(Test Bank) Management

Williams, 7

Business

Test Bank

7th Edition

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Test Bank for Management, The downloadable file consists of 568 pages, and the total size of the file is 3.46 MB. Purchase now only for highly discounted price.

Author(s): Williams

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TEST BANK FOR MANAGEMENT 7TH EDITION WILLIAMS Table of Content 1. Management. 2. History of Management. 3. Organizational Environments and Cultures. 4. Ethics and Social Responsibility. 5. Planning and Decision Making. 6. Organizational Strategy. 7. Innovation and Change. 8. Global Management. 9. Designing Adaptive Organizations. 10. Managing Teams. 11. Managing Human Resource Systems. 12. Managing Individuals and a Diverse Work Force. 13. Motivation. 14. Leadership. 15. Managing Communication. 16. Control. 17. Managing Information. 18. Managing Service and Manufacturing Operations. Chapter 1: Management TRUE/FALSE 1. While good management is basic to starting and growing a business, once some measure of success has been achieved, good management becomes less important. ANS: F Good management is basic to starting a business, growing a business, and maintaining a business once it has achieved some measure of success. PTS: 1 DIF: Easy REF: 6 TOP: AACSB Analytic KEY: Creation of Value 2. Managers are responsible for doing the basic work in the company. ANS: F The manager‘s job is not to do the basic work in the company, but to help others do their work. PTS: 1 DIF: Easy REF: 7 TOP: AACSB Reflective Thinking KEY: Creation of Value 3. Companies that plan have larger profits and faster growth than companies that don‘t. ANS: T PTS: 1 DIF: Easy REF: 9 TOP: AACSB Reflective Thinking KEY: Creation of Value 4. The classical functions of management are (1) making things happen, (2) meeting the competition, (3) organizing people, projects, and processes, and (4) leading. ANS: F The classical functions of management are planning, organizing, leading, and controlling. PTS: 1 DIF: Moderate REF: 8 TOP: AACSB Reflective Thinking KEY: Leadership Principles | HRM | Strategy | Creation of Value 5. According to What Really Works, Meta-Analysis, meta-analysis is a research tool that combines the results of a number of research studies. ANS: T PTS: 1 DIF: Easy REF: 10-11 TOP: AACSB Reflective Thinking KEY: Creation of Value 6. According to the What Really Works box, meta-analysis is useful for management theorists and researchers, but it has little value for the practicing manager. ANS: F Meta-analysis is also useful for practicing managers, because it shows what works and the conditions under which management techniques may work better or worse in the ―real world.‖ PTS: 1 DIF: Moderate REF: 10-11 TOP: AACSB Reflective Thinking KEY: Creation of Value 7. Top managers are responsible for creating a context for change in the organization. ANS: T PTS: 1 DIF: Moderate REF: 13-14 TOP: AACSB Reflective Thinking KEY: Creation of Value 8. Top managers are the managers responsible for facilitating team activities toward goal accomplishment. ANS: F Top managers are executives responsible for the overall direction of the organization; team leaders are the managers responsible for facilitating team activities toward goal accomplishment. PTS: 1 DIF: Moderate REF: 13-14 (Exhibit 1.2) TOP: AACSB Reflective Thinking KEY: Group Dynamics 9. As the health-care team leader for Commerce Bank, Emmett Conlon is responsible for facilitating his team‘s performance and should not be involved with any employees outside of his team. ANS: F Team leaders are responsible not only for facilitating team performance, but also for acting as liaisons between their teams and other company teams. PTS: 1 DIF: Moderate REF: 16-17 TOP: AACSB Analytic KEY: Group Dynamics | Leadership Principles 10. Typical titles used for top managers are general manager, plant manager, regional manager, and divisional manager. ANS: F These are typical titles for middle managers, not top managers. See Exhibit 1.2. PTS: 1 DIF: Moderate REF: 13-14 (Exhibit 1.2) TOP: AACSB Reflective Thinking KEY: Creation of Value | HRM 11. First-line managers are responsible for setting objectives consistent with organizational goals and planning and implementing subunit strategies for achieving these objectives. ANS: F This is the responsibility of middle managers. See Exhibit 1.2. PTS: 1 DIF: Moderate REF: 15 TOP: AACSB Reflective Thinking KEY: Strategy 12. Bandai, the third-largest toy maker in the world, has embarked on a series of acquisitions in an effort to become the leading toy maker in the world. The decision to adopt this goal was most likely made by its top management. ANS: T See Exhibit 1.2. PTS: 1 DIF: Easy REF: 13-14 (Exhibit 1.2) TOP: AACSB Analytic KEY: Leadership Principles | Strategy 13. Middle managers are typically responsible for coordinating and linking groups, departments, and divisions within a company. ANS: T See Exhibit 1.2. PTS: 1 DIF: Difficult REF: 15 (Exhibit 1.2) TOP: AACSB Reflective Thinking KEY: Strategy | Group Dynamics 14. First-line managers are the only managers who do not supervise other managers. ANS: T See Exhibit 1.2. PTS: 1 DIF: Easy REF: 15-16 (Exhibit 1.2) TOP: AACSB Reflective Thinking KEY: HRM 15. Middle managers engage in plans and actions that typically produce results within two weeks. ANS: F First-line managers engage in such plans and actions. Middle managers plan 6 to 18 months out. PTS: 1 DIF: Moderate REF: 15 TOP: AACSB Reflective Thinking KEY: Creation of Value | Operations Management 16. The Procter & Gamble manager who oversaw the manufacturing changes that were needed to make smaller, more environmentally safe cartons of Tide detergent had to be strong in both human and technical skills. ANS: T PTS: 1 DIF: Moderate REF: 23 (Exhibit 1.4) TOP: AACSB Analytic KEY: Leadership Principles | HRM 17. The job of team leader would NOT be considered a management position. ANS: F The job of team leader is indeed one of the four kinds of management jobs, which are top managers, middle managers, first-line managers, and team leaders. PTS: 1 DIF: Easy REF: 16-17 TOP: AACSB Reflective Thinking KEY: HRM 18. Team leaders direct the work of individuals within the team structure. ANS: F Instead of directing individuals‘ work, team leaders facilitate team activities toward goal accomplishment. PTS: 1 DIF: Moderate REF: 16-17 TOP: AACSB Reflective Thinking KEY: Group Dynamics 19. Team leaders are responsible for managing both internal team relationships and external relationships with other teams, departments, and divisions in a company. ANS: T PTS: 1 DIF: Moderate REF: 16-17 TOP: AACSB Reflective Thinking KEY: Group Dynamics 20. While interpersonal conflict management is a critical skill for first-line managers, it is not a very important skill for team leaders. ANS: F This is a critical skill for team leaders. Team leaders are responsible for internal team relations. Since the entire team suffers when a conflict arises between members, it is critical for team leaders to know how to help team members resolve conflicts. PTS: 1 DIF: Easy REF: 16-17 TOP: AACSB Reflective Thinking | AACSB Communication KEY: Individual Dynamics 21. The three interpersonal subroles are monitor, disseminator, and spokesperson. ANS: F The three interpersonal subroles are figurehead, leader, and liaison. See Exhibit 1.3. PTS: 1 DIF: Easy REF: 18-19 (Exhibit 1.3) TOP: AACSB Reflective Thinking KEY: Creation of Value 22. Mintzberg concluded that managers fulfill three major roles while performing their jobs. These roles are categorized as interpersonal roles, organizational roles, and decisional roles. ANS: F Mintzberg‘s roles were interpersonal roles, informational roles, and decisional roles. See Exhibit 1.3 PTS: 1 DIF: Moderate REF: 18 (Exhibit 1.3) TOP: AACSB Reflective Thinking KEY: Creation of Value 23. The decisional roles consist of four subroles. They are entrepreneur, disturbance handler, resource allocator, and spokesperson. ANS: F The four subroles are entrepreneur, disturbance handler, resource allocator, and negotiator. See Exhibit 1.3. PTS: 1 DIF: Difficult REF: 20-22 (Exhibit 1.3) TOP: AACSB Reflective Thinking KEY: Individual Dynamics | Leadership Principles 24. When the CEO of Whole Foods slashed his salary from $1 million to $1 to avoid the huge salary disparities that negatively influence employee morale in many corporations, he was using the management function of organizing. ANS: F In inspiring and motivating the employees, the CEO was using the management function of leading. PTS: 1 DIF: Moderate REF: 18 TOP: AACSB Analytic KEY: Leadership Principles | Motivation Concepts 25. In the entrepreneur role, managers adapt themselves, their subordinates, and their units to change. ANS: T PTS: 1 DIF: Moderate REF: 20-21 TOP: AACSB Analytic KEY: Creation of Value | Strategy | Environmental Influence 26. Companies look for a total of four sets of skills in individuals to identify potential managers. These desired skills are technical skills, human skills, conceptual skills, and motivation to manage. ANS: T PTS: 1 DIF: Easy REF: 23-24 (Exhibit 1.4) TOP: AACSB Reflective Thinking KEY: Individual Dynamics | Leadership Principles 27. Technical skill refers to the ability to see the organization as a whole, how the different parts affect each other, and how the company fits into or is affected by its environment. ANS: F Technical skill refers to the ability to apply the specialized procedures, techniques, and knowledge required to get the job done. The foregoing defines conceptual skill. PTS: 1 DIF: Moderate REF: 23 TOP: AACSB Reflective Thinking KEY: Environmental Influence | Individual Dynamics 28. For many managers, the knowledge, skills, and abilities that led to success early in their careers (i.e., prior to their promotion into the ranks of management) may not necessarily help them succeed as managers. ANS: T PTS: 1 DIF: Difficult REF: 23 TOP: AACSB Reflective Thinking KEY: Individual Dynamics 29. Conceptual skills are most important for lower-level managers. ANS: F Technical skills are most important for lower-level managers. PTS: 1 DIF: Easy REF: 23-24 TOP: AACSB Reflective Thinking KEY: Individual Dynamics 30. Upper-level managers may actually spend more time dealing with people than lower-level managers. ANS: T PTS: 1 DIF: Moderate REF: 23 TOP: AACSB Reflective Thinking | AACSB Communication KEY: Individual Dynamics 31. Only first-line managers need technical skills. ANS: F Technical skills are most important for team leaders and first-line managers, but they are also essential for other managerial jobs. PTS: 1 DIF: Easy REF: 23 TOP: AACSB Analytic KEY: Individual Dynamics | Leadership Principles 32. The motivation to manage tends to be higher among managers at higher levels in the organization than it is among managers at lower levels in the organization. ANS: T PTS: 1 DIF: Difficult REF: 24 TOP: AACSB Reflective Thinking KEY: Motivation Concepts | Individual Dynamics 33. The number one mistake made by managers who were ―derailed‖ from their fast track movement up the managerial ranks was that they didn‘t develop the necessary technical skills. ANS: F The number one mistake made by managers who were ―derailed‖ from their fast track movement up the managerial ranks was that they were insensitive to others by virtue of their abrasive, intimidating, and bullying management style. PTS: 1 DIF: Easy REF: 24-25 TOP: AACSB Analytic | AACSB Communication KEY: Individual Dynamics 34. After taking this course, you will have a very clear idea of what you will be expected to do as a manager. ANS: F Most of the new managers conclude that their initial expectations about managerial work were wrong. PTS: 1 DIF: Easy REF: 26-27 TOP: AACSB Analytic KEY: Leadership Principles 35. A management study discovered that companies that invest in their people will create long -term competitive advantages that are difficult for other companies to duplicate. ANS: T PTS: 1 DIF: Moderate REF: 28-30 TOP: AACSB Reflective Thinking KEY: Strategy | Creation of Value | HRM MULTIPLE CHOICE 1. is defined as getting work done through others. a. Management b. Planning c. Organizing d. Strategizing e. Controlling ANS: A PTS: 1 DIF: Easy REF: 7 TOP: AACSB Reflective Thinking KEY: Leadership Principles 2. When Ruth was hired to be the second -in-command at Graham Mailing Services, she was told that her job was to deal with the employees to make sure they got the mailing done to the customers‘ specificatio ns. She was not instructed on how to run machines or in any other technical area because hers was a job in: a. marketing b. relationship control c. management d. customer service e. strategizing ANS: C Management is getting work done through others. PTS: 1 DIF: Difficult REF: 7 TOP: AACSB Analytic KEY: Creation of Value 3. A manager striving to improve organizational is accomplishing tasks that help fulfill organizational objectives. a. efficiency b. effectiveness c. functionality d. synergy e. productivity ANS: B PTS: 1 DIF: Moderate REF: 8 TOP: AACSB Analytic KEY: Creation of Value 4. In 2004, Coca-Cola and PepsiCo spent a total of $75 million to launch mid-calorie sodas, C2 and Pepsi Edge, banking on the low-carb trend. Carb-conscious consumers rejected the drinks en masse since one of their key tenets is avoiding refined sugar in any amount. The new brands grabbed a combined market share of less than 1 percent. Given that the objective of both soft drink manufacturers was to increase their market share, the introductions were notably: a. synergistic b. empathetic c. inefficient d. autonomous e. reciprocal ANS: C Efficiency is getting work done with a minimum of effort, expense, and waste. PTS: 1 DIF: Moderate REF: 7 TOP: AACSB Analytic KEY: Creation of Value | Operations Management 5. One of the reasons for the slow response to help the victims of Hurricane Katrina was an antiquated FEMA system that was bogged down in bureaucratic red tape. In other words, the failure of assistance to arrive in a timely fashion was due to a lack of: a. apathy b. efficiency c. instrumentality d. effectiveness e. the absence of entropy ANS: B Efficiency means getting work done with a minimum of effort, expense, or waste. PTS: 1 DIF: Moderate REF: 7 TOP: AACSB Analytic KEY: Creation of Value | Operations Management 6. is the accomplishment of tasks that help fulfill organizational objectives. a. Benchmarking b. Optimizing c. Satisficing d. Efficiency e. Effectiveness ANS: E PTS: 1 DIF: Easy REF: 8 TOP: AACSB Reflective Thinking KEY: Creation of Value 7. To achieve its goal of increased market share, Krispy Kreme launched a program in Palm Beach County, Florida, that awards grade -school students a free doughnut for every A on their report cards. Which management function was used to create this program? a. controlling b. leading c. focusing d. planning e. organizing ANS: D Planning is determining the means to achieve an organizational goal. PTS: 1 DIF: Easy REF: 9 TOP: AACSB Analytic KEY: Operations Management 8. Nestlé was unsuccessful in early attempts to sell its chocolate in India. It discovered its chocolate bars were not suitable for the Indian markets because the candy had to sit in direct sunlight without benefit of air conditioning and became messy. Nestlé adopted an innovation strategy and developed Chocostick, a liquid chocolate, which is very popular. Nestlé used which management function to solve its problem? a. planning b. meeting the competition c. making things happen d. organizing people, processes, and projects e. leading ANS: A PTS: 1 DIF: Easy REF: 9 TOP: AACSB Analytic KEY: Operations Management | Creation of Value 9. A manager engaged in the management function of is determining organizational goals and the means for achieving them. a. planning b. organizing c. leading d. human resources management e. controlling ANS: A PTS: 1 DIF: Moderate REF: 9 TOP: AACSB Reflective Thinking KEY: Operations Management 10. Interstate Bakeries, the makers of Wonder bread, declared bankruptcy in 2003. The company‘s objectives in 2004 were to increase its revenues by at least 5 percent and reduce its net losses by at least 80 percent. Which management function was used to set these goals and will help the company meet these goals? a. planning b. organizing c. controlling d. motivating e. leading ANS: A Planning is determining organizational objectives and a means for achieving them. PTS: 1 DIF: Moderate REF: 9 TOP: AACSB Analytic KEY: Strategy | Operations Management 11. The candy market in Asia has grown recently as more Asians emulate the American lifestyle, and Hershey has decided that to grow it must start selling to the Asian markets. This decision was part of which management function? a. planning b. organizing c. leading d. controlling e. evaluating ANS: A Planning is determining organizational objectives and a means for achieving them. PTS: 1 DIF: Easy REF: 9 TOP: AACSB Analytic KEY: Strategy | Creation of Value 12. A business school administrator who is determining what classes will be offered in which rooms and who will teach each specific class is involved in which classical management function? a. making things happen b. organizing c. controlling d. motivating e. leading ANS: B PTS: 1 DIF: Easy REF: 9 TOP: AACSB Analytic KEY: Operations Management 13. The candy market in Asian has grown recently as more Asians emulate the American lifestyle, and Hershey has decided that to grow it must start selling to the Asian markets. Which management function will help determine who decides how Hershey will get its products into the small pop-and-mom retail outlets that are prevalent in China? a. planning b. organizing c. leading d. controlling e. evaluating ANS: B Organizing is deciding where decisions will be made, who will do what jobs, and who will work for whom. PTS: 1 DIF: Easy REF: 9 TOP: AACSB Analytic KEY: Information Technologies | Operations Management 14. In November 2004, designer Karl Lagerfeld partnered with Swedish retailer Hennes & Mauritz to sell an affordable line of high -fashion clothing, which Lagerfeld will design exclusively for the retailer. Hennes & Mauritz will take responsibility for manufacturing and marketing the clothes. Which management function guided the alliance between the designer and the retailer? a. controlling b. leading c. motivating d. planning e. organizing ANS: E Organizing is deciding where decisions will be made, who will do what jobs, and who will work for whom. PTS: 1 DIF: Easy REF: 9 TOP: AACSB Analytic KEY: Operations Management 15. According to the ―What Really Works‖ box, a(n) is a type of study that often shows the conditions under which management techniques may work better or worse in the real world. a. social audit b. meta-analysis c. effectiveness analysis d. SWOT analysis e. risk assessment ANS: B PTS: 1 DIF: Moderate REF: 10-11 TOP: AACSB Reflective Thinking KEY: Environmental Influence 16. According to the ―What Really Works‖ box, meta-analysis is of value to and will benefit: a. investors and financial institutions b. any student of business c. all stakeholders d. management scholars and practicing managers e. none of these ANS: D PTS: 1 DIF: Difficult REF: 10-11 TOP: AACSB Reflective Thinking KEY: Environmental Influence 17. According to the ―What Really Works‖ box, which of the following statements about meta- analysis is true? a. Meta-analysis is a statistical technique applicable only in a single research study. b. Meta-analysis is of value to all organizational stakeholders. c. Statistics generated through meta-analysis cannot be converted to an understandable format. d. Meta-analysis shows the conditions under which management techniques may work better or worse in the real world. e. Meta-analysis only benefits inexperienced managers. ANS: D PTS: 1 DIF: Difficult REF: 10-11 TOP: AACSB Reflective Thinking KEY: Environmental Influence 18. According to the ―What Really Works‖ box, suggest that a test of general mental ability will be a successful predictor of a job applicant‘s on-the-job performance about 75 percent of the time. a. meta-analyses b. market audits c. employee -fit tests d. job analyses e. social interaction audits ANS: A PTS: 1 DIF: Difficult REF: 10-11 TOP: AACSB Reflective Thinking KEY: Individual Dynamics | HRM 19. A U.S. Marine drill instructor motivating new recruits to challenge themselves is engaged in which management function? a. planning b. organizing c. controlling d. motivating e. leading ANS: E PTS: 1 DIF: Easy REF: 11 TOP: AACSB Analytic KEY: Motivation Concepts | Leadership Principles 20. In 2004, the Massachusetts Institute of Technology (MIT) announced that it was going to overcome the ―digital divide‖ by making a $100 laptop for the poor children of the world. By relying strongly on the function of management, MIT has nearly achieved its goal. a. planning b. organizing c. leading d. controlling e. evaluating ANS: D Controlling is monitoring progress toward goal achievement and then taking corrective action when the project goal appears to be unreachable. PTS: 1 DIF: Easy REF: 11-12 TOP: AACSB Analytic KEY: Leadership Principles | Operations Management 21. A manager engaged in the management function of is monitoring progress toward goal achievement and taking corrective action when needed. a. planning b. organizing c. leading d. controlling e. motivating ANS: D PTS: 1 DIF: Easy REF: 11-12 TOP: AACSB Reflective Thinking KEY: Operations Management 22. Jane is in charge of her Rotary Club‘s annual fund -raising auction. She will decide who will ask local businesses for prizes, who will determine the site, who will sell tickets to customers, and who will work the night of the auction. She is engaged in the management function of: a. planning b. controlling c. leading d. resource allocation e. organizing ANS: E Organizing is deciding where decisions will be made, who will do what jobs, and who will work for whom. PTS: 1 DIF: Moderate REF: 9 TOP: AACSB Analytic KEY: Operations Management 23. Southern Living magazine was forced to pull its April 2004 issue off newsstands and mail warnings to 2.5 million subscribers after it became clear that a recipe for dinner rolls described as ―little pillows from heaven‖ created a rather impressive firestorm. The management function of was used when the warnings were mailed to subscribers. a. planning b. organizing c. controlling d. motivating e. leading ANS: C Controlling is taking corrective action when necessary. PTS: 1 DIF: Easy REF: 11-12 TOP: AACSB Analytic KEY: Operations Management | Environmental Influence 24. In 2004, Hormel Foods had to recall 104,000 pounds of Stagg canned chili—labeled ―hearty beef with a kick of green chilies‖ —after the kick turned out to come instead from the ground -up parts of a plastic handheld calculator. The recall was the application of which management function? a. controlling b. leading c. motivating d. planning e. organizing ANS: A Controlling is the monitoring of progress toward the achievement of goals and then taking what corrective action is indicated by the monitoring. PTS: 1 DIF: Easy REF: 11-12 TOP: AACSB Analytic KEY: Operations Management 25. As the human resources manager for Spring Engineering and Manufacturing Corp. in Canton, Michigan, Kim Radeback had to find inexpensive ways to reward employees and bolster morale during a sales-flattening economic downturn. Radeback had to engage in which management function? a. planning b. organizing c. leading d. controlling e. evaluating ANS: C A manager engaged in the management function of leading is inspiring and motivating workers to continue to work hard to achieve organizational goals. PTS: 1 DIF: Easy REF: 11 TOP: AACSB Analytic KEY: Motivation Concepts | Leadership Principles 26. Robert Rothschild Farm boosted the morale and showed its gratitude to its 75 employees at its retail store, cafe, and production facility by hosting its first employee appreciation week. It used the management function of to boost morale. a. leading b. commanding c. organizing d. controlling e. resource allocation ANS: A Leading involves inspiring employees to work harder to achieve organizational goals. PTS: 1 DIF: Moderate REF: 11 TOP: AACSB Analytic KEY: Leadership Principles | Motivation Concepts 27. Eastman Kodak owns a company that manufactures dental radiation equipment. The company, which is run as an independent unit, has experienced excessive financial losses the last three years. The for the company would be expected to develop the long-term plans needed to make the company profitable. a. supervising manager b. top manager c. first-line manager d. middle manager e. department manager ANS: B PTS: 1 DIF: Easy REF: 13-14