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MGT503 Solved MCQs from Book 2
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98.Lindahasspentthedayinasessionwherethefutureofhercompanywasdiscussed.Thepeopleinvolvedweretryingtodeterminewhattheroleoftheircompanywasasthe21st
centuryapproaches.Goalswerethendevelopedbasedupontheirvisionofthecompany'smission.Lindaspentherdayonthe_____process.
a.planning
b.organizing
c.leading
d.controlling
(aEasyp.8)

99.Theprocessofmonitoringperformance,comparingitwithgoals,andcorrectinganysignificantdeviationsisknownas
a.planning.
b.organizing.
c.leading.
d.controlling.
(dModeratep.9)

100.AnnistheCEOofalargemanufacturingplant.Shehasspentherdaytryingtoensurethatthelightbulbscomingofftheassemblylinelight99.4%ofthetime.Shehasspentherday
performingthemanagementprocessof
a.planning.
b.organizing.
c.leading.
d.controlling.
(dModeratep.9)

101.Mintzberggroupedthetenmanagerialrolesintothreeprimaryheadings.Whichofthefollowingisnotoneoftheseheadings?
a.interpersonalrelationships
b.transferofinformation
c.planning
d.decisionmaking
(cModeratep.9)

102.Theimportanceofmanagerialrolesvariesdependingonthe_____.
a.managerssalary
b.managersacceptancebytheemployees
c.managerslevelintheorganization
d.lengthoftimethemanagerhasworkedintheorganization
(cChallengingp.11)

103.Whichofthefollowingactsasanunambiguousmeasureoftheeffectivenessofabusinessorganization?

a.efficiency
b.employeesatisfaction
c.increasedrevenues
d.profits
(dModeratep.12)

104.Managersinnotforprofitorganizations,asopposedtoprofitseekingorganizations,donotfacea(n)_____testforperformance.
a.profitmaximizing
b.evaluation
c.employeeaccountability
d.managementbyobjectives
(aChallengingp.12)

105.AccordingtoMintzberg,whichmanagementcategoryincludestherolesoffigurehead,leader,andliaison?
a.interpersonal
b.informational
c.decisional
d.planning
(aEasyp.11Ex.15)

106.AccordingtoMintzberg,monitor,disseminator,andspokespersonactivitiesareall
a.interpersonalroles.
b.informationalroles.
c.decisionalroles.
d.planningroles.
(bEasyp.11Ex.15)

107.AccordingtoMintzberg,whichmanagementroleincludesentrepreneur,disturbancehandler,resourceallocator,andnegotiator?
a.interpersonal
b.informational
c.decisional
d.planning
(cEasyp.11Ex.15)

108.GeorgeisrepresentinghiscompanyatthelocalChamberofCommerceAnnualBusinessRecognitionluncheon.Heisperformingwhichmanagerialrole?
a.negotiation
b.monitor
c.figurehead
d.liaison
(cEasyp.11Ex.15)

109.Joseisinvolvedwithdiscussionsamongemployees,management,andtheuniontowhichhisemployeesbelong.Theyarediscussingwageissues.Managementisinterestedinkeeping
thewagesatminimumwage.Theemployees/unionwant$.50plusminimumwage.Joseisperformingwhichmanagerialrole?
a.monitor
b.entrepreneur
c.negotiator
d.organizer
(cEasyp.11Ex.15)

110Asmanagersmoveuptheorganization,theydomore
a.leading.
b.controlling.
c.directoverseeing.
d.planning.
(dModeratep.12Ex.16)

111.Asmanagersmoveuptheorganization,theydoless
a.leading
b.controlling
c.planning
d.organizing
(aModeratep.12Ex.16)

112.Whichofthefollowingisnotacriterionthatcanbeusedindeterminingifabusinessqualifiesasasmallbusiness?
a.profits
b.sales
c.totalassets
d.numberofemployees
(aModeratep.12)

113.Accordingtotheauthor,smallbusinesseswillaccountfor_____ofnewjobgrowthinthenextdecade.
a.25%
b.33%
c.50%
d.75%
(cChallengingp.12)

114.Smallbusinessesaccountfor_____ofallnonfarmbusinessesintheUnitedStates.
a.27%
b.38%
c.79%
d.98%

(dModeratep.12)

115.Comparedtothemanagerofalargeorganization,asmallbusinessmanagerismorelikelytobea(n)
a.specialist.
b.figurehead.
c.generalist.
d.informationmonitor.
(cEasyp.13)
116.Inadditiontothepercentoftimespentineachofthefourmajormanagementactivities,asamanagermovesuptheranks,the_____ofthemanagerialactivitiesalsochanges.
a.context
b.synergy
c.content
d.responsibilities
(cChallengingp.11)

117.Whichofthefollowingrolesismostimportantformanagersinsmallfirms?
a.disseminator
b.leader
c.spokesperson
d.figurehead
(cModeratep.13Ex.17)

118.Managersinbothsmallandlargeorganizationsperformessentiallythesameactivitiesonly_____andthe_____is/aredifferent.
a.howtheygoaboutthemcompanybudgets
b.theproportionoftimetheyspendoneachnumberofemployees
Shares
c.howtheygoaboutthemproportionoftimetheyspendoneach
d.lengthoftimetheyspendoneachprofessionalismused
(cChallengingp.13)

119.Theuniversalityofmanagementconcepttypicallyappliestoallexceptwhichofthefollowingcountries?
a.UnitedStates
b.Chile
c.Canada
d.Australia
(bModeratep.14)

120.Almosteverythingmanagersdorequiresthemto
a.plan.
b.allocateresources.
c.holdmeetings.
d.makedecisions.
(dModeratep.14)

121.Katzdevelopedfourcriticalskillsthatmanagersmustpossess.Whichofthefollowingisnotoneofthosefourskills?
a.conceptual
b.interpersonal
c.technical
d.connection
(dModeratep.15)
122.Whichskillcentersonamanager'smentalabilitytocoordinatealloftheorganization'sinterestsandactivities?
a.conceptual
b.interpersonal
c.technical
d.political
(aModeratep.15)

123.Theskillthatcentersonamanager'sabilitytoworkwith,understand,andmotivateotherpeopleisknownas_____skill.
a.conceptual
b.interpersonal
c.technical
d.political
(bModeratep.15)

124.Theskillthatcentersonamanager'sabilitytobuildapowerbaseandestablishthe"right"connectionsisknownas_____skill.
a.conceptual
b.interpersonal
c.technical
d.political
(dModeratep.15)

125.Beckyhasjoinedanorganizationthatpromotesthediscussionofcurrentmanagementtopics.ThemajorityofthemanagersinNorthCarolinabelongtotheorganization.Whichmanagerial
skillisBeckyaddressing?
a.conceptual
b.interpersonal
c.technical
d.political
(dModeratep.15)

126.Angeloiswellknownforhisskillsinusingtheadvancedprogrammingsoftwareoftheengineeringfield.Infact,itwashisspecializedknowledgethatledtohispromotionasmanager.
WhichmanagerialskillisAngelodemonstrating?
a.conceptual

b.interpersonal
c.technical
d.political
(cEasyp.15)

127.Nancysstrengthasamanagerliesinherabilitytoworkwithpeople.Sheisabletoworkwith,motivate,andleadotherseasily.Nancyisdemonstratingwhichmanagerialskill?
a.conceptual
b.interpersonal
c.technical
d.political
(bModeratep.15)
128.Researchhasidentifiedsixsetsofbehaviorsthatexplainmorethan50%ofamanager'seffectiveness.Whichofthefollowingisnotoneofthesesixsetsofbehavior?
a.makinghumanresourcedecisions
b.organizingandcoordinating
c.strategicproblemsolving
d.motivatingemployeesandhandlingconflicts
(aChallengingpp.15)

129.Managerswiththisskilltendtobebetteratgettingresourcesfortheirgroupsandappeartoreceivehigherevaluationandgetmorepromotions.Whatisit?
a.organizingandcoordinating
b.providingforgrowthanddevelopment
c.politicalskills
d.motivatingemployeesandhandlingconflicts
(cModeratep.15)

Shares
130.Themostrecentapproachtodefiningthemanager'sjobfocuseson_____,aclusterofrelatedknowledge,skills,andattitudesrelatedtoeffectivemanagerialperformance.
a.themanagementskillset
b.managementcompetencies
c.behavioraltraits
d.executiveactivities
(bEasyp.16)

131.Themanagementcharterinitiative(MCI)isbasedonananalysisofmanagementactivitiesandfocuseson
a.whateffectivemanagersknow,ratherthanwhattheyshouldbeabletodo.
bwhatskillsefficientmanagersshouldhave.
c.whateducationisneededbyeffectivemanagers.
d.whateffectivemanagersshouldbeabletodo,ratherthanwhattheyknow.
(dChallengingp.16)

132.Theannualincomeofseniormanagersatlargetoymanufacturingfirmsrangesbetween
a.$100,000$200,000.
b.$200,000$600,000.
c.$225,000$750,000.
d.$300,000$900,000.
(dChallengingp.17)

133.Theaveragecashcompensationin2001for727ofthetopexecutivesatthe363largestpubliclyheldUScorporationswasover
a.$100,000.
b.$1,000,000.
c.$2,000,000.
d.$2,800,000.
(cChallengingp.17)
134.Onaverage,AmericanCEOsalariesaremorethan_____timesasmuchastheaverageemployee.
a.100
b.250
c.425
d.500
(dChallengingp.18)

135.Specifictopicsofconcerntopoliticalscientistsincludestructuringofconflict,allocatingpower,and_____.
a.values
b.responsibilities
c.manipulatingpowerforindividualselfinterest
d.ethics
(cModeratep.21)

136._____courseshelpmanagersgainabetterunderstandingofmotivation,leadership,trust,employeeselection,performanceappraisals,andtrainingtechniques.
a.Psychology
b.Sociology
c.Politicalscience
d.Anthropology
(aModeratep.21)

137.Anorganizationinterestedinchangingdemographicsthataltercustomerandemploymentmarketscouldbenefitfromtopicstaughtina(n)_____course.
a.psychology
b.sociology
c.economics
d.anthropology
(bModeratep.21)

ScenarioBasedQuestions


ApplicationofMintzberg'sManagementRoles

Suzannewasamazed.ShehadjustspentthedaywiththeCEOofamajormanufacturingfirmthrougha"VisitwithaManagerProgram"developedbythecollegesheattends.Shewas
exhaustedandwonderedhowtheCEOmanagedthehecticpace.Suzannewasamazedbythenumberof"hats"thattheCEOwaswearingthroughouttheday.Thedayhadstartedwithageneral
managersmeetingwhere,thelatestnewsconcerningthecompetitionhadbeenannouncedbytheCEO.ThenSuzanneandtheCEOhadspentanhourcompletingareporttobegiventhe
followingdaytotheboardofdirectors.Lunch,whereSuzannehadhopedtohavetimetoaskquestions,wasaninformalmeetingwithagroupofsupplierswhowereconcernedabouttheir
increasingcosts.Assoonastheyhadreturnedtotheoffice,theCEOreceivedamessageofafireinoneofthemajorwarehouses.Theywereimmediatelyofftothelocationtoassessthe
damage.Thenthatevening,therewasaformaldinnersponsoredbythelocalChamberofCommerce,whichtheCEOhadinvitedSuzannetoattend.Suzannehaddeclined,becauseshewas
exhausted.
138.TheGeneralManagersmeetingwasmostlikelyaresultofthefollowingmanagementfunction:
a.Organizing
b.Planning
c.DecisionMaking
d.Controlling
(bModeratep.13)

139.JackJoneswasamiddlemanagerwhomanagedthefacilitywherethefireoccurred.Hetookresponsibilityformakingsurethatthefirewasextinguishedandcommunicatingtothelocal
communityandothersoutsideofthecompany.Whenhecompletedtheseactivities,whatroleswasJackperforming?
a.Disseminatorandleader
b.Leaderandspokesperson
c.Spokespersonanddisturbancehandler
d.Disturbancehandleranddisseminator
(c,Challengingp.11,Ex.15)

140.WhenGinaWright,HeadofPlantSafetybroughtemployeestogethertodiscussthefiresafetyproceduresattheplantafterthefire,shewasperformingthefollowingrole:
Shares
a.Leader
b.Disturbancehandler
c.Disseminator
d.Spokesperson
(cModeratep.11,Ex.15)

141.AttheGeneralManagersMeeting,thebudgetfornewfirealarmssensorswereapprovedalongwithaprogramfortrainingallemployeesinfirstaid,whatrole(s)weretheGeneral
Managersperformingatthemeeting?
a.Disturbancehandlerandleader
b.Resourceallocatorandnegotiator
c.Disturbancehandlerandresourceallocator
d.Leaderandresourceallocator
(dModeratep.11,Ex.15)

142.WhentheGeneralManagersmeetannuallytoapprovethebusinessunitstrategiesandnewacquisitions,theyareperformingthe________________role.
a.disturbancehandler
b.planner
c.leader
d.entrepreneur
(dModeratep.11,Ex.1512)

143.WhentheCEOwasspeakingatthemanager'smeeting,whichofthefollowingroleswasbeingperformed?
a.figurehead
b.entrepreneur
c.resourceallocator
d.disseminator
(dModeratep.11Ex.15)

144.TheCEO'sroleatlunchwasanexampleofwhichofthefollowingroles?
a.monitor
b.negotiator
c.resourceallocator
d.disseminator
(bModeratep.11Ex.15)

145.WhentheCEOattendedthesupperheldbytheChamberofCommerce,whichrolewastheCEOdisplaying?
a.monitor
b.negotiator
c.figurehead
d.spokesperson
(cEasyp.11Ex.15)

ApplicationofMintzberg'sRolestoSizeofOrganization

JohnistheCEOofalargemanufacturingfirmthatproducesconstructionequipment.Georgeistheownerandoperatorofasmallbusinessthatproducesoneofthekeyengine
componentsforJohn'smanufacturingfirm.Botharemanagershowever,GeorgehasnoticedsomedifferencesbetweenhisactivitiesandtheactivitiesJohnperforms.Georgespendsmuchof
histimeinoutwardlydirectedactivitiessuchasmeetingwithcustomersandpotentialinvestors.Johnseemstospendmoreofhistimeonactivitiesthataredirectedinternally,suchasallocating
resourcestoappropriatedepartments.Georgewonderswhataccountsforthisdifference,andhegoestoamanagementconsultantforinput.

146.TheconsultanttellsGeorgethatthemajordifferencebetweenmanagersoflargeorganizationsandsmallbusinessownersiswhichofthefollowing?
a.Therolesthatareplayedbythemanagersaredifferent.
b.Themanagerofalargeorganizationismorelikelytobeageneralist.
c.Theproportionoftimespentoneachfunctionisdifferent.
d.Thereisnodifferencebetweenmanagerroles.
(cChallengingp.13)

147.TheconsultantinformsGeorgethatthemostimportantroleofasmallbusinessmanageriswhichofthefollowing?
a.monitor

b.disseminator
c.spokesperson
d.negotiator
(cModeratep.13Ex.17)

148.Theleastimportantroleofthemanagerofalargeorganizationiswhichofthefollowing?
a.monitor
b.disseminator
c.spokesperson
d.negotiator
(bModeratep.13Ex.17)

149.ThemostimportantroleplayedbyJohnwillbewhichofthefollowing?
a.resourceallocator
b.entrepreneur
c.spokesperson
d.negotiator
(aModeratep.13Ex.17)

ApplicationofManagementSkills

Shawnahadspenttheday"tagging"heruncle.HeistheCEOofalargefirmthatmanufacturescerealandrelatedproducts.Shawnawasamanagementmajoratalocalcollege,andone
ofherclassassignmentswastointerviewabusinessmanager.Whensheapproachedheruncleabouttheassignment,hetoldherthathefeltshewouldgetabetterfeelformanagementifshe
would"shadow"himforaday.So,overfallbreak,shehadspentthedaywithhim.Hehadspenthisdaydealingwithavarietyofissues.Thefirstagendaitemforthedayhadbeenameeting
withthedivisionmanagerwhowashavingdifficultiesmeetinghistargetamountduetohisinabilitytomotivatehisemployees.Thenithadbeenofftotheassemblylinefloortoinspectanew
procedureforfillingcerealboxes.LunchhadbeenwithagroupoflocalCEOswhereeverythingfromthenewhiringlawstothelatesteconomicreportshadbeendiscussed.Afterlunch,Shawna
Shares
hadsatinonameetingwherethefiveyearstrategicplanforthecompanywasbeingevaluated.Allinall,ithadbeenadayfullofinformationShawnacoulduseforherclassassignment.

150.Themeetingwiththedivisionmanagerconcerninghisinabilitytomotivatehisemployeesisademonstrationof
a.politicalskills.
b.interpersonalskills.
c.technicalskills.
d.conceptualskills.
(bModeratep.15)

151.Inspectingthenewprocedureforfillingcerealboxesisanexampleofwhichofthefollowingcompetencies?
a.politicalskills
b.interpersonalskills
c.technicalskills
d.conceptualskills
(cChallengingp.15)

152.Thefiveyearmeetingforsettingastrategicplanwasanexampleof_____.
a.politicalskills
b.interpersonalskills
c.technicalskills
d.conceptualskills
(dModeratep.15)
153.Thefiveyearmeetingforsettingastrategicplanrequiresmanagementtohavespecificskillsinallofthefollowingareasexceptwhichofthefollowing?
a.handlinginformation
b.organizingandcoordinating
c.controllingtheorganizationsenvironmentanditsresources
d.technicalskills
(dChallengingp.15)

ShortDiscussionQuestions

154.DescribetheMintzbergsFigureheadandSpokespersonroles.Aretheyrelated?

Figureheadisasymbolicroleinwhichthemanageristhelegalorsocialrepresentativeofthecompany.Thespokespersontransmitsinformationtooutsidersabouteventsareactionstakenby
thecompanyorservesasanexpertincommunicatingwiththepressormedia.TheserolesarerelatedinthatthesamepersonoftenperformstheFigureheadandSpokespersonroles,whenthe
companyisaddressingissuesimportantthatareraisedbythecommunityorthemedia.
(Challengingp.11,Ex15)

155.Describethedifferencebetweenmanagersandoperativeemployees.

Operativesworkdirectlyonajobortaskandhavenoresponsibilityforoverseeingtheworkofothers.Managersdirecttheactivitiesofothers.
(Easyp.5)

156.Compareandcontrastthethreelevelsofmanagement.

Firstlinemanagersareusuallycalledsupervisors,areresponsiblefordaytodayactivities,andworkwiththeoperatives.Middlemanagersareusuallycalleddepartmentoragencyheadsor
projectleaders,manageothermanagers,andareresponsiblefortranslatingthegoalssetbytopmanagementintospecificdetailsthatlowermanagerscanperform.Topmanagers,typically
calledpresidents,CEOs,ormanagingdirectors,areresponsibleformakingdecisionsaboutthedirectionoftheorganizationandestablishingpoliciesthataffectallorganizationalmembers.
(Moderatep.6)

157.Whatisthedifferencebetweenefficiencyandeffectiveness?

Efficiencydoingthethingcorrectlyaccomplishingthegoalwiththeleastamountofresources.
Effectivenessdoingtherighttaskgoalattainment.
(Easyp.7)

158.Brieflydescribethefourmanagementprocesses.


Planningdefininggoals,establishingstrategy,anddevelopingplanstocoordinateactivities.
Organizingincludesdeterminingwhattasksaretobedone,whoistodothem,howthetasksaretobegrouped,andwhoreportstowhom.
Leadingincludesmotivatingemployees,directingtheactivitiesofothers,selectingthemosteffectivecommunicationchannels,andresolvingconflicts.
Controllingtheprocessofmonitoringperformance,comparingitwithgoals,andcorrectinganysignificantdeviations.(Moderatepp.89)
159.Whatisthemajordifferencebetweenprofitmakingandnotforprofitorganizations?

Themostimportantdifferencethewaythatorganizationaleffectivenessismeasured.Innotforprofitorganizations,theycannotusetheBottomLineorprofitsasanunambiguousmeasureof
performance.Thereisnosuchuniversalmeasureinnonprofitorganizations.
(Moderatep.12)

160.Whatfactorsinfluencethehowmanagersarepaid?

Severalfactorsimpactmanagementcompensation.Companiesbasetheirdecisionsonthemanagersskillsandexperienceandwhatothercompaniesarepayinginthemarketplace.However,
levelintheorganization,education,typeofbusiness,comparablepaystandardsinthecommunityandthemanagerseffectivenessalsodeterminehowmuchmanagersarepaid.
(Moderatep.17)

MediumLengthDiscussionQuestions

161.Describethreelevelsofmanagementandexplainthemajorresponsibilitiesateachlevel.

Themanagersatthethreelevelsofmanagementaretopmanagers,middlemanagersandfirstlinemanagersorsupervisors
Supervisorsareresponsiblefordirectingthedaytodayactivitiesofoperativeemployees.
MiddleManagersaretypicallyresponsibleformanagingsupervisorsandoperativeemployeesandfortranslatingthegoalssetbytopmanagementintospecificdetailsandobjectivesthatlower
levelmanagerscanperform.
TopManagersareresponsibleformakingdecisionsaboutthedirectionoftheorganizationandestablishingpoliciesthataffectallorganizationalmembers.
Shares
(Easypp.56)

162.CompareandcontrastMintzberg'smanagerialroles.

Interpersonalrolesconsistofbeingthefigureheadfortheorganization,assumingtheleadershiprole,andactingasaliaisonfortheorganization.
Informationalrolesconsistofbeingamonitorofcurrentinformationwhichisthendispersedtoemployeesneedingthatinformationalsoinvolvesbeingthespokespersonfortheorganization.
Decisionalrolesconsistofbeinganentrepreneurfortheorganization,handlingdisturbances,allocatingresources,andnegotiating.
(Easyp.11Ex.15)

163.Discusstherelativeimportanceofthemanagerialrolesinsmallandlargebusinesses.

Smallbusinessesspokespersonisimportantentrepreneur,figurehead,andleaderareofmoderateimportanceanddisseminatorislow.
Largefirmsresourceallocatorisimportantliaison,monitor,disturbancehandler,andnegotiatorareofmoderateimportanceandentrepreneurislow.
(Moderatep.13Ex.17)
164.Brieflydescribethefourskillsthatsuccessfulmanagersmustpossess.

Conceptualskillstheabilitytocoordinatealloftheorganization'sinterestsandactivities.
Interpersonalskillstheabilitytoworkwith,understand,andmotivatepeople.
Technicalskillstheabilitytousethetools,procedures,andtechniquesofaspecializedfield.
Politicalskillstheabilitytoenhanceone'sownpower,buildapowerbase,andestablishtherightconnections.
(Moderatep.15)

165.ExplainthefirstthreebasiccompetenciesfoundintheManagementCharterInitiativeCompetencies.

Thefirstcompetencyistoinitiateandimplementchangeandimprovementinservices,products,andsystems.Thisisdonebyidentifyingopportunitiesforimprovementinservices,products,
andsystems,aswellasnegotiatingandagreeingontheintroductionofchange.Thesecondistomonitor,maintain,andimproveserviceandproductdelivery.Thiscanbeattainedby
establishingandmaintainingthesupplyofresourcesintotheorganization/departmentandbyestablishingandagreeingoncustomerrequirements.Numberthreecompetencyistomonitorand
controltheuseofresources.Anexampleistocontrolcostsandenhancevalue.Also,managersmustmonitorandcontrolactivitiesagainstbudgets.
(Challengingp.17Ex.18)

ComprehensiveEssaysQuestions

166.Basedontheresearchfindingspresentedinthetext,howdomanagersatdifferentlevelsintheorganization(Top,MiddleandFirstLineManagers)differintermsoftheamountoftime
theyspendondifferentmanagementfunctionsandactivitieswhatarethegreatestdifferencesbetweeneachlevel.Canyougiveanexampleofthisinanorganizationthatyouhavereadabout?

Alllevelsspendaboutthesameamountoftimeoncontrolling.TopmanagersspendmosttimeplanningMiddlemanagersFirstlinemanagersspendmoretimeleadingthantopmanagers.Top
andmiddlemanagersspendmoretimeonorganizingthanfirstlinemanagers.
EXAMPLEPage9RonaldA.Williams,PresidentofAetnaspendstimeplanninghowhisorganizationcanbeapositiveforceinthecommunity.
(Easypp.45,9)

167.Researchhasidentifiedsixsetsofbehaviorthatexplainabitmorethan50%ofamanager'seffectiveness.Whatarethesesixbehaviors?

Controllingtheorganization'senvironmentanditsresources.
Organizingandcoordinating.
Handlinginformation.
Providingforgrowthanddevelopment.
Motivatingemployeesandhandlingconflicts.
Strategicproblemsolving.
(Easyp.15)

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