aust merged !ith a manu#acturing organi.ation. Bou have been as"ed to help provide some basic managerial training to the engineers in the research and development unit o# the ne! sister compan . Bour boss has as"ed to see an overvie! o# materials that ou !ill be providing the engineers to ma"e sure ou are covering the necessar issues. 33. Eo! that both companies are merged and are a s stematic arrangement o# people set to accomplish a speci#ic purpose, the could be described as aCnD =============. a. business unit b. multinational compan c. organi.ation d. holding compan c" eas," p# 1+%

144. 'ne o# the #irst things the engineers need to learn is that ============= are the people !ho direct the activities o# others in an organi.ation. a. directors b. managers c. subordinates d. line !or"ers :" moderate" p# *% 141. Another #act about managing that engineers need to learn is that supervisors ma #re;uentl be re#erred to as a =============. a. middle manager b. top manager c. proAect leader d. #irst,line manager d" moderate" p# +% 14$. 5inall , the engineers need to learn that department head, proAect leader, and plant manager are all potential titles #or =============. a. division managers b. deans c. agenc heads d. middle managers d" moderate" p# +% '(A! IS MANAGEMEN!) The Fer#ect Manager C+cenarioD

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9renda 7ell has proven hersel# to be an able manager. @er section has a high proAect completion rate !ith the highest, ;ualit product and the lo!est de#ects in her division. )n addition, she accomplishes this !ith #e!er #ull,time people than other managers. +ome sa that the secret o# her success is in her abilit to delegate responsibilit and her understanding o# the basic management #unctions. 14(. 9rendas abilit to get activities completed e##icientl and e##ectivel !ith and through other people is "no!n as =============. a. management b. supervision c. coercion d. delegation a" moderate" p# 2% 14*. 9rendas abilit to get the same amount o# product completed !ith #e!er people is a re#lection o# her ===========. a. e##ectiveness b. process s"ills c. leadership d. e##icienc d" moderate" p# 0% 14-. Getting her proAects completed is an indication o# 9rendas ============= as a manager. a. leadership b. e##ectiveness c. e##icienc d. attention to detail :" moderate" p# 2% 14/. )# 9renda accomplished her proAect on time !ith high,;ualit results, but she too" more time than other managers to complete this, ou could sa that as a manager she !as ============. a. e##icient, but not e##ective. b. a leader, but not a top manager. c. proAect oriented, but not e##ective. d. e##ective, but not e##icient. d" moderate" p# 2% 140. The management #unctions exempli#ied b 9renda include all but !hich o# the #ollo!ing< a. planning b. controlling c. organi.ing d. delegating d" moderate" p# -% '(A! DO MANAGERS DO) The 9us Da C+cenarioD Don &s"e!, plant manager at %ontrol + stems, )nc., sighed as he sipped his #irst cup o# co##ee at - A.M. and read his agenda #or the da . @e is giving t!o compan tours in the morning? the #irst to a ne!spaper reporter !ho is !riting a stor on the ne! plant expansion and has several ;uestions, and the second to a group o# %ontrol + stems, )nc., managers #rom

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the east coast. @e then has a meeting !ith the unit manager, Fhil Gohnson, to discuss Fhils recent drop in per#ormance Ca tas" he al!a s hatesD. Eext, he is spending a couple o# hours revie!ing the trade Aournals he receives #rom his high,tech association and !riting up a brie# s nopsis #or his presentation next !ee" to the division president. 5inall , in the late a#ternoon, he !ill be revie!ing the ne! e;uipment mal#unction and deciding !hether to bring in extra people to get the e;uipment running as soon as possible. 1he!H Gust another da in the glamorous li#e o# a manager.

142. Together, all o# the #unctions that Don per#orms during his bus da correspond to the management roles discovered in the late 13/4s b !hich one o# the #ollo!ing management scientists< a. @er.berg b. +"inner c. Mint.berg d. 5a ol c" eas," p# 1&% 143. 1hen Don !as conducting the tour #or the east coast managers, he !as operating in !hich o# the management roles< a. leader b. liaison c. monitor d. #igurehead d" di11icu/t" p# 11% 114. 1hen Don !as meeting !ith Fhil to discuss his per#ormance concerns, he !as operating in !hich management role< a. leader b. #igurehead c. monitor d. disturbance handler a" di11icu/t" p# 11% 111. 1hat role !as Don per#orming !hen he gave the plant tour to the ne!spaper reporter< a. monitor b. #igurehead c. disseminator d. spo"esperson d" di11icu/t" p# 11% 11$. 1hen Don !as revie!ing the ne! e;uipment mal#unction, !hat management role !as he pla ing !hen deciding !hether to bring in extra people< a. monitor b. disseminator c. resource allocator d. disturbance handler c" moderate" p# 11%

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'(O ARE MANAGERS) The %ustomer Meeting C+cenarioD 7ell , a production supervisor, is responsible #or 14 emplo ees !ho assemble components into a #inished product that is sold to distributors. 7ell reports to 9en, a production manager, !ho in turn reports to Dan, a general manager, !ho reports to Mc7enna, a vice president o# operations. 6ecentl , Mc7enna as"ed Dan to have a meeting !ith 7ell and 9en regarding some recent customer concerns in the production area. The #ocus o# the meeting !as to Audge the validit o# the customer concerns, and to develop a speci#ic plan to address these concerns. 11(. 1hat is the commonalit bet!een 7ell , 9en, Dan, and Mc7enna< a. the all produce the same product. b. the all have the same Aob content. c. the all are managers. d. the all have the same vision. c" moderate" p# *% 11*. 7ell is considered to be !hat level o# management< a. top manager b. superintendent o# assembl c. middle manager d. #irst,line manager d" eas," p# *% 11-. 9en and Dan are considered to be !hat level o# management< a. top manager b. middle manager c. superintendent o# assembl d. #irst,line manager :" moderate" p# +% 11/. Mc7enna is considered to be !hat level o# management< a. top manager b. superintendent o# assembl c. middle manager d. #irst,line manager a" moderate" p# +% 110. The meeting the Mc7enna as"ed Dan to have !ith 9en and 7ell re#lects the gro!ing recognition that ============. a. customer concerns are important onl to #irst,line managers b. customer responsiveness is important throughout the organi.ation, not onl in the mar"eting department c. #ocusing on the customer is the sole responsibilit o# the mar"eting department d. emplo ee attitudes and behaviors do not signi#icantl impact customer responsiveness :" eas," p# 1*% MANAGEMEN! .5NC!IONS Goe the Manager C+cenarioD

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As a production supervisor, Goe decides on 5rida a#ternoon ho! man units o# output his emplo ees !ill be able to produce and on !hich da s certain products !ill be run in his department. @e also decides !hich o# his emplo ees are going to be responsible #or operating !hich machines !ithin the department next !ee", as his emplo ees are multi,s"illed assemblers. 'n Monda , he in#orms his emplo ees !hom he has assigned to !hich machines b handing out assignment sheets and in#orms the emplo ees that the schedule is going to be di##icult due to the increased number o# units. @e goes on to tell them that he is sure the can #ul#ill the schedule because the are such good and s"illed emplo ees. &ach da during the !ee" he chec"s the amount o# output that the emplo ees have completed and the number o# units that have been scraped. 112. 1hen Goe decides !hich o# his emplo ees are going to be responsible #or operating !hich machines, he is per#orming !hich o# the management #unctions< a. controlling b. leading c. planning d. organi.ing d" moderate" p# -% 113. 1hen Goe decides ho! man units o# output his emplo ees !ill be able to produce and on !hich da s certain products !ill be run, he is per#orming !hich o# the management #unctions< a. controlling b. leading c. planning d. organi.ing c" moderate" p# -% 1$4. 1hen Goe chec"s the amount o# output that the emplo ees have completed and the number o# units that have been scraped, he is per#orming !hich o# the management #unctions< a. controlling b. leading c. planning d. organi.ing a" moderate" p# -% 1$1. 1hen Goe tells the emplo ees that he is sure the can #ul#ill the schedule because the are such good and s"illed emplo ees, he is per#orming !hich o# the management #unctions< a. controlling b. leading c. planning d. organi.ing :" moderate" p# -% 1$$. 1hen Goe per#orms all o# his management #unctions in a continuous manner, he is per#orming !hich o# the #ollo!ing< a. scheduling process b. ;ualit control process c. management process d. manu#acturing process c" moderate" p# -%

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MANAGEMEN! ROLES The General Manager C+cenarioD Michael, Goes general manager, in a routine da might meet !ith cit o##icials or civic leaders about environmental issues due to the plants presence in the communit . A#ter these meetings, he !ill then meet !ith the #unctional managers to discuss and share !ith them the concerns and results o# the meeting !ith cit o##icials or civic leaders. 'ther times, he !ill meet !ith 9ett , the production manager, and the human resource manager, Go ce, to discuss a complaint #iled b one o# the emplo ees in a production department. @e ma also spend time on the )nternet loo"ing #or ne! technologies that can be used in the production processes o# his plant. 1$(. 1hen Michael meets !ith cit o##icials or civic leaders about environmental issues, he is per#orming !hich management role< a. leader b. resource allocator c. entrepreneur d. monitor d" di11icu/t" p# 11% 1$*. 1hen Michael meets !ith Aust 9ett and Go ce to discuss a complaint #iled b one o# the emplo ees in a production department, he is per#orming !hich management role< a. resource allocator b. disturbance handler c. liaison d. #igurehead :" moderate" p# 11% 1$-. 1hen Michael meets !ith the #unctional managers to discuss and share !ith them the concerns and results o# the meeting !ith cit o##icials or civic leaders, he is per#orming !hich management role< a. disseminator b. liaison c. disturbance handler d. negotiator a" moderate" p# 11% 1$/. 1hen Michael spends time on the )nternet loo"ing #or ne! technologies that can be used in the production processes o# his plant, he is per#orming !hich management role< a. leader b. entrepreneur c. spo"esperson d. disturbance handler :" di11icu/t" p# 11% 1$0. Michaels search #or ne! technologies that can be used in the production processes o# his plant is an indication o# !hich managerial trend< a. )nnovation is onl important #or higher,level managers. b. 'nl managers in production related positions need to be on the loo",out #or innovation. c. 'rgani.ational managers at all levels and in all areas need to be on the loo",out #or innovations.

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d. )nnovation is onl important #or middle,level managers. c" moderate" p# 1*%

ESSA= 85ES!IONS
'(O ARE MANAGERS) 1$2. )n a short essa , describe and provide examples o# #irst,line, middle, and top managers. Ans?er a. 5irst,line managers are the lo!est level o# management and manage the !or" o# nonmanagerial individuals !ho are directl involved !ith the production or creation o# the organi.ations products. The are o#ten called supervisors, but ma also be called line managers, o##ice managers, or even #oremen. b. Middle managers include all levels o# management bet!een the #irst,line level and the top level o# the organi.ation. These managers manage the !or" o# #irst,line managers and ma have titles such as department head, proAect leader, plant manager, or division manager. c. Top managers are responsible #or ma"ing organi.ation,!ide decisions and establishing the plans and goals that a##ect the entire organi.ation. These individuals t picall have titles such as executive vice president, president, managing director, chie# operating o##icer, chie# executive o##icer, or chairman o# the board. eas," pp# *7+%

'(A! IS MANAGEMEN!) 1$3. )n a short essa , discuss the di##erence bet!een e##icienc and e##ectiveness and include a speci#ic example to support each concept. Ans?er a. &##icienc re#ers to getting the most output #rom the least amount o# inputs. 9ecause managers deal !ith scarce inputsIincluding resources such as people, mone , and e;uipmentIthe are concerned !ith the e##icient use o# resources. 5or instance, at the 9eiersdor# )nc. #actor in %incinnati, !here emplo ees ma"e bod braces and supports, canes, !al"ers, crutches, and other medical assistance products, e##icient manu#acturing techni;ues !ere implemented b doing things such as cutting inventor levels, decreasing the amount o# time needed to manu#acture products, and lo!ering product reAect rates. 5rom this perspective, e##icienc is o#ten re#erred to as doing things rightIthat is, not !asting resources. b. &##ectiveness is o#ten described as doing the right thingsIthat is, those !or" activities that !ill help the organi.ation reach its goals. 5or instance, at the 9eiersdor# #actor , goals included open communication bet!een managers and emplo ees and cutting costs. Through various !or" programs, these goals !ere pursued and achieved. 1hereas e##icienc is concerned !ith the means o# getting things done, e##ectiveness is concerned !ith the ends, or attainment o# organi.ational goals. moderate" pp# 072%

'(A! DO MANAGERS DO)

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1(4. )n a short essa , list and explain the #our basic #unctions o# management. Ans?er a. FlanningIinvolves the process o# de#ining goals, establishing strategies #or achieving those goals, and developing plans to integrate and coordinate activities. b. 'rgani.ingIinvolves the process o# determining !hat tas"s are to be done, !ho is to do them, ho! the tas"s are to be grouped, !ho reports to !hom, and !here decisions are to be made. c. >eadingI!hen managers motivate subordinates, in#luence individuals or teams as the !or", select the most e##ective communication channel, or deal in an !a !ith emplo ee behavior issues, the are leading. d. %ontrollingIto ensure that !or" is proceeding as it should, managers must monitor and evaluate per#ormance. The process o# monitoring, comparing, and correcting is !hat is meant b the controlling #unction. moderate" pp# -71&% 1(1. )n a short essa , list and discuss 0 o# the 14 managerial roles developed b Mint.berg. )nclude speci#ic examples o# each role and group each according to interpersonal, in#ormational, and decisional roles. Ans?er )nterpersonal 6oles a. 5igureheadIs mbolic head? obliged to per#orm a number o# routine duties o# a legal or social nature. &xamples include greeting visitors and signing legal documents. b. >eaderIresponsible #or the motivation and activation o# subordinates? responsible #or sta##ing, training, and associated duties. &xamples include per#orming virtuall all activities that involve subordinates. c. >iaisonImaintains sel#,developed net!or" o# outside contacts and in#ormers !ho provide #avors and in#ormation. &xamples include ac"no!ledging mail, doing external board !or", and per#orming other activities that involve outsiders. )n#ormational 6oles a. MonitorIsee"s and receives !ide variet o# internal and external in#ormation to develop thorough understanding o# organi.ation and environment. &xamples include reading periodicals and reports, and maintaining personal contacts. b. DisseminatorItransmits in#ormation received #rom outsiders or #rom subordinates to members o# the organi.ation. &xamples include holding in#ormational meetings and ma"ing phone calls to rela in#ormation. c. +po"espersonItransmits in#ormation to outsiders on organi.ations plans, policies, actions, results, and so on. &xamples include holding board meetings and giving in#ormation to the media. Decisional 6oles a. &ntrepreneurIsearches organi.ation and its environment #or opportunities and initiates improvement proAects to bring about changes. &xamples include organi.ing strateg and revie! sessions to develop ne! programs. b. Disturbance handlerIresponsible #or corrective action !hen organi.ation #aces important, unexpected disturbances. &xamples include organi.ing strateg and revie! sessions that involve disturbances and crises. c. 6esource allocatorIresponsible #or the allocation o# organi.ational resources o# all "indsIma"ing or approving all signi#icant organi.ational decisions. &xamples include scheduling, re;uesting authori.ation? per#orming an activit that involves budgeting and the programming o# subordinates !or". d. EegotiatorIresponsible #or representing the organi.ation at maAor negotiations. &xamples include participating in union contract negotiations.

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The interpersonal roles are roles that involve people and other duties that are ceremonial and s mbolic in nature. The three interpersonal roles include being a #igurehead, leader, and liaison. The in#ormational roles involve receiving, collecting, and disseminating in#ormation. The three in#ormational roles include a monitor, disseminator, and spo"esperson. 5inall , the decisional roles revolve around ma"ing choices. The #our decisional roles include entrepreneur, disturbance handler, resource allocator, and negotiator. di11icu/t" pp# 1&711% 1($. )n a short essa , discuss the importance o# stud ing management. Eext, list at least #ive re!ards and #ive challenges o# being a manager. Ans?er 9 stud ing management, oull be able to recogni.e poor management and !or" to correct it. )n addition, oull be able to recogni.e good management and encourage it, !hether its in an organi.ation oure simpl interacting !ith or !hether its in an organi.ation !here oure emplo ed. Another reason #or stud ing management is the realit that #or most students, once the graduate #rom college and begin their careers, the !ill either manage or be managed. A #inal reason to stud management is the re!ards and challenges o# being a manager. 6e!ards o# 9eing a Manager a. most important !or" o# an organi.ation is creating a !or" environment in !hich organi.ational members can !or" to the best o# their abilit b. have opportunities to thin" creativel and use imagination c. help others #ind meaning and #ul#illment in !or" d. get to support, coach, and nurture others e. get to !or" !ith a variet o# people #. receive recognition and status in organi.ation and communit g. pla a role in in#luencing organi.ational outcomes h. receive appropriate compensation in the #orm o# salaries, bonuses, and stoc" options i. good managers are needed b organi.ations %hallenges o# 9eing a Manager a. its hard !or" b. have to deal !ith a variet o# personalities c. o#ten have to ma"e do !ith limited resources d. motivate !or"ers in chaotic and uncertain situations e. be able to success#ull blend "no!ledge, s"ills, ambitions, and experiences o# a diverse !or" group moderate" p# 1&" e@h# 1713%

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