Test Bank Essentials of Contemporary Management 6th Canadian Edition By Gareth R. Jones A+

$35.00
Test Bank Essentials of Contemporary Management 6th Canadian Edition By Gareth R. Jones A+

Test Bank Essentials of Contemporary Management 6th Canadian Edition By Gareth R. Jones A+

$35.00
Test Bank Essentials of Contemporary Management 6th Canadian Edition By Gareth R. Jones A+

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

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