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1、Chapter 1 - Managers and Management Chapter One: Managers and Management Multiple Choice Questions 1. When we classify managers according by their level in the organization they are described as _______. a. functional, staff and line managers b. top managers, middle managers and superviso

2、rs c. high level and lower level managers d. general managers and administrative managers 2. Conceptual skills relate to a manager’s ability to a. take a strategic view of how the parts of the organization function. b. solve detailed problems in groups. c. correctly evaluate organizational

3、problems. d. understand and interact effectively with others in the organization. 3. The ability to build networks and power bases that increase one’s power in the organization is referred to as _____. a. influence skill b. political skill c. controlling d. strategic skill 4. A manager is s

4、omeone who a. actually performs the service or produces the product. b. works anonymously behind the scenes. c. sets the goals of the organization. d. supervises the work of others. 5. Which of the following skills is most important for top managers (CEO’s)? a. Interpersonal b. Technica

5、l c. Functional d. Conceptual 6. A manager who has a reputation for being open and honest and understands how to motivate employees and customers is said to have good ________ skills. a. sales b. political c. Interpersonal d. technical 7. Annie’s Pies produces cakes and pies that come

6、in 207 different flavors that are shipped across the USA. Each week, 3 or 4 new flavors are added. Annie’s produces high quality cakes and pies using the best ingredients, it wastes little, and few employees work overtime because the business operates a. effectively. b. reliably. c. efficientl

7、y. d. flexibly. 8. Doing a job in a way that achieves results without wasting any resources is referred to as being ______. a. effective. b. efficient c. conservative d. Both a and b. 9. The importance of managerial roles varies depending on the _____. a. manager’s salary b. manager’s ac

8、ceptance by the employees c. size of the organization d. length of time the manager has worked in the organization 10. According to Mintzberg, which management category includes the roles of figurehead, leader, and liaison? a. interpersonal b. informational c. decisional d. planning 11.

9、 Which of the following roles is categorized as a decisional role? a. Monitor b. Disseminator c. Resource allocator d. Leader 12. An organization must contain all except which of the following characteristics? a. purpose b. people c. structure d. product 13. An organization is comm

10、only considered a a. systematic arrangement of people to sell goods or services. b. structural grouping of people to accomplish a set of objectives. c. structural grouping of managers and subordinates who are attempting to increase profits. d. systematic grouping of people to establish proce

11、dures, rules, and regulations. 14. Operatives can BEST be described as a. Those who actually do the tasks of an organization. b. Those who work anonymously behind the scenes. c. Manual laborers. d. Those who supervise others. 15. The managers who work most closely with the operatives are k

12、nown as a. top management. b. middle management. c. first-line managers. d. operative managers. 16. The level of management that translates the goals of the organization into specific plans that lower-level managers can perform is known as a. top management. b. middle management. c. f

13、irst-line managers. d. operative managers. 17. _____ are responsible for making decisions about the direction of the organization and establishing policies that affect all organizational members. a. Operatives b. Top managers c. Middle managers d. First-line supervisors 18. Performing th

14、e task right and considering the relationship between inputs and outputs is a. effectiveness. b. goal attainment. c. efficiency. d. a management characteristic. 19. If you get more output for a given input, you have a. decreased effectiveness. b. increased effectiveness. c. decreased

15、efficiency. d. increased efficiency. 20. In an organization, _____ translate(s) into goal attainment. a. effectiveness b. efficiency c. resource minimization d. managerial functions 21. If a college cuts the cost of an education by using mostly part-time faculty and at the same time fail

16、s 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. 22. Tim's Tire Shop is concerned only wi

17、th using the least amount of labor possible as it repairs/replaces the tires of its customers. Its primary goal is a. effectiveness. b. goal attainment. c. efficiency. d. management characteristics. 23. All of the following are included in the four components of the management process excep

18、t a. planning. b. organizing. c. leading. d. delegating. 24. Mintzberg grouped the ten managerial roles into three primary headings. Which of the following is not one of these headings? a. interpersonal relationships b. transfer of information c. planning d. decision making 25. As

19、managers move up the organization, they do less a. leading b. controlling c. planning d. organizing 26. Which of the following roles is most important for managers in small firms? a. disseminator b. leader c. spokesperson d. figurehead 27. Katz developed four critical skills that manag

20、ers must possess. Which of the following is not one of those four skills? a. conceptual b. interpersonal c. technical d. connection 28. Angelo is well known for his skills in using the advanced programming software of the engineering field. In fact, it was his specialized knowledge that led

21、 to his promotion as manager. Which managerial skill is Angelo demonstrating? a. conceptual b. interpersonal c. technical d. political 29. Nancy’s strength as a manager lies in her ability to work with people. She is able to work with, motivate, and lead others easily. Nancy is demonstratin

22、g which managerial skill? a. conceptual b. interpersonal c. technical d. political 30. Which of the following is not true about operatives? a. They have no responsibility for overseeing the work of others. b. They work directly on a job or task. c. They have no more than four employee

23、s who report directly to them. d. A person on an assembly line could be described as an operative. 31. The managerial concept that focuses on task completion is a. efficiency. b. of little concern for first-line managers. c. mostly the job of top managers. d. effectiveness. 32. Which one

24、 of the following best demonstrates the concept of efficient management? a. Getting activities completed. b. Maximizing output. c. Maintaining output with fewer resources. d. Increasing output and input. 33. When a manager fails to complete the department's tasks but has used the resour

25、ces sparingly and wisely, the results are said to be a. efficient and effective. b. efficient and ineffective. c. inefficient and effective. d. inefficient and ineffective. 34. The planning function of management includes a. directing the activities of others. b. monitoring an organizat

26、ion's performance. c. comparing actual results with plans. d. establishing an organization's goals. 35. The organizing function of management includes a. how tasks are to be grouped. b. conflict resolution among subordinates. c. comparison of actual results with a budget. d. def

27、inition of an organization's goals. 36. The activities of motivating employees, directing others, selecting the most effective communication channels, and resolving conflicts refer to which management function? a. planning. b. organizing. c. leading. d. controlling. 37. When a famous s

28、peaker, Such as the President of the United States, addresses a college graduating class, he or she is exhibiting Mintzberg's role of a. liaison. b. disturbance handler. c. disseminator. d. figurehead. 38. Concerning Mintzberg's managerial roles, which of the following statements is

29、 MOST accurate? a. Managers perform essentially different roles in different types of organizations. b. Managers perform essentially different roles at different levels of an organization. c. The emphasis managers give the various roles differs with various organizational levels. d. Roles of

30、 figurehead, disseminator, and liaison seem to be most appropriate for first-line managers. 39. Which of the following statements is LEAST correct? a. Regardless of the organizational level, managers perform essentially the same functions. b. Most managerial functions are the same throughout th

31、e world. c. Small or large organizations perform essentially the same functions. d. The entrepreneurial role is more prevalent in small organizations than in large ones. 40. Management is BEST described as the process of a. personally completing tasks in an efficient manner. b. efficiently

32、completing tasks with the help of others. c. using scarce resources to minimize output. d. organizing activities over a long period of time. Chapter Three: Foundations of Planning Multiple Choice Questions 1. Which of the following is not included in the definition of planning? a. Def

33、ine the organization’s objectives or goals. b. Establish an overall strategy for achieving these objectives or goals. c. Allocate resources and develop a chain of communication. d. Develop a hierarchy of plans to integrate and coordinate activities. 2. Which of the following is an argument ag

34、ainst formal planning? a. Planning focuses on the future. b. Planning may create rigidity. c. Planning replaces creativity. d. Planning ignores prior successes. 3. Which of following is not one of the reasons why managers should engage in planning as that was stated in the text? a. Plan

35、ning reduces cost. b. Planning minimizes waste and redundancy. c. Planning provides direction. d. Planning facilitates control. 4. Plans that determine specific details about organizational objectives that are to be achieved are called a. strategic plans. b. tactical plans. c.

36、long-term plans. d. detailed plans. 5. Successful plans may provide a. a false sense of security. b. only success. c. increased awareness of the environment. d. increased awareness of change. 6. Which of the following statements is MOST accurate? a. Many studies confirm the positive r

37、elationship between planning and performance. b. All organizations that plan extensively outperform those that plan less formally. c. All organizations that plan outperform those that do not. d. Many studies confirm that planning does not lead to greater performance because labor unions are we

38、ak. 7. _____ plans are differentiated by their breadth. a. Directional and specific b. Single use and standing c. Strategic and tactical d. Long-term and short-term 8. Which of the following is not a popular way to describe plans? a. breadth b. time frame c. specificity d. length

39、9. Tactical and strategic plans differ in all of the following ways except a. time frame. b. scope. c. known set of organizational objectives. d. environmental effects. 10. The greater the uncertainty, the more plans should be of the _____ variety. a. long-term b. short-term c. interm

40、ediate in length d. rigid 11. When uncertainty is high and management must maintain flexibility, which of the following types of plans are preferable? a. long-term plans b. no plans c. directional plans d. specific plans 12. Which type of plan is used to meet a particular or unique situa

41、tion? a. tactical plan b. operational plan c. single-use plan d. standing plan 13. Which of the following is not a step in objective setting? a. Specify deadlines. b. Allow the employee to actively participate. c. Link rewards to effort. d. Prioritize goals. 14. Each MBO objective

42、must have a. a percentage change specified. b. a concise time period. c. a reference to quality. d. a specified dollar amount. 15. MBO advocates participative goal setting. Research comparing participative set and assigned goals on performance a. shows consistently higher performance with

43、 participatively set goals. b. shows consistently lower performance with participatively set goals. c. has not shown any strong or consistent relationships. d. has been biased by the researchers. 16. Which of the following is not an ingredient in MBO programs? a. goal specificity b. parti

44、cipative decision making c. performance feedback d. general time period 17. According to the philosophy of MBO, a. Feedback occurs at the annual performance review b. Goals follow a top-down approach c. Goals typically are broad, general statements of intent d. Constant feedback is pro

45、vided 18. MBO assists in answering "What's in it for me as an employee" by a. Linking rewards to goal attainment b. Identifying employees' key job tasks c. Allowing employees to participate actively d. Prioritizing goals 19. Managers can overcome the criticisms of manag

46、ement by objectives by a. ensuring that employees have multiple goals. b. treating MBO as a single-event activity. c. punishing employees who fail to achieve goals. d. rewarding employees for setting easy goals. 20. Which of the following is not a component of the MBO process? a. Objec

47、tives are determined jointly by subordinates and supervisor b. Progress towards objectives is reviewed every three months. c. Employees are given ratings based on reaching specific targets d. Rewards are based on progress towards achieving objectives. 21. Which of the following is a nin

48、e-step process that involves strategic planning, implementation, and evaluation? a. decision-making process b. strategic management process c. tactical management process d. long-range planning process 22. In environmental SWOT analysis, the external organizational position is analyzed acco

49、rding to its a. strengths and weaknesses. b. opportunities and weaknesses. c. strengths and threats. d. opportunities and threats. 23. The starting point in strategic management process is usually a. analyzing current mission, strategies and objectives. b. identifying opportunitie

50、s and threats. c. conducting an environmental scan. d. identifying opportunities and weaknesses. 24. After analyzing and learning about the environment, management needs to evaluate opportunities and threats. Opportunities are a. internal resources. b. unmet needs. c. positive external

51、 environmental factors. d. internal competitive strategies. 25. Which of the following is NOT a grand strategy that an organization can use for defining its all-encompassing focus? a. Stability strategy b. Market gain strategy c. Growth strategy d. Combination strategy 26. Tim's Co

52、mpany is analyzing the technology that allows it to produce wireless communication equipment for less money. This technological breakthrough for Tim's Company is which of the following? a. strength b. weakness c. opportunity d. threat 27. SWOT analysis a. Matches the organization'

53、s competencies with its environmental forces b. Sometimes involves industrial espionage tactics c. Occurs during the mission statement formulation d. Is most useful for helping an organization sustain its competitive 28. The type of organizational strategy that emphasized increasing market

54、share or the level of an organization's operations is called a. Stability Strategy b. Combination strategy c. Market gain strategy d. None of the above 29. When Northwest Airlines began serving its own in-flight meals, which of the following strategies was it pursuing? a. growth b

55、. stability c. retrenchment d. combination 30. Larry's Company is in the process of buying a smaller competitor and incorporating that company's resources into his business. This is an example of which of the following types of strategies? a. merger b. stability c. retrenchment

56、d. acquisition 31. Strategy formulation involves__________. a. developing and evaluating a set of alternative strategies b. evaluating a set of alternative strategies and selecting the best for each level c. selecting a strategy that will increase the level of operations d. completing a SW

57、OT analysis 32. Susan's Ceramics is expanding the size of its unfinished products while decreasing the amount of firing and finishing of products it does. This is known as which of the following strategies? a. growth b. stability c. retrenchment d. combination 33. A company states that

58、 its product is reliable, even to the extent of never needing a service call, such as Maytag, is practicing which of the following competitive strategies? a. cost-leadership strategy b. differentiation strategy c. focus strategy d. retrenchment strategy 34. Lila's Luscious Lips produces

59、 a cherry flavored lipstick and is targeting the "teen" girl who is between 12 and 14 years old. The strategy pursued is a. cost leadership. b differentiation. c. focus. d. segmentation. 35. The premise behind _____ is to design in quality as the product is being made. a. six s

60、igma b. TQM c. reengineering d. benchmarking 36. A large discount store, like Wal-Mart, whose primary goal is to have the lowest prices in the industry, is using which of the following strategies to maintain a competitive advantage? a. cost-leadership strategy b. differentiation strategy

61、 c. focus strategy d. retrenchment strategy 37. According to Michael Porter, the goal of the focus strategy is to a. exploit a narrow segment of the market. b. seek competitive advantages in large market segments. c. use technological innovation to target customers more accurately. d. br

62、ing suppliers and distributors together and combine efforts. 38. Who determines employee goals in MBO? a. employees b. managers c. managers and employees d. managers and the CEO 39. The basic idea in _____ is that management can improve quality by analyzing and copying the methods of the l

63、eaders in the field. a. reengineering b. benchmarking c. TQM d. six sigma 40. Which of the following is not a competitive strategy that a business may use in order to gain a distinct advantage, according to Michael Porter a. retrenchment b. cost-leadership c. focus d. differentiatio

64、n Chapter Four: Foundations of Decision Making Multiple Choice Questions 1. __________ is not one of the eight steps in the decision making process. a. Identifying the problem b. Analyzing alternative solutions c. Implementing the decision d. Delegating the decision making

65、 2. Which of the following sequences is correct for the decision-making Process? a. Identify decision criteria, analyze alternatives, allocate weights to criteria b. Analyze alternatives, select an alternative, implement the alternative c. Select an alternative, evaluate decision effectivenes

66、s, weight the criteria d. Analyze alternatives, develop alternatives, allocate weights to criteria 3. Once a problem is formulated, the next step is to a. Select an alternative b. List all possible Solutions c. Observe a discrepancy d. Decide what is critical in the decision 4. When a manager who is contemplating all the features a new purchase should have prioritizes the most important, he or she is practicing a. selection of criteria b. problem formulation c. weighting of criteria d. analyzing alternatives 5. After implementation has been accomplished