CHAPTER 01: MANAGING IN TODAY’S WORLD

1. The nature of management is to __________ to cope with diverse and far-reaching challenges.
a. coordinate others
b. force others
c. terminate workers who are not able
d. singlehandedly attempt
e. analyze failures
2. One of the important ideas in the text's definition of management is:
a. the management functions of planning, organizing, leading, and controlling.
b. the attainment of societal goals.
c. effectiveness is more important than efficiency.
d. management is unique to for-profit organizations.
e. efficiency is more important than effectiveness.
3. The nature of __________ is to motivate and coordinate others to cope with diverse and far-
reaching challenges. management
4. __________ is the attainment of organizational goals in an effective and efficient manner through
planning, organizing, leading, and controlling organizational resources. management
5. Define management and describe two important ideas expressed in the definition.
ANSWER:
Management is defined as the attainment of organizational goals effectively and efficiently
through the planning, organizing,leading,and control of organizational resources. ! the two
important ideas expressed include the four functions of management and the attainment of
organizational goals in an effective and efficient manner
6. Allocating resources across the organization is part of the organizing management function.
a. True b. False
7. How an organization goes about accomplishing a plan is a key part of the management
function of controlling.
a. True b. False
8. Where the organization wants to be in the future and how to get there defines controlling.
a. True b. False
9. The use of influence to motivate employees to achieve the organization's goals refers to
controlling.
a. True b. False
10. Organizing means identifying goals for future organizational performance and deciding on
the tasks and use of resources needed to attain them.
a. True b. False
11. Controlling involves monitoring employees' activities, determining whether the
organization is moving toward its goals, and making corrections as necessary.
a. True b. False
12. Leading is the use of influence to motivate employees to achieve organizational goals.
a. True b. False
13. Regina, owner and operator of a small restaurant, believes that her most important task as a
manager is establishing goals for the restaurant and deciding what must be done to achieve
them. This involves which aspect of what managers do?
a. Organizing b. Motivating and communicating
c. Measuring d. Developing people
e. Setting objectives
14. When senior managers at Gap Inc. decided to become the number one service-quality
clothing company in the world, they were engaging in the management function of:
a. planning. b. organizing.
c. leading. d. controlling.
e. dreaming.
15. Which of the following is a function of management?
a. Human resources b. Raw materials
c. Efficiency d. Planning
e. Effectiveness
16. Robert, a top-level manager at an advertising agency, spends a significant part of his work
day identifying goals for future organizational performance and deciding how to use resources
to attain these goals. This involves which management function?
a. Controlling b. Leading
c. Organizing d. Planning
e. Delegating
17. Selecting goals and ways to attain them refers to:
a. controlling. b. planning.
c. organizing. d. staffing.
e. leading.
18. Which of the following best describes organizing?
a. Assigning responsibility for task accomplishment
b. Using influence to motivate employees
c. Monitoring activities and making corrections
d. Selecting goals and ways to attain them
e. None of these
19. Which of the following is not a function of management?
a. Planning b. Controlling
c. Organizing d. Leading
e. Performing
20. How an organization goes about accomplishing a plan is a key part of the management
function of:
a. planning. b. organizing.
c. leading. d. controlling.
e. motivating.
21. When Terry Doyle of CommuniCom, Inc. created smaller, more independent maintenance
units, he was performing the function of:
a. controlling. b. human relations skills.
c. leading. d. organizing.
e. resourcing.
22. Using influence to motivate employees describes which of the following functions?
a. Controlling b. Planning
c. Leading d. Monitoring
e. Organizing
23. __________ is the use of influence to motivate employees to achieve organizational goals.
a. Leading b. Controlling
c. Organizing d. Planning
e. Staffing
24. Amanda Rowley, president of Autos-R-Us, recognizes the factory employees for their
outstanding performance at the monthly awards banquet on the shop floor by presenting a
plaque and a check for $100. She is engaging in the management function of:
a. bribery. b. organizing.
c. technical skills. d. leading.
e. controlling.
25. The public relations nightmare from the U.S. Secret Service in 2015 has been attributed to a
breakdown in which managerial function?
a. Controlling b. Leading
c. Organizing d. Planning
e. Delegating
26. Monitoring activities and making corrections are part of:
 a. organizing. b. planning.
c. leading. d. staffing.
e. controlling.
27. Tool Techies, Inc. uses phone surveys of customers to gather information about service and
quality. This is an example of the management function of:
a. planning. b. technical skills.
c. organizing. d. controlling.
e. conceptual skills.
28. __________ is the management function concerned with monitoring employees' activities,
determining whether the organization is moving toward its goals, and making corrections as
necessary.
a. Planning b. Resource allocation
c. Controlling d. Organizing
e. Efficiency
29. When Troy measures his employees' performance and compares their performance against
the goals he set for them, he is performing which of the following functions?
a. Staffing b. Leading
c. Organizing d. Controlling
e. Planning

Scenario - Barry Miller

The promotion to first-line manager took place just six weeks ago for Barry Miller. He was well-
qualified for the promotion, but the new job still required a lot of training. One of the challenges
has been to coordinate his team’s production with the needs of the sales department and with
the availability of raw materials from his suppliers. Setting priorities and developing schedules
to accomplish the work is a part of Barry's job that he has really enjoyed. The challenges to
maintain high rapport and to build a strong team with his employees have already brought him
a lot of satisfaction. In reflecting about the last six weeks, Barry concludes that he is very happy
about his new job.
30. In his job, Barry needs to:
a. plan. b. organize.
c. lead. d. control.
e. do all of these.
31. __________ is identifying goals for future organizational performance and deciding on the tasks
and use of resources to attain them. Planning
32. __________ involves assigning tasks, grouping tasks into departments, delegating authority,
and allocating resources across the organization. organizing
33. The management function that involves the use of influence to motivate employees to
achieve organizational goals is referred to as __________. Leading
34. __________ is the management function concerned with monitoring employees' activities,
determining whether the organization is moving toward its goals, and making corrections as
necessary. Controlling 
35. Identify the four functions of management.
ANSWER: there are now four commonly accepted functions of management that encompass
these necessary skills: planning, organizing, leading, and controlling.
36. Developing a structure is a key function of __________ Management
37. When an organization is deliberately structured, it is designed to achieve some outcome,
such as making a profit.
a. True b. False
38. An organization is a social entity that is goal-directed and deliberately structured.
a. True b. False

39. Efficiency refers to the degree to which the organization achieves a stated goal.
a. True b. False
40. All managers have to pay attention to costs, and the best way to improve organizational
effectiveness is by severe cost cutting.
a. True b. False
41. The ultimate responsibility of managers is to achieve high performance by using resources
in an efficient and effective manner.
a. True b. False
42. Efficiency can be defined as the amount of resources used to produce a product or service.
a. True b. False
43. A non-profit organization has the primary purpose of:
a. generating monetary revenue in exchange for goods and services
b. providing services to their clientele without making profits.
c. doing volunteer.
44. Some examples of non-profit organization: (multi-select answer)
a. colleges b. social-welfare bodies
c. labour unions d. political parties
e. hospital
45. The key purpose of ____________________ organization is to protect members and help members
further their interests non-profit
46. Which of the following refers to the amount of resources used to achieve an organizational
goal?
a. Effectiveness b. Synergy
c. Performance d. Efficiency
e. Management
47. The degree to which the organization achieves a stated goal is called __________. Effectiveness
48. Organizational __________ refers to the amount of resources used to achieve an organizational
goal. Efficiency
49. To perform effectively, all managers must possess conceptual, human, and technical skills,
although the degree of each skill that is required at different levels of an organization may vary.
a. True b. False
50. Only the top managers in organizations need conceptual skills.
a. True b. False
51. A manager's ability to work with and through other people and to work effectively as a
group member is called human skills.
a. True b. False
52. Technical skills are particularly important at lower organizational levels, whereas
conceptual skills become more important as managers move up the organizational hierarchy.
a. True b. False
53. The ability to motivate others is considered a technical management skill.
a. True b. False
54.. Conceptual, human, and technical skills are important to which managerial level?
a. Top managers b. Middle managers
c. First-line managers d. Nonmanagers
e. All of these
55. __________ skills are the cognitive abilities to see the organization as a whole system and the
relationship among its parts.
a. Human b. Resource allocation
c. Conceptual d. Negotiation
e. Technical
56. According to the text, what are the skills used by managers when performing the four
functions of management?
a. Conceptual, interpersonal, and organizational b. Functional, problem-solving,
and technical
c. Analytical, interpersonal, and financial d. Conceptual, human, and technical
e. Communication, strategic, and innovative

57. Within her role as a small business consultant, Alexa analyzes how organizations fit into
their industries, the communities, and the broader social environment. This type of analysis
involves which management skill?
a. Organizing b. Technical
c. Human d. Conceptual
e. Delegation
58. Juan Perez is the president of WV Railroad. His organization faces issues related to the
environment, government regulation, and competition. He will need to rely primarily on his
__________ skills.
a. conceptual b. technical
c. human d. controlling
e. interpersonal
59. __________ are most important at the top management level.
a. Conceptual skills b. Human skills
c. Technical skills d. Project skills
e. All of these
60. A manager's __________ skills are demonstrated in the way he or she relates to other people.
a. conceptual b. human
c. technical d. leading
e. controlling
61. Sabrina recently helped her subordinates at work resolve an interpersonal conflict by
listening to the problem and serving as a mediator. This is an example of use of which
management skill?
a. Human b. Strategic
c. Technical d. Conceptual
e. Analytical
62. Which of the following skills is the manager's ability to work with and through other people
and to work effectively as a group member?
a. Human b. Conceptual
c. Technical d. Intellectual
e. Planning
63. Which of the following skills includes specialized knowledge and analytical ability?
a. Conceptual b. Human
c. Technical d. Controlling
e. Planning
64. Which of the following is most important at lower organizational levels?
a. Planning skills b. Human skills
c. Conceptual skills d. Technical skills
e. None of these
65. A type of __________ skill is the single most important factor in whether people feel engaged
with their work.
a. planning b. human
c. conceptual d. technical
e. controlling
66. __________ skills include the understanding of and proficiency in the performance of specific
tasks.
a. Human b. Conceptual
c. Interpersonal d. Technical
e. Leadership
Scenario - Barry Miller
The promotion to first-line manager took place just six weeks ago for Barry Miller. He was well-
qualified for the promotion, but the new job still required a lot of training. One of the challenges
has been to coordinate his team’s production with the needs of the sales department and with
the availability of raw materials from his suppliers. Setting priorities and developing schedules
to accomplish the work is a part of Barry's job that he has really enjoyed. The challenges to
maintain high rapport and to build a strong team with his employees have already brought him
a lot of satisfaction. In reflecting about the last six weeks, Barry concludes that he is very happy
about his new job.
67. Which managerial skill is least important at Barry's middle-level management position?
a. Conceptual b. Human
c. Technical d. All of these skills are vital.
e. None of these skills are important.
68. __________ refer to the cognitive ability to see the organization as a whole system and the
relationships among its parts.
69. __________ refer to the manager's ability to work with and through other people and to work
effectively as a group member.
70. __________ refer to the understanding and proficiency in the performance of specific tasks.
71. List the three management skills necessary to perform effectively in organizations.
72. Briefly discuss the relationship between management skills and management level.
ANSWER:

73. Managers use conceptual, human, and technical skills to perform the four management
functions of planning, organizing, leading, and controlling in all organizations.
a. True b. False
74. Middle managers are responsible for setting organizational goals, defining strategies for
achieving them, and making decisions that affect the entire organization.
a. True b. False
75. Middle managers are responsible for the organization's overall success.
a. True b. False
76. Juan, as a division manager, is generally concerned with the near future and is expected to
establish good relationships with peers around the organization, encourage teamwork, and
resolve conflicts. Juan can be described as a middle manager.
a. True b. False
77. A human resources manager would be considered a staff manager.
a. True b. False
78. Antonio is head of the advertising department at Terrific Tours, Inc., which conducts daily
tours of historic sites in Boston. He can be described as a general manager.
a. True b. False
79. First-line managers are the managers who have the responsibility for making significant
strategic policy decisions, often with staff managers assisting them in these decisions.
a. True b. False
80. Staff managers are responsible for the manufacturing and marketing departments that make
or sell the product or service.
a. True b. False
81. Which of the following are responsible for the entire organization?
a. Top managers b. Middle managers
c. First-line managers d. Controlling managers
e. Organizing managers
82. Sally is vice president of administration at a large non-profit charity for animals. She most
likely falls within which management level?
a. CEO b. Line employee
c. Staff manager d. Top manager
 e. Middle manager
83. The most important responsibilities for __________ managers include communicating a shared
vision for the organization and shaping corporate culture.
a. top b. middle
c. first-line d. leading
e. organizing
84. Marley is the executive director of the local Community for Critters. Her level in the
management hierarchy is that of a(n):
a. first-line manager. b. middle manager.
c. top manager. d. consultant.
e. operative.
85. Donna Hyde is the head of the finance department at Muumuu Manufacturing, Inc. Her level
in the management hierarchy is that of a(n):
a. first-line manager. b. middle manager.
c. top manager. d. chief executive officer.
e. operative.
86. Patty Rohrer is the director of human resources at Pet Grooming, Inc. She can be best
described as a __________ manager.
a. top-level b. project
c. general d. first-line
e. functional
87. __________ managers are responsible for departments that perform a single functional task
and have employees with similar training and skills.
a. Top b. Middle
c. First-line d. Bottom
e. Functional
88. Technology has taken over many tasks once performed by:
a. team leaders. b. middle managers.
c. CEOs. d. vice presidents.
e. first-line managers.
89. Which of the following statements best describes Terrance's position as a first-line
manager?
a. He is responsible for several departments that perform different functions.
b. He is required to have significant human skills.
c. He is responsible for the production of goods and services.
d. He supervises employees with similar training and skills.
e. All of these
90. Calvin Strine is the office manager of a local accounting firm. His level in the management
hierarchy is that of a(n):
a. first-line manager. b. middle manager.
c. top manager. d. consultant.
e. operative.
91. Which of the following best describes Stacey's position as a functional manager?
a. She is responsible for several departments that perform different functions.
b. She organizes people across departments to perform a specific task.
c. She is responsible for a self-contained division and all the departments within it.
d. She supervises employees with similar training and skills.
e. None of these
92. Juli is in charge of the finance department. Which type of manager is she?
a. Line b. Project
c. Top d. Operative
e. Staff
93. __________ managers are responsible for departments that perform a single task and have
employees with similar training skills.
a. Top b. Middle
c. General d. Functional
e. First-line
94. Taylor Brittingham is a general manager. Which of the following best describes her position?
a. She is responsible for several departments that perform different functions.
b. She organizes people across departments to perform a specific task.
c. She is responsible for one specific department (e.g., marketing).
d. She supervises employees with similar training and skills.
e. None of these
95. Conceptual skills are especially important for __________ managers.
96. Department heads and division managers are examples of __________.
97. __________ are directly responsible for the production of goods and services.
98. __________ are responsible for departments that perform a single functional task and have
employees with similar training and skills.
99. __________ are responsible for several departments that perform different functions.
100. Being a successful manager means thinking in terms of building teams and networks and
becoming a motivator and organizer within a highly interdependent system of people and work.
a. True b. False
101. A manager in the disseminator role forwards information to other organization members.
a. True b. False
102. In the spokesperson role, a manager forwards information to other organization members.
a. True b. False
103. The informational roles that managers perform include monitor, disseminator, and
spokesperson.
a. True b. False
104. In the figurehead role, the manager performs ceremonial and symbolic duties.
a. True b. False
105. The disturbance handler role involves the initiation of change.
a. True b. False
106. In a monitor role, the manager transmits current information to others, both outside and
inside the organization.
a. True b. False
107. Which of the following is not one of the conceptual categories of managerial roles
Mintzberg defined?
a. Informational b. Interpersonal
c. Decisional d. Intrapersonal
e. All of these are conceptual categories of the managerial roles defined by
Mintzberg.
108. To meet the needs of the organization, all managers carry out the three major categories of
roles. They are __________, __________, and __________ roles.
a. monitor; figurehead; liaison
b. leader; monitor; spokesperson
c. disseminator; entrepreneurial; disturbance handler
d. decisional; spokesperson; leader
e. informational; interpersonal; decisional
109. Which of the following is an informational role, according to Mintzberg?
a. Entrepreneur b. Leader
c. Monitor d. Disturbance handler
e. Figurehead
110. Gail Griffith, manager of the finance division, distributes relevant information every day to
all her employees enabling them to make quality decisions. Gail is performing which of the
following roles?
a. Monitor b. Disseminator
c. Spokesperson d. Disturbance handler
e. Figurehead
111. The president of Pepsi Company is the keynote speaker at a retirement dinner for a long-
time bottler. This is an example of which of the following roles?
a. Liaison b. Figurehead
c. Negotiator d. Leader
e. Monitor
112. According to Mintzberg, when Amanda spends time training a subordinate, she is
performing which of the following roles?
a. Monitor b. Figurehead
c. Spokesperson d. Leader
113. What is the role of the negotiator?
a. The negotiator role involves formal bargaining to attain outcomes for the
manager's unit of responsibility.
b. The negotiator role involves seeking current information from many sources.
c. The negotiator role involves the initiation of change.
d. The negotiator role involves resolving conflicts among subordinates or between
the manager's department and other departments.
e. The negotiator role pertains to the development of information sources both
inside and outside the organization.
114. If Bradley Hak is responsible for maintaining information links both inside and outside
organizations by using social media, mail, phone calls, and conducting meetings as daily
activities, he would be considered a:
a. figurehead. b. liaison.
c. negotiator. d. monitor.
e. spokesperson.
115. Which of the following is not a decisional role?
a. Entrepreneur b. Negotiator
c. Resource allocator d. Disturbance handler
e. Liaison
116. The __________ role involves resolving conflicts among subordinates or between the
manager's department and other departments.
a. resource allocator b. entrepreneur
c. negotiator d. liaison
e. disturbance handler
117. According to Mintzberg, which of the following is an interpersonal role?
a. Monitor b. Negotiator
c. Liaison d. Disturbance handler
e. Spokesperson
118. Developing information sources both inside and outside the organization is a function of
the __________ role.
a. leader b. spokesperson
c. monitor d. liaison
e. entrepreneur
119. Which of the following roles involves making decisions about how to assign people, time,
equipment, money, and other resources to attain desired outcomes?
a. Negotiator b. Resource allocator
c. Figurehead d. Monitor
e. Leader
120. If a manager finds a severe decline in employee morale and direction, he or she may need
to spend more time in the __________ role.
a. negotiator b. resource allocator
c. figurehead d. monitor
e. leader
121. What is the role of the liaison?
a. The liaison role pertains to decisions about how to assign people, time,
equipment, money, and other resources to attain desired outcomes.
b. The liaison role involves the initiation of change.
c. The liaison role pertains to the development of information sources both inside
and outside the organization.
d. The liaison role involves handling ceremonial and symbolic activities for the
department or organization.
e. The liaison role encompasses relationships with subordinates, including
motivation, communication, and influence.
122. If a manager finds several new competitors on the horizon, he or she may need to spend
more time in which role?
a. Negotiator b. Resource allocator
c. Figurehead d. Monitor
e. Leader
123. In the __________ role, managers seek and receive information, scan periodicals and reports,
and maintain personal contacts.
124. In the __________ role, managers initiate improvement projects, identify new ideas, and
delegate idea responsibility to others.
125. A(n) __________ would be responsible for performing ceremonial and symbolic duties such as
greeting visitors and signing legal documents.
126. The __________ role pertains to decisions how to assign people, time, equipment, money, and
other resources to attain desired outcomes.
127. List five of Mintzberg's 10 managerial roles.
ANSWER:
128. Describe the three categories of managerial roles and explain how they differ.
ANSWER: