Multiple Choice Questions

1.The dynamic new workplace of the 21st century is characterized by: 1. A highly competitive global economy, driven by innovation and technology, that has created both unparalleled opportunities and unprecedented uncertainties.

2. Smart people and smart organizations creating their own futures. 3. Companies with a future sharing an important commitment to people 4. All of the above.
5. None of the above.

2.The best employers share all of the following characteristics EXCEPT:

6. They have high performance expectations.
7. They provide employees with both valued rewards and respect for work-life balance.

8. They are extremely good at attracting and retaining talented employees. 9. They excel at fully utilizing employees’ talents and valuing their contributions. 10. They excel at exploiting the natural environment.

3.__________ are successful because they are better than their competitors at gaining extraordinary results from the people working for them.

11. American companies.
12. Japanese companies.
13. High technology companies.
14. High performing companies.
15. Companies that embrace diversity.

4.__________ introduces you to the concepts, themes, and directions that are consistent with career success and organizational leadership in today’s high performance work settings.

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16. The study of workforce diversity.
17. The study of management.
18. The study of the global economy.
19. The study of decision making.
20. The study of great leaders.

5.The study of __________ should enable you to learn as much as possible to prepare for a career-long commitment to getting great things accomplished through working with people

21. Management.
22. The global economy.
23. Decision making.
24. Great leaders.
25. Information technology.

6.Which statement does NOT accurately characterize the nature of the new economy?

26. It is an economy rich with challenging opportunities.

27. It is a networked economy in which the Internet increasingly influences people, institutions, and nations. 28. It is a networked economy where people and institutions but not nations are influenced by continuing developments in information technology. 29. It is an economy full of dramatic uncertainties.

30. It is the economy in which people now live and work.

7.Which of the following attributes accurately describes the new economy?

31. The new economy is a global economy.
32. The new economy is knowledge-driven.
33. The new economy is performance-driven.
34. All of these are attributes of the new economy.
35. Only alternatives A and C describe attributes of the new economy.

8.The ultimate foundation of organizational performance is __________.

36. The availability and amount of financial capital.
37. The production of quality goods or the provision of quality services. 38. What people know, what people learn, and what people do with it. 39. Computer-based technology.
40. Inspirational and transformational leadership.

9.__________ is the collective brainpower or shared knowledge of a workforce that can be used to create value.

41. Managerial expertise.
42. Intellectual capital.
43. A learning organization.
44. Knowledge management.
45. Managerial competency.

10.Someone whose mind is a critical asset to employers and who adds to the intellectual capital of the organization is a(n) __________.

46. Administrator.
47. Top-level manager.
48. Functional manager.
49. Information competent manager.
50. Knowledge worker.

Globalization

11.__________ is the worldwide interdependence of resource flows, product markets, and business competition that characterizes the new economy.

51. Economic internationalization.
52. International management.
53. Globalization.
54. World interdependence.
55. Cross-cultural business.

12.Which of the following statements accurately describes the impact of the global economy?

56. The world is increasingly arranged in regional economic blocks. 57. Government leaders in our global economy are concerned about the competitiveness of nations. 58. The national boundaries of business are disappearing.

59. All of the above.
60. None of the above.

13.In a(n) __________, countries and peoples are increasingly interconnected with respect to labor markets and business dealings.

61. Ethical world.
62. Globalized world.
63. Ethnocentric world.
64. Socially responsible world.
65. Ethnically diverse world.

Technology

14.__________ and __________ help organizations of all types and sizes, locally and internationally, to speed transactions and improve decision making.

66. The United Nations ¼ computers.
67. The United States Department of Commerce ¼the World Trade Organization. 68. Computers ¼ information technology.
69. Information technology ¼ a diverse workforce.
70. Globalization ¼ ethics.

15.Which of the following statements does NOT describe an implication of technology for the new economy?

71. Technology is an indispensable part of everyday operations in all types of businesses. 72. The lessons of e-business are being applied to e-government. 73. In virtual space, people in remote locations can hold meetings, share information and files, make plans, and solve problems together. 74. The demand for knowledge workers with the skills to utilize technology to full advantage is increasing. 75. Work will still be the same even with computers and high technology.

16.Several technological trends are occurring in the new economy. Which of the following is NOT one of these trends?

76. The Internet, World Wide Web, computers, and information technology have transformed and continue to transform the modern workplace. 77. The demand for knowledge workers with the skills to utilize technology to full advantage is increasing. 78. Computer competency must be mastered and continuously developed as a foundation for career success. 79. Low-skill workers who are displaced from declining industries will not need to re-tool their skills to find adequate alternative employment. 80. The rate of technological change will continue to accelerate.

Diversity

17.When a company’s managerial accountability includes supporting employment opportunities and upward mobility for women, minorities, handicapped persons and people between the ages of 50 and 70, the company is __________.

81. Providing good working conditions for employees.
82. Practicing ethical behavior.
83. Valuing workforce diversity.
84. Operating according to the Civil Rights Act.
85. Promoting differential treatment for some people.

18.Differences among members of the workforce––such as age, gender and national origin––are characteristics of __________.

86. Organizational gaps.
87. Workforce diversity.
88. Cultural similarities.
89. Economic barriers for workforce development.
90. Management challenges.

19.Displaying negative, irrational opinions and attitudes toward members of diverse populations is considered to be __________.

91. Unholy.
92. An injustice.
93. Illegal.
94. Prejudice.
95. Holding power within your own hands.

20.Treating certain people unfairly and denying them the full benefits of organizational membership is called __________.

96. Prejudice.
97. Discrimination.
98. The glass ceiling effect.
99. Poor quality of work life.
100. Selective human resource management.

21.The existence of an invisible barrier that prevents women and minorities from rising above a certain level of organizational responsibility is called the __________.

101. Harassment effect.
102. Glass ceiling effect.
103. Mirrored wall effect.
104. Promotion barrier.
105. Sticky floor effect.

Ethics

22.Which of the following are appropriate targets for ethical and social responsibility issues?

106. Concerns for the natural environment.
107. Employees’ behavior.
108. Changing needs of an increasingly global economy.
109. All of the above.
110. None of the above.

23.A well-known business executive goes to jail for not revealing a personal financial interest in a project that will significantly benefit company profits. This executive’s action is an example of __________.

111. Providing high company profits.
112. Maximizing personal objectives.
113. Ignoring managerial ethics.
114. Adhering to department policies.
115. Performing autocratic leadership.

24.In the 21st century, organizations and their members will encounter all of the following ethical expectations EXCEPT:

116. The expectation of treating customers right and acting in ways consistent with society’s values. 117. The expectation of sustainable development and protection of the natural environment. 118. The expectation of protecting consumers through product safety and fair practices. 119. The expectation of protecting human rights, including employment policies and practices. 120. The expectation that stockholders’ interests should be the primary consideration when organizations make decisions affecting the environment.

25.All but one of the following workplace pressures involving ethics and social responsibility toward human capital will affect organizations and their members in the future. Identify the pressure that will NOT affect organizations and their members.

121. Job security.
122. Occupational safety and health.
123. Equal employment opportunities.
124. Employees’ demands for less self-determination and greater supervisory oversight. 125. Equity of compensation and benefits.

Careers
26.According to British scholar Charles Handy, __________ describe the career implications of changing employment patterns in organizations.

126. Full-time workers, part-time workers, and temporary workers. 127. Contract workers, full-time workers, and core employees. 128. Core workers, contract workers, and part-time workers.
129. Skilled workers, unskilled laborers, and contract workers. 130. Technical employees, unskilled laborers, and skilled workers.

27.According to Charles Handy, a __________ is a person who pursues career paths with a traditional character.

131. Temporary skilled worker.
132. Contract worker.
133. Part-time worker.
134. Core worker.
135. Service worker.

28.In Charles Handy’s description of changing careers, a person who performs specific tasks as needed and is compensated on a fee-for-services basis is a __________.

136. Service worker.
137. Holiday worker.
138. Contract worker.
139. Licensed worker.
140. Part-time worker.

29.The typical career in the 21st century __________.

141. Won’t be uniformly full-time and limited to a single organization. 142. Will require skills to be portable and of value to more than one employer. 143. Will require skills to be carefully maintained and upgraded over time. 144. All of the above.

145. None of the above.

ORGANIZATIONS IN THE NEW WORKPLACE

30.Which of the following statements does NOT accurately describe organizations in the new workplace?

146. Organizations in the new workplace are tied to connectivity made possible by information technology. 147. Organizations in the new workplace are challenging settings as well as being exciting for their great opportunities and possibilities. 148. Organizations in the new workplace should make real and positive contributions to society. 149. Organizations are the principal source of careers and people’s economic livelihood. 150. Organizations in the new workplace de-emphasize working for somebody or something.

31.Which of the following is not one of the critical survival skills for the new workplace that is identified in the text?

151. Entrepreneurship.
152. Love of technology.
153. Marketing.
154. Finance.
155. Passion for renewal.

32.To survive in the new workplace, people must do all of the following EXCEPT:

156. Be able to contribute something of value to their employers. 157. Have links with peers and others inside and outside the organization in order to get things done. 158. Be able to communicate personal and work group successes and progress. 159. Act as if they are running their own businesses.

160. Have an extensive knowledge of computer languages and their applications.

What Is an Organization?

33.An organization is a __________.

161. A collection of people working competitively to carry out the mission. 162. A collection of people working together to achieve a common purpose. 163. A collection of people accountable to a single manager. 164. A collection of people working in different departments. 165. A collection of people working together in a business.

34.A clear sense of purpose that is tied to __________ is increasingly viewed as a source of organizational strength and performance advantage.

166. Making a profit and providing a high return to stockholders. 167. Producing quality products and providing customer satisfaction. 168. Producing goods and services for worldwide consumption. 169. Making the highest return on investment and having the greatest profitability. 170. Expanding through mergers and acquisitions.

35.Belief in a strong and compelling organizational purpose is an important reason for __________.

171. Employees earning a good salary.
172. Manipulating employee perceptions.
173. Employees remaining very loyal to their employers.
174. Hiring family members of current employees.
175. Giving employees favorable performance evaluations.

Organizations as Systems

36.Organizations are systems composed of __________.

176. A collection of subsystems, each working for separate goals. 177. Sets of organizational policies and processes.
178. Interdependent parts that function together to achieve a common purpose. 179. A collection of independent job tasks.
180. Independent subsystems that interact with their environment.

37.Which of the following accurately describes an open system?

181. An open system is permissive in observing the rules of management science. 182. An open system is a collection of subsystems that do not relate to one another. 183. An open system is consistent with the Theory Y system of management. 184. An open system interacts with the external environment in a continual process of transforming resource inputs into product outputs in the form of finished goods and/or services. 185. An open system treats its employees as responsible adults.

38.Which of the following statements accurately describes the open systems model of organizations?

186. The environment provides resource inputs including finished goods and/or services. 187. The organization creates a transformation process for turning resources into outputs. 188. The environment consumes product outputs including people, money, materials, technology, and information. 189. Resource inputs affect product outputs through a feedback loop. 190. Workflows are part of the resource inputs.

39.Which statement(s) regarding an organization’s environment is/are true?

191. The environment is a critical element of the open systems model. 192. The environment is a supplier of resources and a source of customers. 193. Feedback from the environment tells an organization how well it is doing. 194. All of these are true statements regarding an organization’s environment. 195. All of these are false statements regarding an organization’s environment.

Organizational Performance

40.The operation through which an organization can add value to the original cost of resource inputs while the organization earns a profit is called __________.

196. The systems and operations channel.
197. The transmission process.
198. Value creation.
199. Production and operations management.
200. The marketing channel.

41.__________ refers to the quantity and quality of work performance, with resource utilization taken into account.

201. Effectiveness.
202. Efficiency.
203. Profitability.
204. Productivity.
205. Asset management.

42.An output measure of task or goal accomplishment is called __________.

206. Performance efficiency.
207. Productivity.
208. The bottom line.
209. Performance effectiveness.
210. Organizational competency.

43.Which of the following statements does NOT accurately describe the impact of resource utilization and goal attainment on organizational performance?

211. When resource utilization is poor and goal attainment is low, organizational performance is neither effective nor efficient. 212. When resource utilization is good and goal attainment is low, organizational performance is efficient but not effective. 213. When resource utilization is poor and goal attainment is high, organizational performance is effective but not efficient. 214. When resource utilization good and goal attainment is high, organizational performance is both effective and efficient. 215. Organizational performance is unaffected by poor versus good resource utilization and low versus high goal attainment.

44.A manager who emphasizes cost containment, even at the expense of missing production targets, is more interested in __________ than in __________.

216. Performance efficiency ¼ performance effectiveness.
217. Performance effectiveness ¼ performance efficiency.
218. Productivity ¼ performance efficiency.
219. Productivity ¼ performance effectiveness.
220. Productivity ¼ quality of work life.

45.A measure of the resource cost associated with goal accomplishment is called _________.

221. Performance efficiency.
222. Productivity.
223. The bottom line.
224. Performance effectiveness.
225. Organizational competency.

Changing Nature of Organizations

46.Organizations are changing in a variety of ways. Which of the following is NOT one of the ways mentioned in the text?

226. Preeminence of technology.
227. Demise of command-and-control.
228. Progressive brand marketing.
229. Belief in empowerment.
230. Emphasis on teamwork.

47.Organizations are changing in a variety of ways. Which of the following is NOT one of the ways mentioned in the text?

231. New workforce expectations.
232. Focus on speed.
233. Embrace of networking.
234. Focus on profitability.
235. Concern for work-life balance.

48.The forces behind the changes that are occurring in organizations include all of the following EXCEPT:

236. Competition.
237. Diminished skill capacity of the workforce.
238. Globalization.
239. Emerging technologies.
240. Customers’ demands for quality products and services.

49.Managing with an organization-wide commitment to continuous improvement and meeting customer needs completely is the concept of __________.

241. Good leadership.
242. Total quality management.
243. Systems theory.
244. Organizational behavior.
245. Theory Z.

MANAGERS IN THE NEW WORKPLACE

What Is a Manager?

50.A manager may be described as __________.

246. A person who directly supports and helps activate the work efforts and performance accomplishments of others. 247. Someone who is unswervingly loyal to the organization.
248. Someone who has mastered the hierarchy of authority.
249. Someone who contends with corporate politics.
250. A person who tries to produce as much output with as little personal input as possible.

51.Which of the following statements accurately describes managers?

251. Managers are responsible for their own work as well as the overall performance accomplishments of a team, work group, department, or entire organization. 252. Managers help others to achieve high performance.

253. Mangers have the most vital job in society.
254. All of the above.
255. None of the above.

Levels and Types of Managers

52.In contemporary society, managers are expected to skilled at doing all of the following EXCEPT:

256. Organizing complex subjects.
257. Solving problems.
258. Communicating ideas.
259. Making swift decisions.
260. Developing new products.

53.A hierarchical classification of managers identifies a manager by levels such as __________.

261. Experienced and inexperienced.
262. Headquarters and branch.
263. Top, middle, and team leaders or supervisors.
264. Functional, staff, and line.
265. Administrative and general.

54.__________ are responsible for the performance of the organization as a whole or of one of its major parts.

266. Top managers.
267. Middle managers.
268. Team leaders or supervisors.
269. Functional managers.
270. General managers.

55.__________ are in charge of relatively large departments or divisions consisting of several smaller work units.

271. Top managers.
272. Middle managers.
273. Team leaders or supervisors.
274. Functional managers.
275. General managers.

56.Which statement about middle management is TRUE?

276. Middle management includes executives and vice presidents. 277. Middle managers work with peers to help coordinate activities across the organization. 278. Middle managers develop high-level action plans for implementation by persons working below them. 279. Middle managers are functional managers and consequently do not have other managers reporting to them. 280. Middle managers constitute the first level of an organization’s hierarchy of authority.

57.A person who coordinates complex projects with task deadlines and does so while working with many persons of different expertise both inside and outside the organization is called a __________.

281. Group supervisor.
282. Staff manager.
283. Team leader.
284. Project manager.
285. Labor leader.

58.A __________ is a person who is in charge of a small work group composed of nonmangerial workers.

286. Staff manager.
287. Line manager.
288. Team leader.
289. Middle manager.
290. Functional manager.

59.__________ pursue work unit performance objectives that are consistent with higher-level organizational goals.

291. Top managers.
292. Middle managers.
293. Team leaders or supervisors.
294. Functional managers.
295. General managers.

60.The responsibilities of team leaders and supervisors include all of the following EXCEPT:

296. Planning meetings and work schedules.
297. Clarifying goals and tasks and gathering ideas for improvement. 298. Paying attention to long-run problems and opportunities in the external environment. 299. Recommending pay increases and new assignments.

300. Recruiting, training, and developing team members.

61.The responsibilities of team leaders and supervisors include all of the following EXCEPT:

301. Encouraging high performance and teamwork.
302. Informing team members about organizational goals and expectations. 303. Informing higher levels of team needs and accomplishments. 304. Coordinating with other teams and supporting their work efforts. 305. Developing and implementing action plans for large departments or divisions.

62.Managers who have responsibility for work activities that make a direct contribution to production of the organization’s product or service are called __________.

306. Middle managers.
307. Staff managers.
308. Line managers.
309. General managers.
310. Administrators.

63.In a department store, a department supervisor would be considered to be __________.

311. A line manager.
312. A staff manager.
313. A general manager.
314. An administrator.
315. An executive.

64.Managers who use their special technical expertise to support the efforts of line workers are called __________.

316. Line managers.
317. Staff managers.
318. Engineers.
319. General managers.
320. Administrators.

65.__________ managers use their special technical expertise to support the efforts of __________ managers.

321. General ¼ functional.
322. Administrative ¼ general.
323. Higher-level ¼ lower-level.
324. Staff ¼ line.
325. Line ¼ staff.

66.A manager who has responsibility for a single area of activity in the organization is __________.

326. A staff manager.
327. A line manager.
328. A functional manager.
329. A general manager.
330. An administrator.

67.A manager who is responsible for complex organizational units that include many functional areas of activity is __________.

331. An administrator.
332. A multifunctional manager.
333. A technocrat.
334. A team captain.
335. A general manager.

68.A plant manager who oversees the purchasing, manufacturing, warehousing, sales, and personnel functions may be described as __________.

336. A general manager.
337. An administrator.
338. A functional manager.
339. A staff manager.
340. A controller.

69.Managers who work in public or nonprofit organizations are called __________.

341. Staff managers.
342. Line managers.
343. Functional managers.
344. General managers.
345. Administrators.

70.Which statement concerning managers and administrators is TRUE?

346. Administrators deal with material resources, while managers deal with human resources. 347. Administrators deal with human resources, while managers deal with material resources. 348. Administrators cannot be managers and managers cannot be administrators. 349. Nonprofit organizations do not have managers; business enterprises do not have administrators. 350. Administrators are managers who work in public or nonprofit organizations.

Managerial Performance

71.The organizational requirement for one person to answer back to a higher authority for performance results in his or her area of work responsibility is known as __________.

351. Productivity.
352. Quality management.
353. Accountability.
354. Hierarchical monitoring.
355. Performance assurance.

72.Truly effective managers utilize organizational resources in ways that result in both __________ and __________.

356. High-performance outcomes…high levels of satisfaction for the workers. 357. High-performance outcomes…high returns to the stockholders. 358. High-quality products or services…high returns to the stockholders. 359. High profit margins…large market shares.

360. High returns to the stockholders…high levels of satisfaction for the workers

73.The overall quality of human experiences in the workplace is known as __________.

361. Human conditions analysis.
362. Standards for workplace experiences.
363. Quality of work life.
364. Total quality management.
365. Quality assurance.

74.Which statement about quality of work life (QWL) is FALSE?

366. QWL expresses true respect for people at work.
367. QWL is part of any manager’s accountability.
368. QWL provides for protection of individual rights.
369. QWL deals with human resource utilization in the performance process. 370. QWL changes very little during tough economic times.

Changing Nature of Managerial work

75.High performing managers are good at __________.

371. Building working relationships with others.
372. Creating a work environment that is only performance-driven. 373. Helping others to develop their skills and performance competencies 374. Fostering teamwork.
375. Creating a work environment that fosters both performance and satisfaction.

76.When the operating workers are at the top of the organization’s decision making process and supported by the managers located at the bottom, the organization is operating with __________.

376. An ineffective management concept.
377. A wrong-sided pyramid.
378. An out-dated organizational chart.
379. An upside-down pyramid.
380. An upside-down organizational chart.

77.An upside-down pyramid has several practical implications. Which of the following is/are included among these practical implications?

381. Each individual is a value-added worker who creates eventual value for the organization’s customers or clients. 382. A manager’s job is to support workers’ efforts to add value to the organization’s goods or services. 383. The best managers are often known for “helping” and “supporting” rather than “directing” and “order-giving.” 384. All of the above are practical implications of the upside-down pyramid. 385. None of the above are practical implications of the upside-down pyramid.

78.Managerial work is changing in all of the following ways EXCEPT:

386. The best managers are known more for “helping” and “supporting” rather than for “directing” and “order-giving.” 387. More emphasis is placed on teamwork.
388. The title of manager is often replaced with “coordinator,” “coach,” or “team leader.” 389. The role of managers is to help workers serve customer needs. 390. Symbolically, managers remain at the top of the organizational pyramid.

THE MANAGEMENT PROCESS

Functions of Management

79.Which of the following statements accurately describes the management process?

391. The management process involves using four functions to mobilize resources in order to perform important tasks and achieve organizational goals. 392. The management process is concerned with the mechanics, but not the results, of managing. 393. The management process is a formal system that removes responsibility for decision making from individual managers. 394. All of the above.

395. None of the above.

80.The four basic functions of management are __________.

396. Delegating, planning, organizing, and order giving.
397. Organizing, leading, controlling, and order giving.
398. Planning, organizing, leading, and controlling.
399. Delegating, leading, controlling, and decision making.
400. Planning, leading, controlling, and decision making.

81.Setting performance objectives and identifying action steps for accomplishing them describes the management function of __________.

401. Planning.
402. Organizing.
403. Leading.
404. Controlling.
405. Decision making.

82.Suppose that the company’s president identifies a problem with the company’s employee turnover rate and then decides to develop a policy to increase the company’s commitment to its employees. The president is practicing the management function of __________.

406. Planning.
407. Organizing.
408. Leading.
409. Controlling.
410. Decision making.

83.Assigning tasks, allocating resources, and arranging the coordinated activities of individuals and groups to implement plans describes the management function of __________.

411. Planning.
412. Organizing.
413. Leading.
414. Controlling.
415. Delegating.

84.Suppose that a manager sets up a committee to develop procedures for dealing with company-wide training needs and then assigns people to conduct specific training programs. This manager is performing which management function?

416. Planning.
417. Organizing.
418. Motivating.
419. Leading.
420. Controlling.

85.Arousing the enthusiasm of employees to work hard and to direct their efforts toward fulfilling plans and accomplishing objectives describes the management function of __________.

421. Planning.
422. Organizing.
423. Leading.
424. Controlling.
425. Order giving.

86.Suppose a manager starts an affirmative action program to increase opportunities for minority advancement and then communicates the objectives of the program to all employees. By doing this the manager gains their support and participation. This manager is performing which management function?

426. Planning.
427. Organizing.
428. Leading.
429. Motivating.
430. Controlling.

87.Measuring work performance, comparing results to objectives, and taking corrective action as needed describes the management function of __________.

431. Planning.
432. Organizing.
433. Leading.
434. Controlling.
435. Delegating.

88.When a manager monitors the progress of an affirmative action program to advance minorities within the corporation, reviews progress on changes in employee attitudes, calls a special meeting to discuss problems, and makes appropriate adjustments in the program, the manager is performing the
function of __________.

436. Planning.
437. Organizing.
438. Leading.
439. Controlling.
440. Delegating.

Managerial Activities and Roles

89.According to Henry Mintzberg, the typical manager’s day is __________.

441. Slow paced and filled routine work.
442. Unforgiving in intensity and pace.
443. Filled with too much spare time.
444. Straightforward with little uncertainty.
445. Relatively free of pressure.

90.Henry Mintzberg identified a set of roles that managers perform. These roles are grouped into which of the following three categories?

446. Interpersonal, strategic, and decisional.
447. Strategic, informational, and authoritarian.
448. Interpersonal, informational, and decisional.
449. Supervisory, authoritarian, and decisional.
450. Supervisory, informational, and strategic.

91.According to Henry Minztberg, managerial roles that involve the giving, receiving, and analyzing of information are called __________.

451. Informational roles.
452. Interpersonal roles.
453. Decisional roles.
454. Technical roles.
455. Conceptual roles.

92.According to Henry Minztberg, managerial roles that involve interactions with people inside and outside the work unit are called __________.

456. Informational roles.
457. Interpersonal roles.
458. Decisional roles.
459. Technical roles.
460. Human roles.

93.According to Henry Minztberg, managerial roles that involve using information to make decisions in order to solve problems or address opportunities are called __________.

461. Informational roles.
462. Interpersonal roles.
463. Decisional roles.
464. Technical roles.
465. Conceptual roles.

94.According to the research conducted on the nature of managerial work, which of the following is FALSE?

466. Managers work at fragmented and varied tasks.
467. Managers work at an intense pace.
468. Managers work long hours.
469. Managers spend much time working alone.
470. Managers work with many communication media.

Managerial Agendas and Networks

95.According to John Kotter, two activities are fundamental to a general manager’s success in mastering daily challenges. These two activities are __________.

471. Negotiating and directing.
472. Motivating and controlling.
473. Planning and controlling.
474. Agenda setting and networking.
475. Communicating and leading.

96.When general managers develop action priorities for their jobs that include goals and plans spanning long and short time frames, they are performing the important activity of __________.

476. Agenda setting.
477. Leading.
478. Motivating.
479. Controlling.
480. Information processing.

97.One conclusion of John Kotter’s research on effective general managers is that they must pay attention to the importance of __________.

481. Building organization structures that enforce discipline. 482. Motivating workers through incentive pay and reward plans. 483. Developing technical knowledge regarding the tasks at hand. 484. Establishing good interpersonal relationships at work. 485. Serving as a figurehead in office ceremonies.

98.Which of the following statements does NOT provide a correct description of the forces affecting lifelong learning?

486. Workers are expected to become involved, fully participate, demonstrate creativity, and find self-fulfillment in their work. 487. Change is a way of life that demands new individual and organizational responses. 488. Workers are expected to be team players that understand the needs and goals of the total organization. 489. Only managers must be concerned about the demanding quest for high performance. 490. Workers are expected to use new technologies to their full advantage.

99.__________ is the process of continuously learning from our daily experiences and opportunities.

491. Managerial learning.
492. Continuous improvement.
493. Lifelong learning.
494. Experienced-based skill development.
495. Competency acquisition.

Essential Managerial Skills

100.In management, the ability to translate knowledge into action that results in desired performance is called __________.

496. The managerial challenge.
497. The management process.
498. Performance effectiveness.
499. Performance efficiency.
500. A skill.

101.According to Robert Katz, the essential skills of management can be grouped into three categories. These categories are:

501. Communicative, procedural, and strategic.
502. Communicative, technical, and human.
503. Human, supervisory, and conceptual.
504. Technical, human, and conceptual.
505. Procedural, supervisory, and strategic.

102.The ability to apply a special proficiency or expertise to perform specific tasks is known as __________.

506. A technical skill.
507. A procedural skill.
508. An administrative skill.
509. A conceptual skill.
510. A supervisory skill.

103.A manager who is using spreadsheet software to prepare a departmental budget is exercising a __________ skill.

511. Supervisory.
512. Conceptual.
513. Creative.
514. Technical.
515. Strategic.

104.__________ skills are most important at lower levels of managerial responsibility.

516. Supervisory.
517. Human.
518. Technical.
519. Administrative.
520. Conceptual.

105.The ability to work well in cooperation with other persons is described as __________.

521. A technical skill.
522. A human skill.
523. A communicative skill.
524. An administrative skill.
525. A conceptual skill.

106.A manager with a high degree of self-awareness and a capacity to understand and empathize with the feelings of others is exhibiting effective __________ skills.

526. Technical.
527. Strategic.
528. Conceptual.
529. Learning.
530. Human.

107.An important component of __________ is the ability to manage ourselves and our relationships effectively, which is also known as __________

531. Human skills ¼ emotional intelligence.
532. Human skills ¼ self-management.
533. Informational roles ¼ self-management.
534. Emotional intelligence ¼ human skills.
535. Emotional intelligence ¼ interactional skills.

108.__________ skills remain relatively consistent in importance across all levels of management.

536. Technical.
537. Human.
538. Diagnostic.
539. Conceptual.
540. Analytical.

109.__________ skills include the ability to break down problems into smaller parts, to see the relationships among the parts, and to recognize the implications of any one problem for others.

541. Strategic.
542. Administrative.
543. Conceptual.
544. Supervisory.
545. Holistic.

110.A management team that is thinking critically and analytically in
developing an organizational strategy for dealing with a highly competitive global environment is using __________ skills.

546. Technical.
547. Strategic.
548. Conceptual.
549. Learning.
550. Human.

111.Which statement concerning the relative importance of technical, human, and conceptual skills at different management levels is TRUE?

551. Their relative importance tends to be about the same at each managerial level. 552. Technical skills are of greatest importance for middle managers. 553. Conceptual skills are most important for top managers.

554. Human skills are of greatest importance for lower-level managers. 555. Technical skills are not needed at all by top managers.

112.A skill-based capability that contributes to high performance in a managerial job is called a __________.

556. Managerial competency.
557. Technical skill.
558. Managerial skill.
559. Learned skill.
560. Success factor.

113.Managerial competencies are implied in which of the following managerial elements?

561. The management processes of planning, organizing, leading, and controlling. 562. The information, interpersonal, and decision-making demands of managerial roles. 563. The managerial activities of agenda setting and networking. 564. All of the above reflect managerial
competencies.

565. None of the above reflect managerial competencies.

114.Which of the following is NOT among the skills and personal characteristics that the text describes as providing a foundation for continued professional development and career success?

566. The ability to share ideas and findings clearly in written and oral expression. 567. The ability to work effectively as a team member and team leader. 568. The ability to initiate change in ambiguous situations. 569. The ability to gather and analyze information for creative problem solving. 570. The ability to sustain a positive impression, instill confidence, and maintain career advancement.

115.The text describes skills and personal characteristics that provide a foundation for continued professional development and career success. Which of the following is NOT one of these skills or personal characteristics?

571. Teamwork.
572. Self-management.
573. Leadership.
574. Critical thinking.
575. Perceptual acuity.

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