Test Bank for Essentials of

Management 9th Edition by Dubrin

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 ANS: D PTS: 1 DIF: M REF: p. 7
NAT: AACSB: Reflective Thinking, Group Dynamics

6. An important role for the team leader is to

a. act as a catalyst and facilitator.
b. tightly control the work of team members.
c. set a strategic direction for the firm.
d. avoid interactions with team members.
ANS: A PTS: 1 DIF: M REF: p. 7
NAT: AACSB: Reflective Thinking, Leadership Principles

7. Sherri Jackson is a sales manager. She searches the Internet to find new potential markets for her
products. Jackson is most directly making use of ____ resources.
a. human
b. financial
c. physical
d. information
ANS: D PTS: 1 DIF: E REF: p. 8
NAT: AACSB: Technology, Information Technology

8. Which function of management is most involved with energizing, directing, activating, and persuading
others?
a. leading
b. controlling
c. planning
d. organizing and staffing
ANS: A PTS: 1 DIF: E REF: p. 10
NAT: AACSB: Reflective Thinking, Leadership Principles

9. With respect to creating visions, leaders often fail because they do not
a. have fancy enough visions.
b. convert their visions into results.
c. use visions for inspiration.
d. bribe people for accomplishing a vision.
ANS: B PTS: 1 DIF: M REF: p. 10
NAT: AACSB: Analytic, Leadership Principles

10. Controlling is primarily concerned with

a. making rational decisions.
b. comparing actual performance to a predetermined standard.
c. influencing people to perform better.
d. laying out work in a logical manner.
ANS: B PTS: 1 DIF: E REF: p. 10
NAT: AACSB: Analytic, Individual Dynamics

11. The two planning roles for manager involve

a. monitoring and disturbance handling.
b. strategy and operations.
c. being a figurehead and a spokesperson.
d. team building and team play.
 ANS: B PTS: 1 DIF: E REF: p. 11
NAT: AACSB: Analytic, Individual Dynamics

12. Making sure that competent persons fill positions is part of which managerial role?
a. organizer
b. liaison
c. staffing coordinator
d. resource allocator
ANS: C PTS: 1 DIF: M REF: p. 12
NAT: AACSB: Analytic, HRM

13. With respect to managers, poor interpersonal skills

a. have a neutral impact on performance.
b. can lead to job failure.
c. are not important because "Nice guys and gals finish last."
d. only create problems at the first two levels of management.
ANS: B PTS: 1 DIF: M REF: p. 17
NAT: AACSB: Communication, Individual Dynamics

14. Political skills should be regarded as a

a. supplement to job competence.
b. way to overcome job incompetence.
c. way of creating ambiguity on the job.
d. privilege of top management.
ANS: A PTS: 1 DIF: M REF: p. 19
NAT: AACSB: Communication, Individual Dynamics

15. A key part of developing your managerial skills would be to

a. forget about practice as soon as you acquire a skill.
b. practice kick boxing to sharpen your reflexes.
c. obtain feedback on your performance.
d. ignore the comments of others on how well you are doing.
ANS: C PTS: 1 DIF: M REF: p. 19
NAT: AACSB: Communication, Individual Dynamics

16. At the higher levels of management, the four roles that are the most important include::
a. organizer, visionary, team builder, facilitator.
b. liaison, spokesperson, figurehead, and strategic planner
c. environmental specialist, mentor, coach, ethics officer.
d. administrator, implementor, entrepreneur, task coordinator
ANS: B PTS: 1 DIF: D REF: p. 16
NAT: AACSB: Analytic, Individual Dynamics

17. According to Mintzberg, management is a practice, rather than a science or a profession because
a. science is about the development of systematic knowledge through research.
b. management follows an ethical code.
c. the major purpose of management is to help get things done.
d. both a & c
ANS: D PTS: 1 DIF: D REF: p. 16
NAT: AACSB: Reflective Thinking, Individual Dynamics
18. Management as a practice,
a. began during the Industrial Revolution.
b. probably has an almost unlimited history.
c. dates back to World War II.
d. dates back to the Civil War.
ANS: B PTS: 1 DIF: E REF: p. 20
NAT: AACSB: Analytic, Strategy

19. The primary concern of the administrative management aspect of classical management was
a. managing a company's information system.
b. teaching nonprofit organizations how to be successful.
c. how organizations should be managed and structured.
d. the application of scientific methods to increase workers' productivity.
ANS: C PTS: 1 DIF: E REF: p. 21
NAT: AACSB: Analytic, Strategy

20. According to the historically important work of Alfred D. Chandler, when choosing an organization
structure, managers should first
a. study what the competition is doing.
b. be aware of the strategy.
c. draw a hundred boxes to choose from.
d. look for the least expensive structure.
ANS: B PTS: 1 DIF: D REF: pp. 21- 22
NAT: AACSB: Reflective Thinking, Strategy

21. The behavioral approach to management emphasizes

a. developing systems for dealing with personnel problems.
b. the interaction of the firm with the environment.
c. finding the most efficient systems of production.
d. understanding people.
ANS: D PTS: 1 DIF: E REF: p. 22
NAT: AACSB: Analytic, Strategy

22. An organization may experience entropy when

a. its total output exceeds the sum of the parts.
b. it does not receive fresh inputs from the external environment.
c. too many employees call in sick in a given year.
d. three consecutive new products are winners.
ANS: B PTS: 1 DIF: D REF: p. 26
NAT: AACSB: Analytic, Strategy

23. An important subset of interpersonal skills for managers is__________the ability to work effectively
and conduct business with people from different cultures.
a. multiculturalism
b. bilingualism
c. diversity
d. multinationalism
ANS: A PTS: 1 DIF: E REF: p. 18
NAT: AACSB: Diversity, Motivation Concepts
 24. You are using evidence-based management when your practice is based on
a. a recent fad.
b. what your CEO thinks is hot.
c. thinking by philosophers.
d. an established principle.
ANS: D PTS: 1 DIF: D REF: p. 17
NAT: AACSB: Analytic, Strategy

25. Evidence-based management chooses an organizational practice based on

a. the best evidence available.
b. qualitative evidence only.
c. quantitative evidence only.
d. careful forecasts.
ANS: A PTS: 1 DIF: E REF: p. 17
NAT: AACSB: Analytic, Strategy

TRUE/FALSE

1. C-level manager is a recent term used to describe a top-level manager.

ANS: T PTS: 1 DIF: E REF: p. 2

NAT: AACSB: Analytic, Individual Dynamics

2. Brad is the cafeteria manager in a company that manufactures cushions, chairs, and closet organizers.
Brad would be classified as a "C-level manager."

ANS: F PTS: 1 DIF: M REF: p. 2

NAT: AACSB: Reflective Thinking, Individual Dynamics

3. The vice-president of merchandising in a retail store would be considered a functional manager.

ANS: T PTS: 1 DIF: M REF: p. 5

NAT: AACSB: Reflective Thinking, Individual Dynamics

4. The entrepreneur is characterized primarily by innovative behavior.

ANS: T PTS: 1 DIF: E REF: p. 6

NAT: AACSB: Analytic, Leadership Principles

5. A major characteristic of both entrepreneurs and small-business owners is their passion for the work

ANS: T PTS: 1 DIF: M REF: p. 6

NAT: AACSB: Analytic, Leadership Principles

6. The team leader is a strong disciplinarian who exerts more control than the traditional supervisor.

ANS: F PTS: 1 DIF: M REF: p. 7

NAT: AACSB: Reflective Thinking, Leadership Principles

7. Planning is a way of managing the future.

 ANS: T PTS: 1 DIF: M REF: p. 9
NAT: AACSB: Analytic, Strategy

8. Effective leaders develop a sense of community or shared purpose.

ANS: T PTS: 1 DIF: M REF: p. 10

NAT: AACSB: Reflective Thinking, Leadership Principles

9. One purpose of controlling is to check up on performance.

ANS: T PTS: 1 DIF: M REF: p. 10

NAT: AACSB: Analytic, Strategy

10. According to Peter Drucker, managers are knowledge workers.

ANS: T PTS: 1 DIF: D REF: p. 9

NAT: AACSB: Analytic, Individual Dynamics

11. Maslow suggested that humans are motivated by efforts to satisfy a hierarchy of needs ranging from
basic needs to those for self-actualization, or reaching one’s potential.

ANS: T PTS: 1 DIF: D REF: p. 24

NAT: AACSB: Analytic, Motivation Concepts

12. Conceptual skill is needed to understand how the various parts of the organization fit together.

ANS: T PTS: 1 DIF: E REF: p. 18

NAT: AACSB: Analytic, Individual Dynamics

13. Political skills include establishing connections and impressing the right people.

ANS: T PTS: 1 DIF: M REF: p. 18

NAT: AACSB: Communication, Strategy

14. Interpersonal skills are important for top-level managers as well as team leaders.

ANS: T PTS: 1 DIF: D REF: p. 18

NAT: AACSB: Communication, Individual Dynamics

15. An important part of the model for learning managerial skills is to obtain feedback on performance
from others.

ANS: T PTS: 1 DIF: E REF: p. 19

NAT: AACSB: Communication, Individual Dynamics

16. A key reason for continuing to develop managerial skills is that the workplace keeps changing.

ANS: T PTS: 1 DIF: M REF: p. 20

NAT: AACSB: Analytic, Strategy

17. Theory X was concerned primarily with how organizations should be managed and structured.

ANS: F PTS: 1 DIF: D REF: p. 21

NAT: AACSB: Analytic, Motivation Concepts
 18. The behavioral approach to management emphasizes gaining the maximum productivity from people
through such means as time and motion studies.

ANS: F PTS: 1 DIF: M REF: p. 22

NAT: AACSB: Analytic, Motivation Concepts

19. Troy is given the responsibility of developing an organization structure for a new company. Before
drawing the structure, he should first understand the company's strategy.

ANS: T PTS: 1 DIF: M REF: p. 22

NAT: AACSB: Analytic, Strategy

20. According to the classical approach to management, a company is most likely to be efficient when the
structure of the firm determines its strategy.

ANS: F PTS: 1 DIF: M REF: p. 22

NAT: AACSB: Analytic, Strategy

21. Tony wants to use the behavioral approach to management, so he puts a lot of effort into
understanding the interests and talents of his staff before deciding how to manage the group.

ANS: T PTS: 1 DIF: M REF: p. 22

NAT: AACSB: Reflective Thinking, Strategy

22. Management tells the workers in an office that they have been selected to be part of a study of
productivity because of their good record so far. Worker productivity increases even more, thereby
demonstrating the Hawthorne effect.

ANS: T PTS: 1 DIF: M REF: pp. 23 -24

NAT: AACSB: Reflective Thinking, Strategy

23. The information technology era has made organizations much less democratic than they were in the
past.

ANS: F PTS: 1 DIF: M REF: p. 28

NAT: AACSB: Technology, Information Technologies

24. The quantitative approach to management emphasizes methods in decision making, based on the
scientific method.

ANS: T PTS: 1 DIF: D REF: p. 25

NAT: AACSB: Analytic, Strategy

25. Theory Y assumptions include the idea that people accept responsibility, exercise
self-control, possess the capacity to innovate.

ANS: T PTS: 1 DIF: D REF: p. 24

NAT: AACSB: Analytic, Motivation Concepts

ESSAY

1. Why do organizations hire managers?

 ANS:
A manager is a person responsible for the work performance of group members. A manager holds the
formal authority to commit organizational resources, even if the approval of others is required.

PTS: 1 DIF: E REF: p. 2

NAT: AACSB: Reflective Thinking, Strategy

2. Identify and describe seven different managerial roles. Indicate which ones you would enjoy the most
at this stage of your career.

ANS:
Answers will vary.

Planning: Strategic planner, Operational planner

Organizing: Organizer, Liaison, Staffing coordinator, Resource allocator, Task delegator

Leading: Figurehead, Spokesperson, Negotiator, Motivator and coach, Team builder,

Team player, Technical problem solver, Entrepreneur

Controlling: Monitor, Disturbance handler

PTS: 1 DIF: M REF: pp. 11-15

NAT: AACSB: Analytic, Leadership Principles

3. Which basic skills are needed by managers?

ANS:
Conceptual knowledge and behavioral guidelines.
Skill-development
Feedback on skill utilization, or performance

PTS: 1 DIF: E REF: pp. 17-19

NAT: AACSB: Analytic, Individual Dynamics

4. The Colgate-Palmolive Company’s strategy might be stated as responding to the personal-care needs
of people and animals throughout the world. To achieve this goal, the company is divided into four
mammoth divisions: Oral Care, Personal Care, Home Care, and Pet Nutrition. Each division is
subdivided into products groups.

1. How does the Colgate-Palmotive company follow the concepts of Chandler?

2. Do you think that the core of management knowledge lies within the classical school?
Explain.

ANS:
1. Chandler’s famous thesis is that a firm’s structure is determined or chosen by its
strategy—and unless structure follows strategy, inefficiency results. In other words, what a firm wants
to accomplish determines how the company is organized.

2. The classical school provides a systematic way of managing people and work that has proven useful
over time and represents its major strength. However, it sometimes ignores differences among people
and situations.
PTS: 1 DIF: D REF: p. 22
NAT: AACSB: Reflective Thinking, Strategy