CHAPTER 1THE MANAGER'S JOB

MULTIPLE CHOICE
1. Management is the process of
a. maintaining the status quo.
b. planning, organizing and staffing, leading, and controlling.
c. keeping labor from taking over.
d. facilitating groups.
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(. )rafting a strategic vision is t*picall* the responsibilit* of a
a. first+level manager.
b. middle+level manager.
c. staff professional.
d. top+level manager.
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,. "hree roles or activities -ithin entrepreneurial -ork that arouse passion do N." include:
a. opportunit* recognition
b. venture gro-th
c. human resources
d. venture creation
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2. Nick is a successful entrepreneur, so he probabl* emphasizes -hich of the follo-ing dimensions in his
-ork3
a. innovativeness
b. minimizing risks
c. reacting to events rather than being proactive
d. a love for the status quo
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4. .n the 5ob, )andice coordinates the -ork of a small group of people and acts as a catal*st. 6er 5ob
title is most likel*
a. vice president.
b. )&..
c. plant general manager.
d. team leader.
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/. An important role for the team leader is to
a. act as a catal*st and facilitator.
b. tightl* control the -ork of team members.
c. set a strategic direction for the firm.
d. avoid interactions -ith team members.
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0. Sherri 8ackson is a sales manager. She searches the $nternet to find ne- potential markets for her
products. 8ackson is most directl* making use of 9999 resources.
a. human
b. financial
c. ph*sical
d. information
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:. ;hich function of management is most involved -ith energizing, directing, activating, and persuading
others3
a. leading
b. controlling
c. planning
d. organizing and staffing
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=. ;ith respect to creating visions, leaders often fail because the* do not
a. have fanc* enough visions.
b. convert their visions into results.
c. use visions for inspiration.
d. bribe people for accomplishing a vision.
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1<. )ontrolling is primaril* concerned -ith
a. making rational decisions.
b. comparing actual performance to a predetermined standard.
c. influencing people to perform better.
d. la*ing out -ork in a logical manner.
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11. "he t-o planning roles for manager involve
a. monitoring and disturbance handling.
b. strateg* and operations.
c. being a figurehead and a spokesperson.
d. team building and team pla*.
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1(. Making sure that competent persons fill positions is part of -hich managerial role3
a. organizer
b. liaison
c. staffing coordinator
d. resource allocator
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1,. ;ith respect to managers, poor interpersonal skills
a. have a neutral impact on performance.
b. can lead to 5ob failure.
c. are not important because >Nice gu*s and gals finish last.>
d. onl* create problems at the first t-o levels of management.
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12. !olitical skills should be regarded as a
a. supplement to 5ob competence.
b. -a* to overcome 5ob incompetence.
c. -a* of creating ambiguit* on the 5ob.
d. privilege of top management.
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14. A ke* part of developing *our managerial skills -ould be to
a. forget about practice as soon as *ou acquire a skill.
b. practice kick bo?ing to sharpen *our refle?es.
c. obtain feedback on *our performance.
d. ignore the comments of others on ho- -ell *ou are doing.
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1/. At the higher levels of management, the four roles that are the most important include::
a. organizer, visionar*, team builder, facilitator.
b. liaison, spokesperson, figurehead, and strategic planner
c. environmental specialist, mentor, coach, ethics officer.
d. administrator, implementor, entrepreneur, task coordinator
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10. According to Mintzberg, management is a practice, rather than a science or a profession because
a. science is about the development of s*stematic kno-ledge through research.
b. management follo-s an ethical code.
c. the ma5or purpose of management is to help get things done.
d. both a @ c
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1:. Management as a practice,
a. began during the $ndustrial 'evolution.
b. probabl* has an almost unlimited histor*.
c. dates back to ;orld ;ar $$.
d. dates back to the )ivil ;ar.
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1=. "he primar* concern of the administrative management aspect of classical management -as
a. managing a compan*As information s*stem.
b. teaching nonprofit organizations ho- to be successful.
c. ho- organizations should be managed and structured.
d. the application of scientific methods to increase -orkersA productivit*.
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(<. According to the historicall* important -ork of Alfred #. )handler, -hen choosing an organization
structure, managers should first
a. stud* -hat the competition is doing.
b. be a-are of the strateg*.
c. dra- a hundred bo?es to choose from.
d. look for the least e?pensive structure.
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(1. "he behavioral approach to management emphasizes
a. developing s*stems for dealing -ith personnel problems.
b. the interaction of the firm -ith the environment.
c. finding the most efficient s*stems of production.
d. understanding people.
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((. An organization ma* e?perience entropy -hen
a. its total output e?ceeds the sum of the parts.
b. it does not receive fresh inputs from the e?ternal environment.
c. too man* emplo*ees call in sick in a given *ear.
d. three consecutive ne- products are -inners.
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(,. An important subset of interpersonal skills for managers is9999999999the abilit* to -ork effectivel*
and conduct business -ith people from different cultures.
a. multiculturalism
b. bilingualism
c. diversit*
d. multinationalism
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(2. Bou are using evidence-based management -hen *our practice is based on
a. a recent fad.
b. -hat *our )&. thinks is hot.
c. thinking b* philosophers.
d. an established principle.
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(4. Evidence-based management chooses an organizational practice based on
a. the best evidence available.
b. qualitative evidence onl*.
c. quantitative evidence onl*.
d. careful forecasts.
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TRUE/FALSE
1. )+level manager is a recent term used to describe a top+level manager.
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(. rad is the cafeteria manager in a compan* that manufactures cushions, chairs, and closet organizers.
rad -ould be classified as a >)+level manager.>
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,. "he vice+president of merchandising in a retail store -ould be considered a functional manager.
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2. "he entrepreneur is characterized primaril* b* innovative behavior.
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4. A ma5or characteristic of both entrepreneurs and small+business o-ners is their passion for the -ork
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/. "he team leader is a strong disciplinarian -ho e?erts more control than the traditional supervisor.
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0. !lanning is a -a* of managing the future.
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:. &ffective leaders develop a sense of communit* or shared purpose.
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=. .ne purpose of controlling is to check up on performance.
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1<. According to !eter #rucker, managers are kno-ledge -orkers.
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11. Maslo- suggested that humans are motivated b* efforts to satisf* a hierarch* of needs ranging from
basic needs to those for self+actualization, or reaching oneCs potential.
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1(. )onceptual skill is needed to understand ho- the various parts of the organization fit together.
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1,. !olitical skills include establishing connections and impressing the right people.
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12. $nterpersonal skills are important for top+level managers as -ell as team leaders.
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14. An important part of the model for learning managerial skills is to obtain feedback on performance
from others.
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1/. A ke* reason for continuing to develop managerial skills is that the -orkplace keeps changing.
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10. "heor* D -as concerned primaril* -ith ho- organizations should be managed and structured.
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1:. "he behavioral approach to management emphasizes gaining the ma?imum productivit* from people
through such means as time and motion studies.
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1=. "ro* is given the responsibilit* of developing an organization structure for a ne- compan*. efore
dra-ing the structure, he should first understand the compan*As strateg*.
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(<. According to the classical approach to management, a compan* is most likel* to be efficient -hen the
structure of the firm determines its strateg*.
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(1. "on* -ants to use the behavioral approach to management, so he puts a lot of effort into
understanding the interests and talents of his staff before deciding ho- to manage the group.
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((. Management tells the -orkers in an office that the* have been selected to be part of a stud* of
productivit* because of their good record so far. ;orker productivit* increases even more, thereb*
demonstrating the 6a-thorne effect.
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(,. "he information technolog* era has made organizations much less democratic than the* -ere in the
past.
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(2. "he quantitative approach to management emphasizes methods in decision making, based on the
scientific method.
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(4. "heor* B assumptions include the idea that people accept responsibilit*, e?ercise
self+control, possess the capacit* to innovate.
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ESSAY
1. ;h* do organizations hire managers3
ANS:
A mana!" #$ a %!"$&n "!$%&n$#b'! (&" )*! +&", %!"(&"manc! &( "&-% m!mb!"$. A manager holds the
formal authorit* to commit organizational resources, even if the approval of others is required.
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(. $dentif* and describe seven different managerial roles. $ndicate -hich ones *ou -ould en5o* the most
at this stage of *our career.
ANS:
An$+!"$ +#'' .a"/.
P'ann#n0 Strategic planner, .perational planner
O"an#1#n0 .rganizer, 1iaison, Staffing coordinator, 'esource allocator, "ask delegator
L!ad#n: %igurehead, Spokesperson, Negotiator, Motivator and coach, "eam builder,
"eam pla*er, "echnical problem solver, &ntrepreneur
C&n)"&''#n0 Monitor, #isturbance handler
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,. ;hich basic skills are needed b* managers3
ANS:
)onceptual kno-ledge and behavioral guidelines.
Skill+development
%eedback on skill utilization, or performance
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2. "he )olgate+!almolive )ompan*Cs strateg* might be stated as responding to the personal+care needs
of people and animals throughout the -orld. "o achieve this goal, the compan* is divided into four
mammoth divisions: .ral )are, !ersonal )are, 6ome )are, and !et Nutrition. &ach division is
subdivided into products groups.

1. 6o- does the )olgate+!almotive compan* follo- the concepts of )handler3
(. #o *ou think that the core of management kno-ledge lies -ithin the classical school3
&?plain.
ANS:
1. )handlerCs famous thesis is that a firmCs structure is determined or chosen b* its
strateg*Eand unless structure follo-s strateg*, inefficienc* results. $n other -ords, -hat a firm -ants
to accomplish determines ho- the compan* is organized.
(. "he classical school provides a s*stematic -a* of managing people and -ork that has proven useful
over time and represents its ma5or strength. 6o-ever, it sometimes ignores differences among people
and situations.
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