Intro to Management (Course Code: 44453)- Test 1, Chapters 1 – 3

Intro to Management ( Course Code: 44453)
 Test 1, Chapters 1 – 3

1.
 
 
Frontline managers often have titles such as supervisor or sales manager.
 
True
 
False
2.
 
 
The need for interpersonal and communication skills fades as a manager moves from the lower levels of an organization into the upper management arena.
 
True
 
False
3.
 
 
Being a manager is more like being the conductor of an orchestra than playing an instrument in it.
 
True
 
False
4.
 
 
Which of the following is one of the key elements that make the current business landscape different from the past?
 
Diversity
 
Collaboration across organizational boundaries
 
Speed
 
Quality
 
Cost competitiveness
5.
 
 
_________ is the set of practices aimed at discovering and harnessing an organization's intellectual resources—fully utilizing the intellects of the organization's people.
 
Innovation
 
Communication management
 
Collaboration
 
Service management
 
Knowledge management
6.
 
 
Managing your costs and keeping them down requires being
 
collaborative.
 
efficient.
 
effective.
 
fast.
 
mindful of high service requirements.
7.
 
 
The key management functions include
 
hiring, training, appraising and firing.
 
planning, operations, labor and contracting.
 
marketing, finance, accounting and production.
 
marketing, management, finance and accounting.
 
planning, leading, controlling and organizing
8.
 
 
_______ involves monitoring performance and making necessary changes.
 
Controlling
 
Organizing
 
Planning
 
Leading
 
Budgeting
9.
 
 
Managers responsible for supervising the operations of an organization are referred to as
 
tactical managers.
 
supervisory managers.
 
strategic managers.
 
functional managers.
 
operational managers.

10.
 
 
Titles such as foreman, sales manager, shift manager, or supervisor typically belong to managers at what level?
 
Middle
 
Top
 
Strategic
 
Operational
 
Tactical
11.
 
 
Which of the following represent skills that managers need?
 
Conceptual & decision, professional and technical
 
Technical, interpersonal & communication and conceptual & decision
 
Professional, technical, and conceptual & decision
 
Professional, technical, and interpersonal & communication
 
Interpersonal & communication, conceptual & decision, and professional
12.
 
 
Using a particular software program at an expert level, compilation of an accounting statement, and writing advertising copy are all examples of which type of skill?
 
Quantitative
 
Conceptual
 
Technical
 
Professional
 
Interpersonal
13.
 
 
Top management at Sunset Studios, Inc. recognized a lack of employee enthusiasm about the new website. In fact there was a fair amount of infighting and blame around whom was responsible for the layout, given the entire firm considered itself to be tops in design and production. Sammy Sunset got the team together and engaged them in a lively discussion to determine how to change the website so that it reflected more of Sunset Studios' unique design ability. As the meeting wound down, each team member volunteered to take on a part of the project to fix the site. The ability to identify this problem and resolve it is an effective use of __________ skills.
 
professional
 
conceptual and decision
 
negotiation
 
technical
 
informational
14.
 
 
Toward the end of the industrial revolution, bureaucracy emerged as a formal discipline.
 
True
 
False
15.
 
 
In the context of the human relations approach to management, Abraham Maslow argued that people try to satisfy their lower-level needs and then progress upward to the higher-level needs.
 
True
 
False
16.
 
 
In the context of contemporary approaches to management, many aspects of a management decision cannot be expressed through mathematical symbols and formulas.
 
True
 
False
17.
 
 
Understanding contingencies helps a manager know which sets of circumstances dictate which management actions.
 
True
 
False
18.
 
 
In the context of classical approaches to management, _____ believed bureaucratic structures can eliminate the variability that results when managers in the same organization have different skills, experiences, and goals.
 
Lillian Gilbreth
 
Max Weber
 
Peter Drucker
 
Mary Follett
 
Henri Fayol
19.
 
 
Which of the following is a drawback of the bureaucratic approach to management?
 
Management decisions were unsystematic.
 
The approach emphasized only money as a worker incentive.
 
The approach did not help managers deal with competitors and government regulations.
 
Some people did not perform their best with excessive rules and regulations.
 
Production tasks were reduced to machine-like movements that led to boredom.
20.
 
 
Which of the following is one of Henri Fayol’s 14 principles of management?
 
Adaptation
 
Ownership
 
Scalar chain
 
Qualifications
 
Rules and controls
21.
 
 
The _____ were a series of experiments conducted from 1924 to 1932 to investigate the influence of physical working conditions on workers’ productivity and efficiency.
 
Forming-Storming Model
 
Johari Window
 
Hierarchy of Needs
 
Hawthorne Studies
 
Michigan Leadership Studies
22.
 
 
In the context of classical approaches to management, which of the following is a principle of the human relations approach?
 
Wasteful movements can be identified and removed to increase productivity.
 
Scientific methods should be applied to analyze work.
 
Management should cooperate with workers to ensure that jobs match plans.
 
Management is a profession and can be taught.
 
Social needs have precedence over economic needs.
23.
 
 
Which of the following is true of Abraham Maslow’s contribution to the field of human relations?
 
He emphasized maintenance of inventories to meet consumer demand.
 
He suggested that humans have five levels of needs.
 
He was concerned with meeting the explosive growth in demand brought about by the industrial revolution.
 
He advocated the application of scientific methods to analyze work.
 
He concluded that management decisions were unsystematic.
24.
 
 
According to Abraham Maslow, the most advanced human need is for:
 
safety.
 
self-actualization.
 
esteem.
 
the body.
 
love or belonging.
25.
 
 
In the context of classical approaches to management, critics believed that one result of the _____ approach—a belief that a happy worker was a productive worker—was too simplistic.
 
bureacratic
 
systematic management
 
administrative management
 
scientific management
 
human relations
26.
 
 
Which of the following is a contemporary approach to management?
 
Administrative management
 
Systematic management
 
Human relations
 
Quantitative management
 
Scientific management
27.
 
 
In the context of contemporary approaches to management, the use of _____ has been limited because many aspects of a management decision cannot be expressed through mathematical symbols and formulas.
 
systematic management
 
administrative management
 
quantitative management
 
organizational behavior
 
human relations
28.
 
 
_____ is a contemporary management approach that studies and identifies management activities that promote employee effectiveness by examining the complex and dynamic nature of individual, group, and organizational processes.
 
Systems theory
 
Sociotechnical systems theory
 
Quantitative management
 
Organizational behavior
 
Contingency perspective
29.
 
 
_____, a major organizational behaviorist, recommended greater autonomy and better jobs for workers.
 
Jim Collins
 
Chris Argyris
 
Rensis Likert
 
Douglas McGregor
 
Michael Porter
30.
 
 
In the context of the systems theory, human resources, capital, and raw material are examples of _____.
 
control systems
 
economies
 
contingencies
 
outputs
 
inputs
31.
 
 
In the context of the systems theory, understanding _____ helps a manager know which sets of circumstances dictate which management actions.
 
economies
 
physical needs
 
inputs
 
contingencies
 
outputs
32.
 
 
_____, written by Gary Hamel, was selected by Amazon.com as the best business book of 2007.
 
Good to Great
 
The Fifth Dimension: The Art and Practice of the Learning Organization
 
In Search of Excellence
 
The Future of Management
 
Managing Across Borders: The Transnational Solution
33.
 
 
When an industry matures, profits drop.
 
True
 
False
34.
 
 
Buffering is a method for adapting the technical core to changes in the environment.
 
True
 
False
35.
 
 
Organizations that are affected by, and that affect, their environment are called:
 
open systems.
 
matrix organizations.
 
oligopolies.
 
ecologies.
 
pyramids.
36.
 
 
Margaret Pane, a new manager at The Royal Deli, has been asked to focus on the competitive environment of the organization. Which of these factors is among those that Margaret Pane should focus on?
 
Social factors
 
Technology
 
Government policies
 
Demographics
→
Suppliers
37.
 
 
The main difference between a final consumer and an intermediate consumer is that the final consumer:
 
uses products himself.
 
is not as flexible as an intermediate consumer.
 
purchases more than intermediate consumers.
 
pays cash.
 
does not have any bargaining power.
38.
 
 
Wealth and Wealth Bank utilizes the janitorial services of Rob's Scrub-All to keep their buildings clean. Rob's provides all the necessary cleaning supplies, training, background security checks (since the crew works after hours) and all other associated expenses. The other available janitorial services do not typically provide security checks and a client such as a bank would have to hire guards to watch the work of the janitors. This expense effectively limits the bank to utilizing only Rob's services. Which of the following does this illustrate?
 
High switching costs
 
Favorable quality status
 
Complementary products
 
Unfavorable supplier status
 
High employment costs
39.
 
 
_____ refers to searching for information that is unavailable to most people and sorting through that information to interpret what is important.
 
Competitive skimming
 
Knowledge browsing
 
Information foraging
 
Data classification
→
Environmental scanning
40.
 
 
_____ are approaches that an organization acting on its own uses to change some aspect of its current environment.
 
Buffering techniques
 
Independent strategies
 
Benchmarking procedures
 
Forecasting methods
 
Flexible processes
41.
 
 
Meatorganics announced that it was selling off its pork division in order to realign itself more competitively in the marketing of its other products. This is an example of managing the task environment through:
 
diversification.
 
domain selection.
 
divestiture.
 
acquisition.
 
merger.
42.
 
 
_____ is an organization’s conscious efforts to change the boundaries of its task environment.
 
Independent action
 
Flexible process
 
Strategic maneuvering
 
Public relations
 
Cooperative strategy
43.
 
 
_____ are companies that continuously change the boundaries for their task environments by seeking new products and markets, diversifying and merging, or acquiring new enterprises.
 
Prospectors
 
Divergers
 
Defenders
 
Transformers
 
Wanderers
44.
 
 
_____ are companies that stay within a stable product domain as a strategic maneuver.
 
Protectors
 
Sponsors
 
Defenders
 
Accommodators
 
Convergers
45.
 
 
If an organization's culture is externally oriented and focused on control with its primary objectives as productivity, planning and efficiency, it could best be described as a _____ culture.
 
group
 
rational
 
values-oriented
 
hierarchical
 
adhocracy
46.
 
 
The four key elements that make the current business environment different from the past include globalization, technological change, the importance of knowledge and ideas and collaboration across organizational boundaries.
 
True
 
False
47.
 
 
Knowledge management is a set of practices aimed at discovering and harnessing the competition's intellectual resources.
 
True
 
False
48.
 
 
The key to company success is how much the industry in which it operates will affect society or how much it will grow.
 
True
 
False
49.
 
 
Innovation is the introduction of new goods and services.
 
True
 
False