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1.

Which of the following types of managers is responsible for making organization-wide decisions and
establishing the plans and goals that affect the entire organization?
A. first-line managers C. production managers
B. top managers D. research managers

2. All levels of management between the bottom level and the top level of the organization are termed
_____________.
A. middle managers C. supervisors
B. first-line managers D. foremen

3. Which of the following levels of management is associated with positions such as executive vice
president, chief operating officer, chief executive officer, and chairman of the board?
A. team leaders C. first-line managers
B. middle managers D. top managers

4. Agency head or plant manager is most likely associated with which of the following?
A. team leaders C. first-line managers
B. middle managers D. top managers

5. The lowest level of management is ______________.


A. a non-managerial employee C. a vice president
B. a department of research manager D. a first-line manager

6. Which of the following identified the three essential managerial skills?


A. Katz C. Raines
B. Lewisberg D. Chambers

7. The three essential managerial skills include _____________.


A. technical, human, and empirical C. technical, interpersonal, and controlling
B. human, empirical, and conceptual D. technical, human, and conceptual

8. Understanding building codes would be considered a _____________ skill for a building contractor.
A. human C. conceptual
B. technical D. empirical

9. Today, the basic management functions are considered to be ______________.


A. planning, coordinating, staffing, and directing
B. planning, organizing, leading, and directing
C. commanding, organizing, leading, and staffing
D. planning, organizing, leading, and controlling

10. Which of the following management functions from the mid-1950s is no longer included in the basic
functions of management?
A. commanding C. leading
B. staffing D. controlling

11. Writing an organizational strategic plan is an example of the ______________ management function.
A. leading C. planning
B. coordinating D. organizing
12. Organizing includes _____________.
A. defining organizational goals C. motivating organizational members
B. hiring organizational members D. determining who does what tasks

13. Fayol was interested in studying ___________, whereas Taylor was interested in studying ________.
A. senior managers; effective managers
B. all managers; first-line managers
C. bureaucratic structures; chains of command
D. administrative theory; macroeconomics

14. Which of the following is NOT one of Fayol’s principles of management?


A. division of work C. discipline
B. unity of command D. equality

15. According to Weber’s ideal bureaucracy, ______________ occurs when employees are placed in jobs
based on technical qualifications.
A. career orientation C. impersonality
B. authority hierarchy D. formal selection

16. The quantitative approach to management has also been referred to by which of the following names?
A. sales optimization C. managerial theory
B. operations research D. statistical reformulation

17. General administrative theory focuses on ________________.


A. the entire organization
B. managers and administrators
C. the measurement of organizational design relationships
D. primarily the accounting function

18. General administrative theorists devoted their efforts to _________________.


A. developing mathematical models to improve management
B. improving the productivity and efficiency of workers
C. making the overall organization more effective
D. emphasizing the study of human behavior in organizations

19. Frank and Lillian Gilbreth were the first researchers to utilize motion pictures to the study of
_____________.
A. reactions of workers in group settings
B. hand-and-body motions
C. workers reactions to pay increases
D. groups of workers in tense situations where they are assigning each other tasks

20. The primary issue that motivated Taylor to create a more scientific approach to management was
______________.
A. worker efficiency C. worker absenteeism and turnover
B. worker effectiveness D. workplace safety
21. Someone who works with and through other people by coordinating their work activities in order to
accomplish organizational goals is ___________.
A. an assembly line worker C. a manager
B. a laborer D. a salesperson

22. In the past, nonmanagerial employees were viewed as employees who ___________.
A. reported to top executives C. supervised others
B. reported to middle managers D. had no others reporting to them

23. Which of the following types of managers is responsible for making organization-wide decisions and
establishing the plans and goals that affect the entire organization?
A. first-line managers C. production managers
B. top managers D. research managers

24. All levels of management between the supervisory level and the top level of the organization are
termed _____________.
A. middle managers C. supervisors
B. first-line managers D. foremen

25. _____________ is the process of getting activities completed efficiently and effectively with and
through other people to achieve organizational goals.
A. Leading C. Supervision
B. Management D. Controlling

26. The distinction between a managerial position and a non-managerial position is _______________.
A. planning the work of others C. controlling the work of others
B. coordinating the work of others D. organizing the work of others

27. Which of the following is an example of an efficient manufacturing technique?


A. cutting inventory levels
B. increasing the amount of time to manufacture products
C. increasing product reject rates
D. decreasing product output

28. Wasting resources is considered to be an example of managerial _____________.


A. efficiency C. inefficiency
B. effectiveness D. ineffectiveness

29. Managers with good __________ are able to get the best out of their people.
A. human skills C. technical skills
B. conceptual skills D. visual skills

30. Technical skills include _______________.


A. leadership and efficiency in a certain specialized field
B. knowledge of and proficiency in a certain specialized field
C. familiarity with and interest in a general field of endeavor
D. skill and interest in a general field of endeavor
31. The ability to work well with other people, both individually and in a group, requires
________________.
A. technical skills C. planning skills
B. assessment skills D. human skills

32. Which of the following types of skills are described with terms such as abstract situations and
visualization?
A. interpersonal C. technical
B. human D. conceptual

33. Fayol was interested in studying ___________, whereas Taylor was interested in studying ________.
A. senior managers; effective managers
B. all managers; first-line managers
C. bureaucratic structures; chains of command
D. administrative theory; macroeconomics

34. Which of the following is NOT one of Fayol’s principles of management?


A. division of work C. discipline
B. unity of command D. equality

35. According to Weber’s ideal bureaucracy, ______________ occurs when employees are placed in jobs
based on technical qualifications.
A. career orientation C. impersonality
B. authority hierarchy D. formal selection

36. Bureaucracy is defined as a form of organization characterized by __________________.


A. division of labor C. detailed rules and regulations
B. clearly defined hierarchy D. all of the above

37. ______________ is a technique that managers use to improve resource allocation decisions.
A. Linear programming C. Economic order quantity modeling
B. Work scheduling D. Regression analysis

38. Decisions on determining a company’s optimum inventory levels have been significantly influenced by
_________________.
A. linear programming C. economic order quantity modeling
B. work scheduling D. regression analysis

39. Which of the following would NOT be associated with the quantitative approach to management?
A. information models
B. critical-path scheduling
C. systematic motivation of individuals
D. linear programming

40. Each of the following represents a drawback to the quantitative approach except _________________.
A. managers are unfamiliar with quantitative tools
B. managers cannot relate easily to quantitative models
C. managers tend to be intimidated by quantitative tools
D. quantitative problems are more widespread than behavioral problems