(Test Bank) Management, Canadian Edition

Robbins, 13

Business

Test Bank

13th Edition

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Test Bank for Management, Canadian Edition, The downloadable file consists of 754 pages, and the total size of the file is 3.83 MB. Purchase now only for highly discounted price.

Author(s): Robbins

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1 Copyright © 2022 Pearson Canada, Inc. Management, 13ce (Robbins) Chapter 1 Managers and You in the Workplace 1.1 Tell Who Managers Are and Where They Work 1) What is an organization? A) a complex entity with a flexible structure B) a deliberate arrangement of people to accomplish a specific purpose C) a deliberate structure created through growth and profits D) an accidental entity born of innovative ideas of an entrepreneur Answer: B Diff: 3 Type: MC Skill: Recall Learning Outcome: 1-1 Tell who managers are and where they work. 2) An organization is best defined as ________. A) the physical location where people work B) a collection of individuals working for the same company C) a deliberate arrangement of people to accomplish some specific purpose D) a group of individuals focused on profit-making activities Answer: C Diff: 1 Type: MC Skill: Recall Learning Outcome: 1-1 Tell who managers are and where they work. 3) Which common characteristic of all organizations is typically expressed in terms of a goal or a set of goals? A) composed of people B) business strategy C) deliberate structure D) distinct purpose Answer: D Diff: 2 Type: MC Skill: Recall Learning Outcome: 1-1 Tell who managers are and where they work. 4) Which common characteristic of all organizations defines members' work relationships? A) team composition B) business strategy C) deliberate structure D) distinct purpose Answer: C Diff: 2 Type: MC Skill: Recall Learning Outcome: 1-1 Tell who managers are and where they work. 2 Copyright © 2022 Pearson Canada, Inc. 5) Managers who are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization are ________. A) first-line managers B) middle managers C) top managers D) division managers Answer: C Diff: 2 Type: MC Skill: Recall Learning Outcome: 1-1 Tell who managers are and where they work. 6) Division managers and plant managers are most likely at which level of management? A) middle B) first-line C) top D) supervisor Answer: A Diff: 2 Type: MC Skill: Applied Learning Outcome: 1-1 Tell who managers are and where they work. 7) The lowest level of management is ________. A) a plant manager B) a project manager C) a first-line manager D) a general manager Answer: C Diff: 1 Type: MC Skill: Recall Learning Outcome: 1-1 Tell who managers are and where they work. 8) Supervisor is a common title for whom? A) project leaders B) middle managers C) first-line managers D) plant managers Answer: C Diff: 2 Type: MC Skill: Applied Learning Outcome: 1-1 Tell who managers are and where they work. 3 Copyright © 2022 Pearson Canada, Inc. 9) Managers with titles such as project leader, plant manager, or regional manager are ________. A) first-line managers B) top managers C) managing directors D) middle managers Answer: D Diff: 2 Type: MC Skill: Applied Learning Outcome: 1-1 Tell who managers are and where they work. 10) Division manager is associated with which of the following levels of management? A) team leaders B) middle managers C) first-line managers D) top managers Answer: B Diff: 2 Type: MC Skill: Applied Learning Outcome: 1-1 Tell who managers are and where they work. The Customer Meeting (Scenario) Kelly, a production supervisor, is responsible for 10 employees who assemble components into a finished product sold to distributors. Kelly reports to Sam, a production manager, who in turn reports to Pat, a general manager, who reports to Chris, a vice-president of operations. Recently, Chris asked Pat to have a meeting with Kelly and Sam regarding some recent customer concerns in the production area. The focus of the meeting was to judge the validity of the customer concerns and to develop a specific plan to address these concerns. 11) What do Kelly, Sam, Pat, and Chris all have in common? A) They all produce the same product. B) They all have the same job content. C) They all are managers. D) They all have the same vision. Answer: C Diff: 1 Type: MC Skill: Applied Learning Outcome: 1-1 Tell who managers are and where they work. 12) Kelly is at what level of management? A) top manager B) division manager C) middle manager D) first-line manager Answer: D Diff: 1 Type: MC Skill: Applied Learning Outcome: 1-1 Tell who managers are and where they work. 4 Copyright © 2022 Pearson Canada, Inc. 13) Sam and Pat are both at what level of management? A) top management B) middle management C) supervisory level D) first-line management Answer: B Diff: 2 Type: MC Skill: Applied Learning Outcome: 1-1 Tell who managers are and where they work. 14) Chris is most likely at what level of management? A) top management B) middle management C) first-line management D) regional management Answer: A Diff: 2 Type: MC Skill: Applied Learning Outcome: 1-1 Tell who managers are and where they work. 15) Refer to the scenario below to answer the following question. Joe the Manager (Scenario) As a production supervisor, Joe decides on Friday afternoon how many units of output his employees should produce next week, as well as which products will be produced on which days in the department. He also decides which employees are going to be responsible for operating which machines, since all his subordinates are multi-skilled assemblers. On Monday, he hands out work assignment sheets to inform the employees about which machines each will operate for the week. Joe also announces that the schedule will be challenging because of an increase in the targeted number of output units. He encourages his subordinates by telling them that he is confident they will achieve the production targets because they are such hard-working and skilled employees. Then, during the week, he monitors the daily production output and records the number of units that successfully achieved the company's quality standards, as well as the number of units that were unsatisfactory and had to be scrapped. Joe's position is at which managerial level? A) top manager B) middle manager C) general manager D) first-line manager Answer: D Diff: 2 Type: MC Skill: Applied Learning Outcome: 1-1 Tell who managers are and where they work. 5 Copyright © 2022 Pearson Canada, Inc. 16) Supervisors and shift managers may both be considered first-line managers. Answer: TRUE Diff: 1 Type: TF Skill: Applied Learning Outcome: 1-1 Tell who managers are and where they work. 17) Middle managers are responsible for making organization-wide decisions and establishing the plans and goals that affect the entire organization. Answer: FALSE Diff: 1 Type: TF Skill: Recall Learning Outcome: 1-1 Tell who managers are and where they work. 18) Middle managers coordinate the work of nonmanagerial employees who are directly involved with the production or creation of the organization's products. Answer: FALSE Diff: 2 Type: TF Skill: Recall Learning Outcome: 1-1 Tell who managers are and where they work. 19) The three common characteristics of all organizations are distinct purpose, deliberate structure, and material resources. Answer: FALSE Diff: 2 Type: TF Skill: Recall Learning Outcome: 1-1 Tell who managers are and where they work. 20) A distinct purpose is important in defining an organization. Answer: TRUE Diff: 1 Type: TF Skill: Recall Learning Outcome: 1-1 Tell who managers are and where they work. 21) Today's new organizations tend to be more stable and job-focused than traditional organizations. Answer: FALSE Diff: 3 Type: TF Skill: Recall Learning Outcome: 1-1 Tell who managers are and where they work. 22) Today's new organizations tend to be more skills-focused and customer-oriented than traditional organizations. Answer: TRUE Diff: 3 Type: TF Skill: Recall Learning Outcome: 1-1 Tell who managers are and where they work. 6 Copyright © 2022 Pearson Canada, Inc. 23) The three common characteristics of all organizations are distinct purpose, deliberate structure, and material resources. Answer: FALSE Diff: 2 Type: TF Skill: Recall Learning Outcome: 1-1 Tell who managers are and where they work. 24) The workplace of tomorrow is likely to include workers that are faster, smarter, more responsible–and who just happen to be robots Answer: TRUE Diff: 2 Type: TF Skill: Recall Learning Outcome: 1-1 Tell who managers are and where they work. 25) A key to success in management and in your career is having good time management skills. Answer: TRUE Diff: 2 Type: TF Skill: Recall Learning Outcome: 1-1 Tell who managers are and where they work. 1.2 Explain Why Managers are Important to Organizations 1) Managers are important to an organization because ________. A) they are listed in the organization chart B) employees would not know what to do without managers C) they are critical to getting things done D) customers expect companies to have managers Answer: C Diff: 2 Type: MC Skill: Recall Learning Outcome: 1-2 Explain why managers are important to organizations. 2) The most important variable in employee productivity and loyalty to an organization is ________. A) competitive pay and benefits B) the quality relationship between employees and supervisors C) the pride employees have about the reputation of the organization D) interesting work and opportunities for advancement Answer: B Diff: 2 Type: MC Skill: Recall Learning Outcome: 1-2 Explain why managers are important to organizations. 7 Copyright © 2022 Pearson Canada, Inc. 3) In today's uncertain world managers play an important role in ________. A) being visible to the public and the media B) liaising with customers in times of crisis C) identifying and responding to critical issues D) dealing with worker productivity Answer: C Diff: 2 Type: MC Skill: Recall Learning Outcome: 1-2 Explain why managers are important to organizations. 4) Manager's job is primarily about ________. A) personal achievement B) helping employees do their work C) helping the organization be profitable D) planning media promotions to keep the company visible Answer: B Diff: 2 Type: MC Skill: Applied Learning Outcome: 1-2 Explain why managers are important to organizations. 5) In order to be considered a manager, an individual must coordinate the work of others. Answer: TRUE Diff: 2 Type: TF Skill: Recall Learning Outcome: 1-2 Explain why managers are important to organizations. 6) Management affects employee morale but not the company's financial performance. Answer: FALSE Diff: 1 Type: TF Skill: Recall Learning Outcome: 1-2 Explain why managers are important to organizations. 7) The most important variables in employee productivity and loyalty are pay and benefits. Answer: FALSE Diff: 1 Type: TF Skill: Recall Learning Outcome: 1-2 Explain why managers are important to organizations. 8) The most important factor in employee productivity and loyalty is the quality of the relationship between employees and their direct supervisors. Answer: TRUE Diff: 1 Type: TF Skill: Recall Learning Outcome: 1-2 Explain why managers are important to organizations. 8 Copyright © 2022 Pearson Canada, Inc. 9) Managerial ability is important in creating organizational value. Answer: TRUE Diff: 1 Type: TF Skill: Recall Learning Outcome: 1-2 Explain why managers are important to organizations. 1.3 Describe the Functions, Roles, and Skils of Mangers 1) Effectiveness refers to ________. A) resource control B) goal attainment C) task efficiency D) doing things right Answer: B Diff: 2 Type: MC Skill: Recall Learning Outcome: 1-3 Describe the functions, roles, and skills of managers. 2) Efficiency refers to ________. A) the relationship between inputs and outputs B) the exponential nature of costs and outputs C) increasing outputs regardless of cost D) doing the right things Answer: A Diff: 2 Type: MC Skill: Recall Learning Outcome: 1-3 Describe the functions, roles, and skills of managers. 3) If you achieve a higher level of output for a given input, you have ________. A) increased effectiveness B) decreased efficiency C) increased efficiency D) increased both effectiveness and efficiency Answer: C Diff: 3 Type: MC Skill: Applied Learning Outcome: 1-3 Describe the functions, roles, and skills of managers. 9 Copyright © 2022 Pearson Canada, Inc. 4) An automobile manufacturer that increases the total number of cars produced, at the same cost, but with many defects, would be ________. A) efficient and effective B) efficient but not effective C) effective but not efficient D) neither efficient nor effective Answer: B Diff: 3 Type: MC Skill: Applied Learning Outcome: 1-3 Describe the functions, roles, and skills of managers. 5) If a university cuts the cost of an education by using mostly unskilled instructors and at the same time fails to adequately educate its students, it can be said to be doing the wrong things well. In other words, the college is ________. A) efficient and effective B) efficient but not effective C) effective but not efficient D) neither efficient nor effective Answer: B Diff: 3 Type: MC Skill: Applied Learning Outcome: 1-3 Describe the functions, roles, and skills of managers. 6) The goal of Dempsey's Dumpsters is to provide trash services to the city of Apex, whose motto is "The peak of good living." The customers are satisfied with the level of service, but costs at Dempsey's Dumpsters are double that of their competition. Dempsey's is ________. A) efficient and effective B) efficient but not effective C) effective but not efficient D) neither efficient nor effective Answer: C Diff: 3 Type: MC Skill: Applied Learning Outcome: 1-3 Describe the functions, roles, and skills of managers. 7) Pierre's Auto Repair Shop is mostly concerned with using the least amount of paint, labour, and other materials required to repair its customers' cars. Its primary goal is ________. A) effectiveness B) goal attainment C) efficiency D) customer satisfaction Answer: C Diff: 3 Type: MC Skill: Applied Learning Outcome: 1-3 Describe the functions, roles, and skills of managers. 10 Copyright © 2022 Pearson Canada, Inc. 8) Whereas ________ is concerned with the means of getting things done, ________ is concerned with the ends, or attainment of organizational goals. A) effectiveness; efficiency B) efficiency; effectiveness C) effectiveness; goal attainment D) goal attainment; resource usage Answer: B Diff: 3 Type: MC Skill: Recall Learning Outcome: 1-3 Describe the functions, roles, and skills of managers. Refer to the scenario below to answer the following questions. The Perfect Manager (Scenario) Amy Kwon has proven herself to be an able manager. Her department has a high project completion rate with the highest-quality product and the lowest defects in her division. In addition, she accomplishes this with fewer full-time people than other managers. She performs all the required functions of a manager, but some say that the "secret" of her success is her ability to direct and motivate others. 9) Amy's ability to get activities completed efficiently and effectively with and through other people is known as ________. A) coordination B) supervision C) delegation D) management Answer: D Diff: 1 Type: MC Skill: Recall Learning Outcome: 1-3 Describe the functions, roles, and skills of managers. 10) Amy's ability to get the same amount of product completed with fewer people is a reflection of her ________. A) efficiency B) leadership C) entrepreneurship D) effectiveness Answer: A Diff: 2 Type: MC Skill: Applied Learning Outcome: 1-3 Describe the functions, roles, and skills of managers. 11 Copyright © 2022 Pearson Canada, Inc. 11) Getting her projects completed with a high quality rating is an indication of Amy's ________ as a manager. A) leadership B) efficiency C) effectiveness D) attention to detail Answer: C Diff: 2 Type: MC Skill: Applied Learning Outcome: 1-3 Describe the functions, roles, and skills of managers. 12) If Amy accomplished her project on time with high-quality results, but she took more time than other managers to complete this, you could say that as a manager she was ________. A) effective but not entrepreneurial B) entrepreneurial but not effective C) effective but not efficient D) efficient but not effective Answer: C Diff: 3 Type: MC Skill: Applied Learning Outcome: 1-3 Describe the functions, roles, and skills of managers. 13) The "secret" of Amy's success involves which management function? A) planning B) controlling C) organizing D) leading Answer: D Diff: 2 Type: MC Skill: Applied Learning Outcome: 1-3 Describe the functions, roles, and skills of managers. 12 Copyright © 2022 Pearson Canada, Inc. Refer to the scenario below to answer the following questions. Management Skills (Scenario) Gavin Clayton is vice-president of product development at Canadian Aircraft Manufacturing (CAM). The company specializes in smaller civilian aircraft for commuter airlines and corporate executives. Gavin is trying to decide if the company should proceed in its plans to produce a new larger scale aircraft. He knows that the new aircraft supports the corporate strategy and will enhance their competitive position in the industry. As a former engineer with years of experience in aircraft design and production, he also knows that his company has the skills and capability to produce the new aircraft. In fact, he believes that the new larger aircraft will result in scale economies for CAM—allowing it to produce more profitable aircraft with roughly the same labour resources. Unfortunately, this could be a sore point with the labour union that represents the aircraft assembly workers. While Gavin has always maintained a good relationship with these workers, he knows they are suspicious of management's motives. If the workers perceive the new larger aircraft as a management ploy to increase worker productivity, they will resist the change. Management will definitely have to get the support of the union before they implement the new production plans. Gavin gazes out his window and ponders how best to proceed with the situation. 14) When Gavin knew that the new aircraft would support the corporate strategy, he was utilizing which managerial skill? A) leadership B) technical C) conceptual D) planning Answer: C Diff: 2 Type: MC Skill: Applied Learning Outcome: 1-3 Describe the functions, roles, and skills of managers. 15) Gavin's reliance on his previous engineering and design experience to assess their production capabilities best demonstrates which managerial skill? A) planning B) technical C) leadership D) conceptual Answer: B Diff: 2 Type: MC Skill: Applied Learning Outcome: 1-3 Describe the functions, roles, and skills of managers. 13 Copyright © 2022 Pearson Canada, Inc. 16) The fact that Gavin has always maintained a good relationship with the assembly workers is evidence of which managerial skill? A) planning B) conceptual C) monitoring D) human Answer: D Diff: 1 Type: MC Skill: Applied Learning Outcome: 1-3 Describe the functions, roles, and skills of managers. 17) Assuming that the goal of CAM is to be profitable, producing the new larger aircraft should make the company ________. A) equally effective but more efficient B) equally efficient but more effective C) equally efficient and effective D) more efficient but less effective Answer: B Diff: 3 Type: MC Skill: Applied Learning Outcome: 1-3 Describe the functions, roles, and skills of managers. 18) If Gavin joins the management team in discussions with the union about producing the new aircraft, he will be performing the management role of ________. A) liaison B) disseminator C) spokesperson D) negotiator Answer: D Diff: 2 Type: MC Skill: Applied Learning Outcome: 1-3 Describe the functions, roles, and skills of managers. 14 Copyright © 2022 Pearson Canada, Inc. Refer to the scenario below to answer the following questions. The Busy Day (Scenario) Don Martin, plant manager at Control Systems, Inc., sighed as he sipped his cup of coffee and reviewed his hectic schedule for the day. He has to escort two company tours in the morning: the first to a newspaper reporter who is writing a story on the new plant expansion, and the second to a group of Control Systems managers from the East Coast. Then he has a meeting with the unit manager, Phil Johnson, to discuss Phil's recent drop in performance (a task he does not enjoy). Next, he is spending a couple of hours reviewing the trade journals he receives from his high-tech association and writing up a brief synopsis for his presentation next week to the division vice-president. Finally, in the late afternoon, he will be reviewing a recent equipment malfunction and deciding whether to bring in extra technicians to get the equipment operating again as soon as possible. Whew! It was just another busy day in the life of a manager. 19) When Don conducts the tour for the visiting East Coast managers, he will be performing which management role? A) leader B) figurehead C) monitor D) spokesperson Answer: B Diff: 3 Type: MC Skill: Applied Learning Outcome: 1-3 Describe the functions, roles, and skills of managers. 20) When Don meets with Phil to discuss his performance concerns, he will be performing which management role? A) negotiator B) figurehead C) leader D) liaison Answer: C Diff: 3 Type: MC Skill: Applied Learning Outcome: 1-3 Describe the functions, roles, and skills of managers. 21) What role will Don be performing when he reviews his trade journals? A) disseminator B) figurehead C) leader D) monitor Answer: D Diff: 2 Type: MC Skill: Applied Learning Outcome: 1-3 Describe the functions, roles, and skills of managers. 15 Copyright © 2022 Pearson Canada, Inc. 22) What role will Don perform when he gives the plant tour to the newspaper reporter? A) leader B) disseminator C) entrepreneur D) spokesperson Answer: D Diff: 2 Type: MC Skill: Applied Learning Outcome: 1-3 Describe the functions, roles, and skills of managers. 23) When Don reviews the new equipment malfunction, what management role will he perform when deciding whether to bring in extra people? A) monitor B) resource allocator C) negotiator D) disturbance handler Answer: B Diff: 3 Type: MC Skill: Applied Learning Outcome: 1-3 Describe the functions, roles, and skills of managers. Refer to the scenario below to answer the following questions. Joe the Manager (Scenario) As a production supervisor, Joe decides on Friday afternoon how many units of output his employees should produce next week, as well as which products will be produced on which days in the department. He also decides which employees are going to be responsible for operating which machines, since all his subordinates are multi-skilled assemblers. On Monday, he hands out work assignment sheets to inform the employees about which machines each will operate for the week. Joe also announces that the schedule will be challenging because of an increase in the targeted number of output units. He encourages his subordinates by telling them that he is confident they will achieve the production targets because they are such hard-working and skilled employees. Then, during the week, he monitors the daily production output and records the number of units that successfully achieved the company's quality standards, as well as the number of units that were unsatisfactory and had to be scrapped. 24) When Joe decides which employees will be responsible for operating which machines, he is performing the management function of ________. A) controlling B) leading C) planning. D) organizing Answer: D Diff: 2 Type: MC Skill: Applied Learning Outcome: 1-3 Describe the functions, roles, and skills of managers.