1. Effective managers continually try to improve the performance of their companies.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-01 Describe what management is; what managers do; and how managers use resources to achieve organizational goals.
Topic: 01-01 What Is Management?
2. The social economy is made up of social enterprises, social ventures, and social purpose businesses.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-01 Describe what management is; what managers do; and how managers use resources to achieve organizational goals.
Topic: 01-01 What Is Management?
3. Management is the planning, organizing, leading, and controlling of resources to achieve goals effectively and efficiently.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-01 Describe what management is; what managers do; and how managers use resources to achieve organizational goals.
Topic: 01-01 What Is Management?
4. Canada's nonprofit and voluntary sector is the second largest in the world.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-01 Describe what management is; what managers do; and how managers use resources to achieve organizational goals.
Topic: 01-01 What Is Management?
5. Blended value refers to the convergence of corporate profits with profits from charitable organizations.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-01 Describe what management is; what managers do; and how managers use resources to achieve organizational goals.
Topic: 01-01 What Is Management?
6. One of the most important goals of organizations is to provide goods and services that customers value.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-01 Describe what management is; what managers do; and how managers use resources to achieve organizational goals.
Topic: 01-02 Achieving High Performance: A Manager's Goal
7. A measure of how efficiently and effectively a manager uses resources to achieve a goal or satisfy customers is known as organizational performance.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-01 Describe what management is; what managers do; and how managers use resources to achieve organizational goals.
Topic: 01-02 Achieving High Performance: A Manager's Goal
8. The result of low efficiency and high effectiveness might be a product that customers want, but is too expensive for them to buy.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Hard
Learning Objective: 01-01 Describe what management is; what managers do; and how managers use resources to achieve organizational goals.
Topic: 01-02 Achieving High Performance: A Manager's Goal
9. An example of high efficiency and high effectiveness is when a manager produces a high-quality product that customers do not want to buy.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Hard
Learning Objective: 01-01 Describe what management is; what managers do; and how managers use resources to achieve organizational goals.
Topic: 01-02 Achieving High Performance: A Manager's Goal
10. An example of high effectiveness and low efficiency is when a manager produces a product that customers want at a quality and price that they can afford.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-01 Describe what management is; what managers do; and how managers use resources to achieve organizational goals.
Topic: 01-02 Achieving High Performance: A Manager's Goal
11. Organizations are efficient when managers minimize the amount of input resources (such as labour, raw materials, and component parts needed to produce a given output of goods or services).
TRUE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-01 Describe what management is; what managers do; and how managers use resources to achieve organizational goals.
Topic: 01-02 Achieving High Performance: A Manager's Goal
12. An example of efficiency can be seen in how MacDonald's can produce twice as many French fries when they double the number of fryers per restaurant.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-01 Describe what management is; what managers do; and how managers use resources to achieve organizational goals.
Topic: 01-02 Achieving High Performance: A Manager's Goal
13. The dynamic and complex nature of modern work means that managerial skills are becoming obsolete.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-02 Distinguish among planning; organizing; leading; and controlling; and explain how managers' abilities to handle each one affect organizational performance.
Topic: 01-03 Why Study Management?
14. The four essential managerial functions are planning, organizing, selling, and controlling.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-02 Distinguish among planning; organizing; leading; and controlling; and explain how managers' abilities to handle each one affect organizational performance.
Topic: 01-04 Managerial Tasks and Activities
15. Henri Fayol first outlined the nature of managerial tasks in The Wealth of Nations, published in 1916.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-02 Distinguish among planning; organizing; leading; and controlling; and explain how managers' abilities to handle each one affect organizational performance.
Topic: 01-04 Managerial Tasks and Activities
16. Planning is establishing task and authority relationships that allow people to work together to achieve organizational goals.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-02 Distinguish among planning; organizing; leading; and controlling; and explain how managers' abilities to handle each one affect organizational performance.
Topic: 01-05 Planning
17. The outcome of planning is the creation of an organizational structure.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-02 Distinguish among planning; organizing; leading; and controlling; and explain how managers' abilities to handle each one affect organizational performance.
Topic: 01-05 Planning
18. A cluster of decisions about what organizational goals to pursue, what actions to take, and how to use resources to achieve those goals is called a strategy.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-02 Distinguish among planning; organizing; leading; and controlling; and explain how managers' abilities to handle each one affect organizational performance.
Topic: 01-05 Planning
19. The outcome of organizing is the creation of a strategy.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-02 Distinguish among planning; organizing; leading; and controlling; and explain how managers' abilities to handle each one affect organizational performance.
Topic: 01-06 Organizing
20. Organizing people into departments according to the kinds of job-specific tasks they perform lays out the lines of authority and responsibility between different individuals and groups.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-02 Distinguish among planning; organizing; leading; and controlling; and explain how managers' abilities to handle each one affect organizational performance.
Topic: 01-06 Organizing
21. The outcome of leading is a high level of energy and enabling organizational members to achieve organizational goals.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-02 Distinguish among planning; organizing; leading; and controlling; and explain how managers' abilities to handle each one affect organizational performance.
Topic: 01-07 Leading
22. Leadership depends on the use of power, influence, vision, persuasion, and communication skills.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-02 Distinguish among planning; organizing; leading; and controlling; and explain how managers' abilities to handle each one affect organizational performance.
Topic: 01-07 Leading
23. Evaluating how well an organization is achieving its goals is known as strategizing.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-02 Distinguish among planning; organizing; leading; and controlling; and explain how managers' abilities to handle each one affect organizational performance.
Topic: 01-08 Controlling
24. Controlling involves evaluating how well the organization is achieving its goals and acting to maintain or improve performance if standards are not being met.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-02 Distinguish among planning; organizing; leading; and controlling; and explain how managers' abilities to handle each one affect organizational performance.
Topic: 01-08 Controlling
25. The outcome of the control process is the ability to measure performance accurately and regulate efficiency and effectiveness.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-02 Distinguish among planning; organizing; leading; and controlling; and explain how managers' abilities to handle each one affect organizational performance.
Topic: 01-08 Controlling
26. Typically, middle managers report to secondary managers, and secondary managers report to executive managers.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-09 Types and Levels of Managers
27. All large organizations are structured with four distinct levels of management.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
28. First-line managers are responsible for the daily supervision of nonmanagerial employees.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
29. The head nurse in the pediatric department of a hospital would be classified as a first-line manager.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
30. Middle managers supervise the first-line managers and report to top management.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
31. Middle managers are responsible for organizing the resources of the organization to best carry out its goals.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
32. The principal of a primary school is an example of a middle manager.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
33. The chief mechanic overseeing a crew of mechanics in the service department of a new car dealership would be classified as a middle manager.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
34. Middle managers are responsible for finding the best way to use resources to achieve organizational objectives.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
35. Top managers are responsible for their own individual departments.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
36. A top management team includes the CEO, the president, department heads, and first-line managers.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
37. Top managers devote most of their time to leading and controlling.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
38. Top managers devote most of their time to planning and organizing.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
39. First-line managers spend more time planning than leading.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
40. Middle managers spend most of their time planning, organizing, and leading.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
41. The type of organizational culture determines how planning, organizing, leading, and controlling can best be done to create goods and services.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-05 Understand how shared values and norms influence organizational culture and affect managerial behaviour.
Topic: 01-18 Organizational Culture
42. Values, attitudes, and moods and emotions capture how managers experience their jobs as individuals.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-05 Understand how shared values and norms influence organizational culture and affect managerial behaviour.
Topic: 01-14 The Impact of Values and Attitudes on Organizational Culture and Managerial Behaviour
43. A terminal value is a lifelong goal or objective that an individual seeks to achieve.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-05 Understand how shared values and norms influence organizational culture and affect managerial behaviour.
Topic: 01-15 Values: Terminal and Instrumental
44. An instrumental value is a mode of conduct that an individual seeks to follow.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-05 Understand how shared values and norms influence organizational culture and affect managerial behaviour.
Topic: 01-15 Values: Terminal and Instrumental
45. An attitude is a collection of feelings and beliefs.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-05 Understand how shared values and norms influence organizational culture and affect managerial behaviour.
Topic: 01-16 Attitudes
46. Job satisfaction is the collection of feelings and beliefs that managers have about their current jobs.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-05 Understand how shared values and norms influence organizational culture and affect managerial behaviour.
Topic: 01-16 Attitudes
47. Organizational citizenship behaviours (OCBs)-behaviours that are required of organizational members and contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-05 Understand how shared values and norms influence organizational culture and affect managerial behaviour.
Topic: 01-16 Attitudes
48. Emotions are a feeling or state of mind.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Hard
Learning Objective: 01-05 Understand how shared values and norms influence organizational culture and affect managerial behaviour.
Topic: 01-17 Moods and Emotions
49. Emotional intelligence is the ability to understand and manage one's own moods and emotions and the moods and emotions of other people.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-05 Understand how shared values and norms influence organizational culture and affect managerial behaviour.
Topic: 01-17 Moods and Emotions
50. The attraction-selection-attrition (ASA) framework posits that when founders hire employees for their new ventures, they tend to be attracted to and choose employees whose personalities are dissimilar to their own.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Hard
Learning Objective: 01-05 Understand how shared values and norms influence organizational culture and affect managerial behaviour.
Topic: 01-18 Organizational Culture
51. The most common rites that organizations use to transmit cultural norms and values to their members are rites of passage, of integration, and of enhancement.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-05 Understand how shared values and norms influence organizational culture and affect managerial behaviour.
Topic: 01-18 Organizational Culture
52. Culture influences how managers perform their four main functions: planning, organizing, leading, and controlling.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-05 Understand how shared values and norms influence organizational culture and affect managerial behaviour.
Topic: 01-18 Organizational Culture
53. Stories and language play a very small role in organizational culture.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-05 Understand how shared values and norms influence organizational culture and affect managerial behaviour.
Topic: 01-18 Organizational Culture
54. Frederick Taylor detailed ten specific roles that managers undertake.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-13 Managerial Roles
55. Henry Mintzberg grouped ten managerial roles into three broad categories: interpersonal, informational, and decisional.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-13 Managerial Roles
56. In the role of spokesperson, a manager transmits information to other members of the organization to influence their work attitudes.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-13 Managerial Roles
57. The four roles that managers play when they are making decisions are entrepreneur, disturbance handler, resource allocator, and figurehead.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-13 Managerial Roles
58. When a manager cuts the ribbon at the ceremony of the opening of the new facility, the manager is acting as a figurehead.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-13 Managerial Roles
59. Creating an alliance with a firm that supplies the company with raw materials is an example of the liaison managerial role.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-13 Managerial Roles
60. The CEO of KLR Communications Inc. holds a staff meeting to share information about a new business strategy. The CEO is acting in the role of resource allocator.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-13 Managerial Roles
61. When the vice-president approves the budget of a middle manager's department, the VP is acting as a disseminator.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-13 Managerial Roles
62. When the CEO of a large company decides to expand internationally, they are acting in the role of an entrepreneur.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-13 Managerial Roles
63. A middle manager who halts all operations to deal with a plumbing problem in the factory is acting as a disturbance handler.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-13 Managerial Roles
64. Delegative, interpersonal, technical, and strategic skills are the principal types of skills managers need to successfully perform their roles.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-12 Managerial Skills
65. Interpersonal skills are demonstrated by the ability to analyze and diagnose a situation.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-12 Managerial Skills
66. Technical skills are most utilized by top managers.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-12 Managerial Skills
67. First-line managers use mostly interpersonal and technical skills.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-12 Managerial Skills
68. Technical skills are demonstrated by the ability to analyze and diagnose a situation.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-12 Managerial Skills
69. To develop conceptual skills, leaders need to know how to deliver commands to their subordinates.
FALSE
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-12 Managerial Skills
70. Formal education and training are very important in helping managers develop conceptual skills.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-12 Managerial Skills
71. Conceptual skills are used primarily by top managers in planning and organizing.
TRUE
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-12 Managerial Skills
Multiple Choice Questions
72. Henry Mintzberg grouped ________ roles into ________ broad categories.
A. 12; 4
B. 10; 3
C. 7; 3
D. 12; 3
E. 10; 12
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-13 Managerial Roles
73. Which of the following contribute to organizational culture?
A. Socialization
B. Stories and language
C. Ceremonies and rites
D. Values of the founder
E. All of the choices are correct
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-05 Understand how shared values and norms influence organizational culture and affect managerial behaviour.
Topic: 01-18 Organizational Culture
74. A top manager in a conservative organizational culture is likely to emphasize which of the following?
A. Organic, flat structure
B. Formal top-down planning
C. Decentralized control
D. Empowerment of lower level managers
E. Encourage risk taking
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-05 Understand how shared values and norms influence organizational culture and affect managerial behaviour.
Topic: 01-18 Organizational Culture
75. Middle managers spend the least amount of time on:
A. planning
B. organizing
C. directing
D. leading
E. controlling
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
76. First-line managers spend most of their time performing which of the managerial functions?
A. Planning
B. Organizing
C. Directing
D. Leading
E. Controlling
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
77. To attract new customers, McDonald's decided to add breakfast to its menu. This was an attempt to improve the organization's:
A. efficiency
B. planning
C. effectiveness
D. strategy
E. objectives
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-01 Describe what management is; what managers do; and how managers use resources to achieve organizational goals.
Topic: 01-02 Achieving High Performance: A Manager's Goal
78. The ability to understand and manage one's own moods and emotions and the moods and emotions of other people is known as:
A. leadership
B. terminal valuation
C. emotion
D. instrumental values
E. emotional intelligence
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-05 Understand how shared values and norms influence organizational culture and affect managerial behaviour.
Topic: 01-17 Moods and Emotions
79. When founders hire employees for their new ventures, they tend to be attracted to and choose employees whose personalities are like their own, it is known as:
A. The reverse leadership doctrine
B. Attraction-selection-attrition (ASA) framework
C. Emotional intelligence
D. Organizational citizenship behaviours
E. Corporate social responsibility
Accessibility: Keyboard Navigation
Difficulty: Hard
Learning Objective: 01-05 Understand how shared values and norms influence organizational culture and affect managerial behaviour.
Topic: 01-18 Organizational Culture
80. The outcome of planning is:
A. the creation of an organizational structure
B. strategy
C. empowerment
D. controlling
E. demonstrating
Accessibility: Keyboard Navigation
Difficulty: Hard
Learning Objective: 01-02 Distinguish among planning; organizing; leading; and controlling; and explain how managers' abilities to handle each one affect organizational performance.
Topic: 01-05 Planning
81. The outcome of organizing is:
A. the creation of an organizational structure
B. strategy
C. empowerment
D. controlling
E. demonstrating
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-02 Distinguish among planning; organizing; leading; and controlling; and explain how managers' abilities to handle each one affect organizational performance.
Topic: 01-06 Organizing
82. Which of the following is not a responsibility of top managers?
A. Train new employees
B. Carry out the organizational vision
C. Establish organizational goals
D. Decide how different departments should interact
E. Monitor how well middle managers are using resources to achieve goals
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
83. A manager who cuts the ribbon at the opening of a new corporate headquarters in Toronto is performing which role in the organization?
A. Liaison
B. Leader
C. Figurehead
D. Disseminator
E. Spokesperson
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-13 Managerial Roles
84. Which managers utilize conceptual skills the most?
A. Top managers
B. Middle managers
C. First-line managers
D. Supervisors
E. Hourly workers
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-12 Managerial Skills
85. Company XYZ, Ltd. produces a low-quality product, which customers did not purchase. This is an example of:
A. low costs/high effectiveness
B. low efficiency/low effectiveness
C. high efficiency/high inputs
D. high efficiency/low effectiveness
E. high inputs/low outputs
Accessibility: Keyboard Navigation
Difficulty: Hard
Learning Objective: 01-01 Describe what management is; what managers do; and how managers use resources to achieve organizational goals.
Topic: 01-02 Achieving High Performance: A Manager's Goal
86. The manager decided to produce a high-quality product, which ultimately made good use of the organization's resources; however, the product did not sell well. This is an example of:
A. low costs/high effectiveness
B. low efficiency/low effectiveness
C. high efficiency/high inputs
D. high efficiency/low effectiveness
E. high inputs/low outputs
Accessibility: Keyboard Navigation
Difficulty: Hard
Learning Objective: 01-01 Describe what management is; what managers do; and how managers use resources to achieve organizational goals.
Topic: 01-02 Achieving High Performance: A Manager's Goal
87. A manager who chooses the right goals to pursue but does a poor job of using resources to achieve these goals is said to have:
A. low efficiency/high effectiveness
B. low inputs/high effectiveness
C. high efficiency/high inputs
D. high efficiency/low effectiveness
E. high inputs/low outputs
Accessibility: Keyboard Navigation
Difficulty: Hard
Learning Objective: 01-01 Describe what management is; what managers do; and how managers use resources to achieve organizational goals.
Topic: 01-02 Achieving High Performance: A Manager's Goal
88. A manager who considers being _________ to be of paramount importance may be a driving force for taking steps to ensure that all members of a unit or organization behave ethically.
A. ambitious, hardworking, and aspiring
B. imaginative, daring, and creative
C. honest, sincere, and truthful
D. self-controlled, restrained, and self-disciplined
E. broad-minded and open-minded
Accessibility: Keyboard Navigation
Difficulty: Hard
Learning Objective: 01-05 Understand how shared values and norms influence organizational culture and affect managerial behaviour.
Topic: 01-15 Values: Terminal and Instrumental
89. Behaviours that are not required of organizational members but that contribute to and are necessary for organizational efficiency, effectiveness, and competitive advantage are known as:
A. instrumental values
B. Organizational Citizenship Behaviours (OCBs)
C. job satisfaction
D. attitudes
E. norms
Accessibility: Keyboard Navigation
Difficulty: Hard
Learning Objective: 01-05 Understand how shared values and norms influence organizational culture and affect managerial behaviour.
Topic: 01-16 Attitudes
90. When the president of McDonald's informs the local community about the organization's future investments in the economy, in which role is he primarily acting?
A. Spokesperson
B. Disseminator
C. Leader
D. Liaison
E. Entrepreneur
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-13 Managerial Roles
91. Which role is the president of the company performing when she communicates the organization's vision to employees?
A. Spokesperson
B. Disseminator
C. Leader
D. Liaison
E. Entrepreneur
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-13 Managerial Roles
92. The five-step process used to identify and select appropriate goals and courses of action is known as:
A. planning
B. organizing
C. leading
D. controlling
E. empowering
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-02 Distinguish among planning; organizing; leading; and controlling; and explain how managers' abilities to handle each one affect organizational performance.
Topic: 01-05 Planning
93. The process used to establish a structure of workplace relationships that allows organizational members to work together to achieve organizational goals is known as:
A. planning
B. organizing
C. leading
D. controlling
E. strategizing
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-02 Distinguish among planning; organizing; leading; and controlling; and explain how managers' abilities to handle each one affect organizational performance.
Topic: 01-06 Organizing
94. When managers articulate a clear vision to energize and enable members to understand the part they play in achieving organizational goals, it is known as:
A. planning
B. empowering
C. leading
D. organizing
E. controlling
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-02 Distinguish among planning; organizing; leading; and controlling; and explain how managers' abilities to handle each one affect organizational performance.
Topic: 01-07 Leading
95. The process of evaluating how well an organization is achieving its goals and acting to maintain or improve its performance when standards are not met is known as:
A. planning
B. empowering
C. leading
D. organizing
E. controlling
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-02 Distinguish among planning; organizing; leading; and controlling; and explain how managers' abilities to handle each one affect organizational performance.
Topic: 01-08 Controlling
96. When the president of Walmart decided to expand into Canada, the president was acting in which type of role?
A. Entrepreneur
B. Negotiator
C. Liaison
D. Disturbance handler
E. Spokesperson
Accessibility: Keyboard Navigation
Difficulty: Hard
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-13 Managerial Roles
97. Following his decision to expand into Canada, the president of Walmart delivered a speech to the Canadian Chamber of Commerce to inform Canadian business people about the organization's future intentions. The president was acting in which type of role?
A. Entrepreneur
B. Negotiator
C. Liaison
D. Disturbance handler
E. Spokesperson
Accessibility: Keyboard Navigation
Difficulty: Hard
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-13 Managerial Roles
98. All of the following roles fit into the broad category of "decisional," except:
A. Entrepreneur
B. Disturbance handler
C. Liaison
D. Resource allocator
E. Negotiator
Accessibility: Keyboard Navigation
Difficulty: Hard
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-13 Managerial Roles
99. A middle manager that halts all operations in a factory to deal with a plumbing problem is acting as a(n):
A. Entrepreneur
B. Disturbance handler
C. Liaison
D. Resource allocator
E. Negotiator
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-13 Managerial Roles
100. A manager who chooses inappropriate goals, but makes good use of resources to pursue these goals is said to have:
A. low inputs/high outputs
B. high efficiency/low effectiveness
C. low efficiency/low effectiveness
D. high efficiency/high effectiveness
E. high inputs/low outputs
Accessibility: Keyboard Navigation
Difficulty: Hard
Learning Objective: 01-01 Describe what management is; what managers do; and how managers use resources to achieve organizational goals.
Topic: 01-02 Achieving High Performance: A Manager's Goal
101. Top managers spend the largest amount of their time on which of the following tasks?
A. Planning and organizing
B. Organizing and controlling
C. Leading and controlling
D. Controlling and planning
E. Facilitating and leading
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
102. First-line managers spend the largest amount of their time on which of the following tasks?
A. Planning and organizing
B. Organizing and controlling
C. Leading and controlling
D. Controlling and planning
E. Facilitating and leading
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
103. Which level of manager focuses on the specific activities involved in the day-to-day production of goods and services?
A. CEO
B. Top managers
C. Middle managers
D. First-line managers
E. Executive managers
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
104. Which level of manager is responsible for the effective management of organizational resources?
A. CEO
B. Top managers
C. Middle managers
D. First-line managers
E. Executive managers
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
105. Which level of manager would decide how employees should be organized to allow for the best use of resources?
A. CEO
B. Top managers
C. Middle managers
D. First-line managers
E. Executive managers
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
106. Which level of manager has cross-departmental responsibilities?
A. Department heads
B. Top managers
C. Middle managers
D. First-line managers
E. Executive managers
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
107. A measure of the appropriateness of the goals an organization is pursuing and the degree to which the organization achieves is known as:
A. efficiency
B. effectiveness
C. organizational performance
D. strategy
E. planning
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-01 Describe what management is; what managers do; and how managers use resources to achieve organizational goals.
Topic: 01-02 Achieving High Performance: A Manager's Goal
108. To increase the sales of its new beer, labelled Alpine Chill, the president of Brick Brewing Co. made a number of decisions concerning what organizational goals to pursue, what actions to take, and how to use the company's resources to achieve its goals. This is an example of:
A. strategizing
B. empowering
C. organizing
D. motivating
E. structuring
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-02 Distinguish among planning; organizing; leading; and controlling; and explain how managers' abilities to handle each one affect organizational performance.
Topic: 01-05 Planning
109. When the vice-president of finance compares the current financial statement to the budget, in which function is he or she engaged?
A. Controlling
B. Planning
C. Organizing
D. Leading
E. Motivating
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-02 Distinguish among planning; organizing; leading; and controlling; and explain how managers' abilities to handle each one affect organizational performance.
Topic: 01-08 Controlling
110. When the vice-president of sales establishes a formal system of task and reporting relationships within their department, in which function is he or she engaged?
A. Controlling
B. Planning
C. Organizing
D. Leading
E. Motivating
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-02 Distinguish among planning; organizing; leading; and controlling; and explain how managers' abilities to handle each one affect organizational performance.
Topic: 01-06 Organizing
111. Top managers spend most of their time on:
A. leading and controlling
B. planning and organizing
C. organizing and controlling
D. planning and leading
E. leading and organizing
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
112. The four essential managerial functions are:
A. planning, organizing, leading, and controlling
B. planning, organizing, demonstrating, and controlling
C. planning, strategizing, demonstrating, and controlling
D. planning, empowering, organizing, and controlling
E. planning, leading, controlling, and empowering
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-02 Distinguish among planning; organizing; leading; and controlling; and explain how managers' abilities to handle each one affect organizational performance.
Topic: 01-04 Managerial Tasks and Activities
113. All of the following are examples of a resource, except:
A. people
B. machinery
C. raw material
D. human skill
E. delegation
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-01 Describe what management is; what managers do; and how managers use resources to achieve organizational goals.
Topic: 01-01 What Is Management?
114. Which of the following help new employees learn the values, norms, and culture of the organization?
A. Rites of passage and integration
B. Material symbols
C. Rites of enhancement
D. Stories and language
E. All of these choices are correct
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-05 Understand how shared values and norms influence organizational culture and affect managerial behaviour.
Topic: 01-18 Organizational Culture
115. Collections of people who work together and coordinate their actions to achieve goals are known as:
A. organizations
B. managers
C. roles
D. management
E. empowerment
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-01 Describe what management is; what managers do; and how managers use resources to achieve organizational goals.
Topic: 01-01 What Is Management?
116. _________ are responsible for supervising the use of resources in an organization to ensure that goals are achieved.
A. Controllers
B. Employees
C. Self-managed teams
D. Managers
E. Strategists
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-01 Describe what management is; what managers do; and how managers use resources to achieve organizational goals.
Topic: 01-01 What Is Management?
117. Which type of organization generates not-for-profit revenue?
A. Traditional business
B. Social purpose business and social ventures
C. Social enterprises
D. Non-profit or charities
E. Financial institutions
Accessibility: Keyboard Navigation
Difficulty: Hard
Learning Objective: 01-01 Describe what management is; what managers do; and how managers use resources to achieve organizational goals.
Topic: 01-01 What Is Management?
118. Which type of managers would require the least technical skills?
A. Middle managers
B. First-line managers
C. Supervisors
D. Hourly workers
E. Top managers
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-12 Managerial Skills
119. When the top manager empathizes with his employees, he is demonstrating that he possesses ________ skills.
A. human
B. conceptual
C. technical
D. negotiating
E. organizing
Accessibility: Keyboard Navigation
Difficulty: Hard
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-12 Managerial Skills
120. The ability to analyze and diagnose a situation and to distinguish between cause and effect is known as:
A. human skills
B. conceptual skills
C. technical skills
D. negotiating skills
E. organizing skills
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-12 Managerial Skills
121. The ability to understand, alter, lead, and control the behaviour of other individuals is known as:
A. human skills
B. conceptual skills
C. technical skills
D. negotiating skills
E. organizing skills
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-12 Managerial Skills
122. An analyst who prepares the cash forecast for the department using Microsoft Excel is exemplifying:
A. human skills
B. abstract skills
C. technical skills
D. negotiating skills
E. interpersonal skills
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-12 Managerial Skills
123. ________ are the job-specific knowledge and techniques that are required to perform an organizational role.
A. Human skills
B. Conceptual skills
C. Technical skills
D. Negotiating skills
E. Organizing skills
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-12 Managerial Skills
124. A top management team is composed of all but which of the following managers?
A. CEO
B. President
C. Vice-president(s)
D. Heads of departments
E. Supervisors
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
Short Answer Questions
125. What sets managers apart from other people in organizations? Using examples, show how managers can utilize the resources of the organization to efficiently and effectively achieve organizational goals.
Managers are responsible for directly supervising the work of other groups (other managers and/or nonmanagerial employees) within an organization. They must use the resources of the organizations, including human resources, physical machinery, raw materials, information, skills and financial capital efficiently and effectively to accomplish organizational goals. Resources are used efficiently when managers minimize their use in production such that customers can afford to purchase the good or service. Resources are used effectively when they are put toward accomplishing an appropriate goal that results in producing goods and services that customers want to buy, thereby giving the organization a competitive advantage. An example of efficiency is when McDonalds develops an innovative deep fryer that uses 30% less oil and speeds up the cooking of French fries. An example of effectiveness is when McDonalds decided to expand its products to include breakfast food and hence increased the number of customers.
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-01 Describe what management is; what managers do; and how managers use resources to achieve organizational goals.
Topic: 01-01 What Is Management?
126. Discuss how managers affect organizational performance.
Organizations exist to provide goods and services that customers' desire. Organizational performance is how efficiently and effectively managers use resources to satisfy customers and achieve organizational goals. Efficiency is a measure of how well resources are used to achieve a goal. Organizations increase their efficiency when managers reduce the amount of resources or time needed to produce a given amount of goods. A manager's responsibility is to ensure that an organization and its members perform all the activities that are needed to provide goods and services to customers as efficiently as possible. Effectiveness is a measure of the appropriateness of the goals selected by managers. Effectiveness is measured by the degree to which an organization has achieved its goals. Managers strive to make decisions that are both effective and efficient.
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-01 Describe what management is; what managers do; and how managers use resources to achieve organizational goals.
Topic: 01-02 Achieving High Performance: A Manager's Goal
127. Identify and describe the four essential managerial functions.
The four functions of management are planning, organizing, leading, and controlling. Planning refers to the identification and the selection of appropriate goals and courses of action (strategy); organizing refers to the structuring of working relationships in a way that allows organizational members to work together to achieve organizational goals; leading refers to the articulation of a clear vision and the energizing and enabling of organizational members so that they understand the part they play in achieving organizational goals; and controlling refers to the evaluation of how well an organization is achieving its goals, and the engagement in actions to maintain or improve performance when standards are not met.
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-02 Distinguish among planning; organizing; leading; and controlling; and explain how managers' abilities to handle each one affect organizational performance.
Topic: 01-04 Managerial Tasks and Activities
128. Identify and discuss the primary responsibilities of the three levels of management.
The three levels of management are first-line managers, middle managers, and top managers. First-line managers are responsible for the daily supervision, training and performance appraisal of nonmanagerial employees. Middle managers are responsible for monitoring the forces in the task environment, finding the best way to use resources to achieve organizational goals and supervise first-line managers. Top managers monitor the threats and opportunities in the general environment, set the vision and mission, establish organizational goals, develop strategy to achieve the goals, decide how departments should interact, and monitor the performance of middle managers. They are accountable for the entire organization.
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-03 Differentiate among the types and levels of management; and understand the responsibilities of managers at different levels in the organizational hierarchy.
Topic: 01-10 Levels of Management
129. Mintzberg described ten managerial roles that managers play within the organization. Identify these ten specific roles and give an example of each.
1. Figurehead; 2. Leader; 3. Liaison; 4. Monitor; 5. Disseminator; 6. Spokesperson; 7. Entrepreneur; 8. Disturbance handler; 9. Resource allocator; and 10. Negotiator. Examples will vary. See the answer to question 125 for more detail.
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-13 Managerial Roles
130. Mintzberg grouped ten major roles that managers play into three broad categories-interpersonal, informational, and decisional. Discuss one of these categories in detail including the specific roles found in this category.
The first broad category is interpersonal roles. Interpersonal roles are those assumed to effectively coordinate organizational employees and provide direction and supervision. As a figurehead, the manager symbolizes an organization and what it seeks to achieve. As a leader, the manager encourages subordinates to perform through his or her power obtained from formal authority and personal behaviour. In the liaison role, managers coordinate activities of people inside and outside the organization. Informational roles are the second broad category. Informational roles are associated with the tasks necessary to obtain and transmit information. As a monitor, the manager analyzes information from internal and external environments. In the disseminator role, the manager transmits information to others in the organization to influence attitudes and behaviour. In the spokesperson role, a manager promotes the organization to positively influence the way people inside and outside the organization respond to it. Decisional roles, the last broad category, are associated with the methods managers use to plan strategy and use resources. In the entrepreneurial role, the manager decides which projects to initiate and how to invest resources. As a disturbance handler, a manager handles an unexpected event that threatens the organization. As a resource allocator, the manager decides how to allocate people and resources. In the negotiator role, a manager negotiates solutions between people and groups.
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-13 Managerial Roles
131. According to the text, the utilization of conceptual, interpersonal, and technical skills depends on the manager's position in the hierarchy. Discuss.
As managers travel up the hierarchy, they engage in more planning and organizing functions which rely heavily on conceptual skills. Middle managers tend to use interpersonal skills to a greater degree than top management because they directly supervise and motivate first line managers, and are accountable to top managers. Middle managers are primarily responsible for coordinating resources to implement goals set by top managers, i.e., organizing and therefore must possess a balance of all three sets of skills, while first line managers utilize interpersonal and technical skills (specialized job-related knowledge) when they motivate and train nonmanagerial employees.
Accessibility: Keyboard Navigation
Difficulty: Hard
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-12 Managerial Skills
132. Why do effective mangers need skills to handle workplace politics?
Managers need to be able to manage politics effectively so that they can deal with resistance from those who disagree with their goals. Effective managers use political strategies to influence others and gain support for their goals, while overcoming resistance or opposition.
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-12 Managerial Skills
133. Explain the meaning of core competency.
The term core competency is used to refer to the specific set of departmental skills, knowledge, and experience that allows one organization to outperform its competitors. In other words, departmental skills that create a core competency give an organization a competitive advantage.
Accessibility: Keyboard Navigation
Difficulty: Easy
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-12 Managerial Skills
134. What does research tell us about the relationship between mood states and creativity?
Research suggests that under certain conditions creativity might be enhanced by positive moods, whereas under other conditions negative moods might push people to work harder to come up with truly creative ideas.
Recognizing that both mood states have the potential to contribute to creativity in different ways, recent research suggests that employees may be especially likely to be creative to the extent that they experience both mood states (at different times) on the job and to the extent that the work environment is supportive of creativity.
Accessibility: Keyboard Navigation
Difficulty: Hard
Learning Objective: 01-05 Understand how shared values and norms influence organizational culture and affect managerial behaviour.
Topic: 01-17 Moods and Emotions
135. Identify and discuss three of the "interpersonal skills" that a good manager needs to possess. For each, give a realistic business example of how a manager could use each of these three skills.
Interpersonal skills include:
1. understand (empathizing, valuing differences, sensitivity, listening)
2. altering (influencing people to change)
3. leading (motivating, challenging)
4. controlling the behaviours or other individuals and groups. Examples will vary.
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-04 Distinguish among the kinds of managerial skills and roles that managers perform.
Topic: 01-12 Managerial Skills
136. Discuss how organizational culture affects managerial behaviour in planning, organizing, leading and controlling.
The way managers perform their management functions influences the kind of culture that develops in an organization. Innovative cultures give rise to participatory decision-making, while conservative cultures tend to have top-down, formal planning mechanisms; Innovative cultures yield organic flexible and flat structures while conservative tend to have a well-defined hierarchy of authority; innovative managers lead by example, while conservative managers rely on rigid MBO and constant monitoring; Innovative cultures rely on Clan control and conservative organizational cultures rely on Bureaucratic systems of control.
Accessibility: Keyboard Navigation
Difficulty: Medium
Learning Objective: 01-05 Understand how shared values and norms influence organizational culture and affect managerial behaviour.
Topic: 01-18 Organizational Culture
137. What does Schneider's attraction-selection-attribution (ASA) framework tell us about personality and organizational culture?
Schneider's model posits that when founders hire employees for their new ventures, they tend to be attracted to and choose employees whose personalities are like their own. These similar employees are more likely to stay with the organization. Although employees who are dissimilar in personality might be hired, they are more likely to leave the organization over time.
As a result of these attraction, selection, and attrition processes, people in the organization tend to have similar personalities, and the typical or dominant personality profile of organizational members determines and shapes organizational culture.
Accessibility: Keyboard Navigation
Difficulty: Hard
Learning Objective: 01-05 Understand how shared values and norms influence organizational culture and affect managerial behaviour.
Topic: 01-18 Organizational Culture
138. Discuss the impact of values and attitudes on managerial behaviour.
The terminal and instrumental values that managers hold, influence the way they engage in their daily activities. Several of the terminal values seem to be especially important for managers- such as a sense of accomplishment (a lasting contribution), equality (brotherhood, equal opportunity for all), and self-respect (self-esteem). A manager who thinks a sense of accomplishment is of paramount importance might focus on making a lasting contribution to an organization by developing a new product that can save or prolong lives, as is true of managers at MaRS (an innovation hub that's dedicated to making our work and learning, health, and energy systems more receptive to innovative new ideas, products, and companies), or by mentoring a new start-up. A manager who places equality at the top of his or her list of terminal values may be at the forefront of an organization's efforts to support, provide equal opportunities to, and capitalize on the many talents of an increasingly diverse workforce.
Other values are likely to be considered important by many managers, such as a comfortable life (a prosperous life), an exciting life (a stimulating, active life), freedom (independence, free choice), and social recognition (respect, admiration). The relative importance that managers place on each terminal value helps explain what they are striving to achieve in their organizations and what they will focus their efforts on.
Several of the instrumental values listed in Figure 1.6 seem to be important modes of conduct for managers, such as being ambitious (hardworking, aspiring), broad-minded (open-minded), capable (competent, effective), responsible (dependable, reliable), and self-controlled (restrained, self-disciplined). Moreover, the relative importance a manager places on these and other instrumental values may be a significant determinant of actual behaviours on the job. A manager who considers being imaginative (daring, creative) to be highly important, for example, is more likely to be innovative and take risks than is a manager who considers this to be less important (all else being equal). A manager who considers being honest (sincere, truthful) to be of paramount importance may be a driving force for taking steps to ensure that all members of a unit or organization behave ethically.
All in all, managers' value systems signify what managers as individuals are trying to accomplish and become in their personal lives and at work. Thus, managers' value systems are fundamental guides to their behaviour and efforts at planning, leading, organizing, and controlling.
Accessibility: Keyboard Navigation
Difficulty: Hard
Learning Objective: 01-05 Understand how shared values and norms influence organizational culture and affect managerial behaviour.
Topic: 01-14 The Impact of Values and Attitudes on Organizational Culture and Managerial Behaviour
