test bank for management 10th canadian edition by robbins

5/20/2018 Test Bank for Management 10th Canadian Edition by Robbins

Management, 10ce(Robbins)

Chapter 1 Introduction to Management and Organizations

1) In order to be considered a manager, an individual must coordinate the work of others.A) True

B) FalseAnswer: TrueDiff: 2 Type: TF Page Ref: 4

Topic: Understand what makes someone a manager. Skill: Recall

) !anagement affects em"lo#ee morale but not a com"an#$s financial "erformance.A) TrueB) False

Answer: FalseDiff: Type: TF Page Ref: 4


%) !anagers ma# have other work duties not related to coordinating the work of others.A) TrueB) False

Answer: TrueDiff: 2 Type: TF Page Ref: 4

Topic: Understand what makes someone a manager. Skill: !pplied

&) 'u"ervisors and shift managers ma# both be considered first(line managers.A) TrueB) False

Answer: TrueDiff: Type: TF Page Ref: 4Topic: Understand what makes someone a manager. Skill: !pplied

) !iddle managers coordinate the work of nonmanagerial em"lo#ees who are directl#involved with the "roduction or creation of the organi*ation$s "roducts.

A) TrueB) False

Answer: FalseDiff: 2 Type: TF Page Ref: "


+) To" managers t#"icall# have titles such as regional manager, "lant manager, ordivision manager.

A) TrueB) False

Answer: FalseDiff: 2 Type: TF Page Ref: "


Copyright 2012 Pearson Canada Inc., Toronto, Ontario.


) -ffectiveness refers to getting the most amount of out"ut from the least amount ofin"uts.

A) TrueB) False

Answer: FalseDiff: 2 Type: TF Page Ref: "Topic: Define management and descri#e what managers do. Skill: Recall

) /hereas efficienc# is concerned with the means of getting things done, effectivenessis concerned with the ends, or the attainment of organi*ational goals.

A) TrueB) False

Answer: TrueDiff: $ Type: TF Page Ref: "

Topic: Define management and descri#e what managers do. Skill: Recall

0) !anagers who are effective at meeting organi*ational goals alwa#s act efficientl#.A) TrueB) False

Answer: FalseDiff: $ Type: TF Page Ref: %


1) An organi*ation that achieves its goals but at a ver# high cost would be consideredeffective but not ver# efficient.

A) True

B) FalseAnswer: TrueDiff: 2 Type: TF Page Ref: %

Topic: Define management and descri#e what managers do. Skill: !pplied

11) The four contem"orar# functions of management are "lanning, organi*ing, leading,and delegating.

A) TrueB) False

Answer: FalseDiff: 2 Type: TF Page Ref: &


1) 2etermining who re"orts to whom is "art of the "lanning function of management.A) TrueB) False

Answer: FalseDiff: 2 Type: TF Page Ref: &




1%) 2irecting and motivating are "art of the organi*ing function.A) TrueB) False

Answer: False

Diff: 2 Type: TF Page Ref: &Topic: Define management and descri#e what managers do. Skill: !pplied

1&) According to !int*berg, the roles of figurehead, leader, and liaison are allinter"ersonal roles.

A) TrueB) False

Answer: TrueDiff: 2 Type: TF Page Ref: &


1) T#"ical activities for the role of s"okes"erson include greeting visitors and signinglegal documents.A) TrueB) False

Answer: FalseDiff: $ Type: TF Page Ref: &


1+) The associate dean of business management is res"onsible for "re"aring the scheduleof classes at a large 3anadian universit#. As she schedules each instructor$s classes ats"ecific times, she is "erforming !int*berg$s role of resource allocator.

A) TrueB) FalseAnswer: TrueDiff: $ Type: TF Page Ref: &


1) A finance manager who reviews re"orts and reads 'anadian ()sinesson a regularbasis is "erforming the role of liaison.

A) TrueB) False

Answer: False

Diff: $ Type: TF Page Ref: *Topic: Define management and descri#e what managers do. Skill: !pplied

1) 2isturbance handler is one of !int*berg$s inter"ersonal roles.A) TrueB) False

Answer: FalseDiff: $ Type: TF Page Ref: &




10) According to !int*berg$s management roles, the informational role involvesreceiving, collecting, and disseminating information.

A) True

B) FalseAnswer: TrueDiff: 2 Type: TF Page Ref: &


) All three of !int*berg$s inter"ersonal roles are "art of the leading function.A) TrueB) False

Answer: TrueDiff: $ Type: TF Page Ref: &


1) 4esource allocation and negotiating are both considered decisional roles.A) TrueB) False

Answer: TrueDiff: 2 Type: TF Page Ref: &


) Fa#ol$s management functions and !int*berg$s management roles are basicall# thesame.

A) True

B) FalseAnswer: FalseDiff: 2 Type: TF Page Ref: *


%) According to !int*berg, the roles of disseminator and figurehead are more im"ortantat lower levels of the organi*ation, while the role of leader is most im"ortant for to"managers.

A) TrueB) False

Answer: False

Diff: $ Type: TF Page Ref: &Topic: Define management and descri#e what managers do. Skill: !pplied

&) 5at* found that managers needed three essential skills: technical, human, andconce"tual.

A) TrueB) False

Answer: True



Diff: Type: TF Page Ref: *


) 6uman skills are e7uall# im"ortant at all levels of management.A) True

B) FalseAnswer: TrueDiff: Type: TF Page Ref: *


+) Technical skills are critical in dealing with abstract and com"le8 situations.A) TrueB) False

Answer: FalseDiff: 2 Type: TF Page Ref: *


) Technical skills become less im"ortant as a manager moves into higher levels ofmanagement.

A) TrueB) False

Answer: TrueDiff: 2 Type: TF Page Ref: *Topic: Define management and descri#e what managers do. Skill: !pplied

) 6uman skills become less im"ortant as a manager moves into to" management.A) True

B) FalseAnswer: FalseDiff: $ Type: TF Page Ref: *


0) The three common characteristics of all organi*ations are distinct "ur"ose, deliberatestructure, and material resources.

A) TrueB) False

Answer: FalseDiff: 2 Type: TF Page Ref: +

Topic: Descri#e the characteristics of an organi,ation. Skill: Recall

%) A distinct "ur"ose is im"ortant in defining an organi*ation.A) TrueB) False

Answer: TrueDiff: Type: TF Page Ref: +




%1) Toda#$s new organi*ations tend to be more stable and 9ob(focused than traditionalorgani*ations.

A) TrueB) False

Answer: FalseDiff: $ Type: TF Page Ref: Topic: Descri#e the characteristics of an organi,ation. Skill: Recall

%) Toda#$s new organi*ations tend to be more skills(focused and customer(oriented thantraditional organi*ations.

A) TrueB) False

Answer: TrueDiff: 2 Type: TF Page Ref:


%%) !anagers who work in not(for("rofit organi*ations are called civil servants.A) TrueB) False

Answer: FalseDiff: 2 Type: TF Page Ref: 2


%&) !anagers of government(owned 3rown cor"orations are not considered civilservants.

A) True

B) FalseAnswer: TrueDiff: $ Type: TF Page Ref: 2

Topic: Descri#e the characteristics of an organi,ation. Skill: !pplied

%) Few com"anies toda# re7uire codes of ethics to hel" maintain high ethical standards.A) TrueB) False

Answer: FalseDiff: Type: TF Page Ref: $

Topic: Understand the challenges to managing. Skill: Recall

%+) If a managers decision is legal, it therefore must be ethical.A) TrueB) False

Answer: FalseDiff: $ Type: TF Page Ref: $

Topic: Understand the challenges to managing. Skill: !pplied



%) /orkforce diversit# refers to a workforce that is more homogeneous in terms ofgender, race, ethnicit#, and age.

A) TrueB) False

Answer: False

Diff: 2 Type: TF Page Ref: 4Topic: Understand the challenges to managing. Skill: Recall

%) Innovation is onl# im"ortant in high(tech firms.A) TrueB) False

Answer: FalseDiff: 2 Type: TF Page Ref: -Topic: Understand the challenges to managing. Skill: Recall

%0) Innovation is ever#one$s res"onsibilit# in a learning organi*ation.

A) TrueB) FalseAnswer: TrueDiff: $ Type: TF Page Ref: -

Topic: Understand the challenges to managing. Skill: Recall

&) According to a ;allu" stud#, the single most im"ortant variable in em"lo#ee"roductivit# and lo#alt# is


A) a coordinatorB) an agent3) a manager2) an o"erative-) a subordinate

Answer: 3Diff: Type: ' Page Ref: 4Topic: Understand what makes someone a manager Skill: Recall

&%) A ke# distinction between managerial and nonmanagerial "ositions is that managers


B) middle managers3) first(line managers2) to" managers-) general managers

Answer: 2

Diff: Type: ' Page Ref: "Topic: Understand what makes someone a manager Skill: !pplied

&) 2ivision managers and "lant managers are most likel# at which level ofmanagement?

A) regionalB) middle3) first(line2) to"-) su"ervisor

Answer: B

Diff: 2 Type: ' Page Ref: "Topic: Understand what makes someone a manager Skill: !pplied

&) The lowest level of management is


Answer: 2Diff: 2 Type: ' Page Ref: "

Topic: Understand what makes someone a manager Skill: !pplied

1) 2ivision manager is associated with which of the following levels of management?

A) team leadersB) middle managers3) first(line managers2) to" managers-) associate managers

Answer: BDiff: 2 Type: ' Page Ref: "


)


A) decreased effectivenessB) increased effectiveness3) decreased efficienc#2) increased efficienc#-) increased both effectiveness and efficienc#

Answer: 2Diff: 2 Type: ' Page Ref: %Topic: Define management and descri#e what managers do Skill: !pplied

+) An automobile manufacturer that increased the total number of cars "roduced at thesame cost, but with man# defects, would be


0) =ierre$s Auto 4e"air 'ho" is mostl# concerned with using the least amount of "aint,labour, and other materials re7uired to re"air its customers$ cars. Its "rimar# goal is


A) ;u# @alibertCB) 6enr# Ford3) =eter 2rucker2) 6enri Fa#ol-) 6enr# !int*berg

Answer: 2Diff: 2 Type: ' Page Ref: -Topic: Define management and descri#e what managers do Skill: Recall

+&) /riting an organi*ational strategic "lan is an e8am"le of which managementfunction?

A) leadingB) coordinating3) "lanning2) organi*ing-) delegating

Answer: 3Diff: 2 Type: ' Page Ref: -Topic: Define management and descri#e what managers do Skill: !pplied

+) Drgani*ing includes


Answer: 2Diff: 2 Type: ' Page Ref: -

Topic: Define management and descri#e what managers do Skill: !pplied

+) The "rocess of monitoring, com"aring, and correcting is called


2) controlling-) coordinating

Answer: ADiff: $ Type: ' Page Ref: -


) !int*berg$s 1 management roles are grou"ed into


Diff: 2 Type: ' Page Ref: &


+) /hich of the following is a decisional role according to !int*berg?A) s"okes"erson

B) entre"reneur3) monitor2) liaison-) disseminator

Answer: BDiff: 2 Type: ' Page Ref: &

Topic: Define management and descri#e what managers do Skill: Recall

) A human resources manager attending a meeting of the local cha"ter of the 6uman4esources !anagement Association of 3anada would be functioning in which role?

A) informational

B) leader3) liaison2) disseminator-) entre"reneur

Answer: 3Diff: $ Type: ' Page Ref: *


) A finance manager who reads the0o)rnal of !pplied 'orporate Financeon a regularbasis would be "erforming which role?

A) figurehead

B) monitor3) disseminator2) entre"reneur-) negotiator

Answer: BDiff: $ Type: ' Page Ref: *


0) -d is a mid(level human resources manager and is involved in discussions betweenmanagement and the em"lo#ees union. The# are discussing wage issues.!anagement wants to kee" wages at the legal minimum wage. The union wants

minimum wage "lus an increase of E. "er hour. -d is acting asan)


Diff: 2 Type: ' Page Ref: &


) 4achel is a marketing manager of a "roduct division at Gew Tech 3or"oration. 'he is"resenting a new "roduct idea to the director of research and develo"ment, which

could lead to a "rofitable new o""ortunit# for the com"an#. 4achel is "erforming therole of


Diff: 2 Type: ' Page Ref: *


&) /hich of the following is an inter"ersonal role according to !int*berg?A) figurehead

B) disturbance handler3) negotiator2) s"okes"erson-) disseminator

Answer: ADiff: 2 Type: ' Page Ref: *


) /hich of !int*berg$s management roles involves receiving, collecting, anddisseminating information?

A) inter"ersonal

B) informational3) technical2) decisional-) conce"tual

Answer: BDiff: Type: ' Page Ref: *


+) /hich of the following is an informational role according to !int*berg?A) liaisonB) monitor

3) resource allocator2) s"okes"erson-) negotiator

Answer: 2Diff: 2 Type: ' Page Ref: &Topic: Define management and descri#e what managers do Skill: Recall

) !an# of !int*berg$s roles align with the basic functions of management. Fore8am"le, all three inter"ersonal roles are "art of the


) According to the te8tbook, which of the following managerial roles is more im"ortantat the higher levels of an organi*ation?

A) leaderB) monitor3) disturbance handler

2) disseminator-) resource allocatorAnswer: 2Diff: $ Type: ' Page Ref: &Topic: Define management and descri#e what managers do Skill: Recall

0) According to research b# 4obert 5at*, what three essential skills do managers need?A) technical, human, and em"iricalB) human, em"irical, and conce"tual3) technical, inter"ersonal, and controlling2) technical, human, and functional

-) technical, human, and conce"tualAnswer: -Diff: 2 Type: ' Page Ref: *Topic: Define management and descri#e what managers do Skill: Recall

0) Hnderstanding building codes would be considered a


3) technical skills2) em"irical-) functional

Answer: ADiff: Type: ' Page Ref: *


0%) /hich of the following "hrases best describes technical skills?A) motivating subordinatesB) a""l#ing e8"ertise in a certain s"eciali*ed field3) communicating with managers2) thinking about abstract and com"le8 "roblems-) understanding the relationshi"s among organi*ational subunits

Answer: BDiff: 2 Type: ' Page Ref: *


0&) /hich of the following "hrases best describes conce"tual skills?A) motivating subordinatesB) a""l#ing e8"ertise in a certain s"eciali*ed field3) communicating with managers2) ins"iring enthusiasm and trust-) thinking about abstract and com"le8 "roblems

Answer: -Diff: 2 Type: ' Page Ref: *


0) The abilit# to work well with other "eo"le, both individuall# and in a grou", re7uires


Diff: 2 Type: ' Page Ref: *


0) /hich of the following skills are more im"ortant at lower levels of managementsince these managers are dealing directl# with the em"lo#ees doing the organi*ation$s

out"ut?A) humanB) technical3) conce"tual2) em"irical-) functional

Answer: BDiff: Type: ' Page Ref: *Topic: Define management and descri#e what managers do Skill: !pplied

0) /hich of the following is true concerning technical and managerial skills?

A) 6uman skills and technical skills remain e7uall# im"ortant as managers moveto higher levels.donB) Technical(skill needs remain necessar# and human skills decrease as managers

move to higher levels.3) 6uman skills remain necessar# and technical(skill needs decrease as managers

move to higher levels.2) Both human(skill and technical(skill needs decrease as managers move to

higher levels.Answer: 3Diff: $ Type: ' Page Ref: *Topic: Define management and descri#e what managers do Skill: !pplied

00) !anagers with good


-) functionalAnswer: 2Diff: 2 Type: ' Page Ref: *Topic: Define management and descri#e what managers do Skill: !pplied

11) Angelo is well known for his skills in using the advanced "rogramming software ofthe engineering field. In fact, it was his s"eciali*ed knowledge that led to his"romotion to su"ervising manager. /hich managerial skill is Angelodemonstrating?

A) conce"tualB) "olitical3) technical2) human-) functional

Answer: 3Diff: 2 Type: ' Page Ref: *


1) !aureen has left the automotive industr# to become 3-D at a troubled softwarecom"an#. In her first few meetings with management, she "rovides a new vision forthe com"an# and "resents several ideas about restructuring de"artments to build onthe firms track record and human resources.

A) good technical but weak conce"tual skillsB) good human but weak conce"tual skills3) good "olitical but weak conce"tual skills2) good "olitical but weak human skills-) good conce"tual but weak technical skills

Answer: -Diff: $ Type: ' Page Ref: *Topic: Define management and descri#e what managers do Skill: !pplied

1%) An organi*ation is best defined as


2) distinct "ur"ose-) com"etitive advantage

Answer: 2Diff: 2 Type: ' Page Ref: +

Topic: Descri#e the characteristics of an organi,ation Skill: Recall

1) /hich common characteristic of all organi*ations defines members$ workrelationshi"s?

A) "eo"leB) business strateg#3) deliberate structure2) distinct "ur"ose-) com"etitive advantage

Answer: 3Diff: 2 Type: ' Page Ref: +


1+) A deliberate arrangement of "eo"le to accom"lish some s"ecific "ur"ose is calledan)



10) Gew organi*ations tend to be


A) 5nowledge managementB) @earning organi*ation3) -(business enhanced organi*ation2) @earning management-) Information management

Answer: ADiff: Type: ' Page Ref: &Topic: Understand the challenges to managing Skill: Recall

11&) /hich of the following best describes the attitude toward change in a learningorgani*ation?

A) If it$s working, don$t change it.B) If it$s not working, don$t change it.3) If #ou are changing, it won$t be working for long.2) If it$s working, it should work for a long time.-) If #ou are not changing, it won$t be working for long.

Answer: -Diff: $ Type: ' Page Ref: &Topic: Understand the challenges to managing Skill: !pplied

11) /hich of the following best describes the attitude toward new ideas in a learningorgani*ation?

A) If it wasn$t invented here, re9ect it.B) If it wasn$t invented here, change it.3) If it wasn$t invented here, reinvent it.2) If it was invented or reinvented here, acce"t it.-) If it was invented or reinvented here, re9ect it.

Answer: -Diff: $ Type: ' Page Ref: &Topic: Understand the challenges to managing Skill: !pplied

11+) In a learning organi*ation, the main fear is


-) directAnswer: BDiff: Type: ' Page Ref: &Topic: Understand the challenges to managing Skill: Recall

11) Hniversalit# of management means that


Diff: Type: ' Page Ref: 4


11)Refer to the scenario below to answer the following questions.

The 3ustomer !eeting 'cenario)

5ell#, a "roduction su"ervisor, is res"onsible for 1 em"lo#ees who assemblecom"onents into a finished "roduct sold to distributors. 5ell# re"orts to 'am, a"roduction manager, who in turn re"orts to =at, a general manager, who re"orts to3hris, a vice("resident of o"erations. 4ecentl#, 3hris asked =at to have a meetingwith 5ell# and 'am regarding some recent customer concerns in the "roductionarea. The focus of the meeting was to 9udge the validit# of the customer concernsand to develo" a s"ecific "lan to address these concerns.

5ell# is at what level of management?

A) to" managerB) division manager3) middle manager2) first(line manager-) managing director

Answer: 2Diff: Type: ' Page Ref: "Topic: Understand what makes someone a manager Skill: !pplied




'am and =at are both at what level of management?

A) to" managerB) middle manager3) su"ervisor2) first(line manager-) managing director

Answer: BDiff: 2 Type: ' Page Ref: "




1%)Refer to the scenario below to answer the following questions.



3hris is most likel# at what level of management?A) to" managerB) su"ervisor

3) middle manager2) first(line manager-) regional manager

Answer: ADiff: 2 Type: ' Page Ref: "


1&)Refer to the scenario below to answer the following questions.



The meeting that 3hris has asked =at to have with 'am and 5ell# reflects thegrowing recognition that


Diff: $ Type: ' Page Ref: 2

Topic: Understand the challenges to managing Skill: !pplied


The =erfect !anager 'cenario)

Am# 5won has "roven herself to be an able manager. 6er de"artment has a high"ro9ect com"letion rate with the highest(7ualit# "roduct and the lowest defects inher division. In addition, she accom"lishes this with fewer full(time "eo"le thanother managers. 'he "erforms all the re7uired functions of a manager, but some sa#that the secret of her success is her abilit# to direct and motivate others.

Am#$s abilit# to get activities com"leted efficientl# and effectivel# with and throughother "eo"le is known as



The =erfect !anager 'cenario)

Am# 5won has "roven herself to be an able manager. 6er de"artment has a high

"ro9ect com"letion rate with the highest(7ualit# "roduct and the lowest defects inher division. In addition, she accom"lishes this with fewer full(time "eo"le thanother managers. 'he "erforms all the re7uired functions of a manager, but some sa#that the secret of her success is her abilit# to direct and motivate others.

;etting her "ro9ects com"leted with a high 7ualit# rating is an indication of Am#$s


Am# 5won has "roven herself to be an able manager. 6er de"artment has a high"ro9ect com"letion rate with the highest(7ualit# "roduct and the lowest defects inher division. In addition, she accom"lishes this with fewer full(time "eo"le thanother managers. 'he "erforms all the re7uired functions of a manager, but some sa#

that the secret of her success is her abilit# to direct and motivate others.

The secret of Am#$s success involves which management function?A) "lanningB) controlling3) organi*ing2) coordinating-) leading

Answer: -Diff: 2 Type: ' Page Ref: -



!anagement 'kills 'cenario)

;avin 3la#ton is vice("resident of "roduct develo"ment at 3anadian Aircraft!anufacturing 3A!). The com"an# s"eciali*es in smaller civilian aircraft forcommuter airlines and cor"orate e8ecutives. ;avin is tr#ing to decide if thecom"an# should "roceed in its "lans to "roduce a new larger scale aircraft. 6eknows that the new aircraft su""orts the cor"orate strateg# and will enhance theircom"etitive "osition in the industr#. As a former engineer with #ears of e8"erience

in aircraft design and "roduction, he also knows that his com"an# has the skills andca"abilit# to "roduce the new aircraft. In fact, he believes that the new larger aircraftwill result in scale economies for 3A!allowing it to "roduce more "rofitableaircraft with roughl# the same labour resources. Hnfortunatel#, this could be a sore"oint with the labour union that re"resents the aircraft assembl# workers. /hile;avin has alwa#s maintained a good relationshi" with these workers, he knows the#are sus"icious of managements motives. If the workers "erceive the new largeraircraft as a management "lo# to increase worker "roductivit#, the# will resist thechange. !anagement will definitel# have to get the su""ort of the union before the#im"lement the new "roduction "lans. ;avin ga*es out his window and "onders howbest to "roceed with the situation.

/hen ;avin knew that the new aircraft would su""ort the cor"orate strateg#, he wasutili*ing which managerial skill?

A) leadershi"B) technical3) conce"tual2) "lanning-) human



Answer: 3Diff: 2 Type: ' Page Ref: *


1%1)Refer to the scenario below to answer the following questions.


;avin 3la#ton is vice("resident of "roduct develo"ment at 3anadian Aircraft!anufacturing 3A!). The com"an# s"eciali*es in smaller civilian aircraft forcommuter airlines and cor"orate e8ecutives. ;avin is tr#ing to decide if thecom"an# should "roceed in its "lans to "roduce a new larger scale aircraft. 6eknows that the new aircraft su""orts the cor"orate strateg# and will enhance theircom"etitive "osition in the industr#. As a former engineer with #ears of e8"eriencein aircraft design and "roduction, he also knows that his com"an# has the skills andca"abilit# to "roduce the new aircraft. In fact, he believes that the new larger aircraft

will result in scale economies for 3A!allowing it to "roduce more "rofitableaircraft with roughl# the same labour resources. Hnfortunatel#, this could be a sore"oint with the labour union that re"resents the aircraft assembl# workers. /hile;avin has alwa#s maintained a good relationshi" with these workers, he knows the#are sus"icious of managements motives. If the workers "erceive the new largeraircraft as a management "lo# to increase worker "roductivit#, the# will resist thechange. !anagement will definitel# have to get the su""ort of the union before the#im"lement the new "roduction "lans. ;avin ga*es out his window and "onders howbest to "roceed with the situation.

;avin$s reliance on his "revious engineering and design e8"erience to assess their

"roduction ca"abilities best demonstrates which managerial skill?A) "lanningB) technical3) human2) leadershi"-) conce"tual

Answer: BDiff: 2 Type: ' Page Ref: *




;avin 3la#ton is vice("resident of "roduct develo"ment at 3anadian Aircraft!anufacturing 3A!). The com"an# s"eciali*es in smaller civilian aircraft forcommuter airlines and cor"orate e8ecutives. ;avin is tr#ing to decide if thecom"an# should "roceed in its "lans to "roduce a new larger scale aircraft. 6eknows that the new aircraft su""orts the cor"orate strateg# and will enhance their



com"etitive "osition in the industr#. As a former engineer with #ears of e8"eriencein aircraft design and "roduction, he also knows that his com"an# has the skills andca"abilit# to "roduce the new aircraft. In fact, he believes that the new larger aircraftwill result in scale economies for 3A!allowing it to "roduce more "rofitableaircraft with roughl# the same labour resources. Hnfortunatel#, this could be a sore

"oint with the labour union that re"resents the aircraft assembl# workers. /hile;avin has alwa#s maintained a good relationshi" with these workers, he knows the#are sus"icious of managements motives. If the workers "erceive the new largeraircraft as a management "lo# to increase worker "roductivit#, the# will resist thechange. !anagement will definitel# have to get the su""ort of the union before the#im"lement the new "roduction "lans. ;avin ga*es out his window and "onders howbest to "roceed with the situation.

The fact that ;avin has alwa#s maintained a good relationshi" with the assembl#workers is evidence of which managerial skill?

A) "lanning

B) conce"tual3) monitor2) technical-) human

Answer: -Diff: Type: ' Page Ref: *


1%%)Refer to the scenario below to answer the following questions.


;avin 3la#ton is vice("resident of "roduct develo"ment at 3anadian Aircraft!anufacturing 3A!). The com"an# s"eciali*es in smaller civilian aircraft forcommuter airlines and cor"orate e8ecutives. ;avin is tr#ing to decide if thecom"an# should "roceed in its "lans to "roduce a new larger scale aircraft. 6eknows that the new aircraft su""orts the cor"orate strateg# and will enhance theircom"etitive "osition in the industr#. As a former engineer with #ears of e8"eriencein aircraft design and "roduction, he also knows that his com"an# has the skills andca"abilit# to "roduce the new aircraft. In fact, he believes that the new larger aircraftwill result in scale economies for 3A!allowing it to "roduce more "rofitableaircraft with roughl# the same labour resources. Hnfortunatel#, this could be a sore

"oint with the labour union that re"resents the aircraft assembl# workers. /hile;avin has alwa#s maintained a good relationshi" with these workers, he knows the#are sus"icious of managements motives. If the workers "erceive the new largeraircraft as a management "lo# to increase worker "roductivit#, the# will resist thechange. !anagement will definitel# have to get the su""ort of the union before the#im"lement the new "roduction "lans. ;avin ga*es out his window and "onders howbest to "roceed with the situation.



Assuming that the goal of 3A! is to be "rofitable, "roducing the new larger aircraftshould make the com"an#



The Bus# 2a# 'cenario)

2on !artin, "lant manager at 3ontrol '#stems, Inc., sighed as he si""ed his cu" of

coffee and reviewed his hectic schedule for the da#. 6e has to escort two com"an#tours in the morning: the first to a news"a"er re"orter who is writing a stor# on thenew "lant e8"ansion, and the second to a grou" of 3ontrol '#stems managers fromthe -ast 3oast. Then he has a meeting with the unit manager, =hil Johnson, todiscuss =hil$s recent dro" in "erformance a task he does not en9o#). Ge8t, he iss"ending a cou"le of hours reviewing the trade 9ournals he receives from his high(tech association and writing u" a brief s#no"sis for his "resentation ne8t week to thedivision vice("resident. Finall#, in the late afternoon, he will be reviewing a recente7ui"ment malfunction and deciding whether to bring in e8tra technicians to get thee7ui"ment o"erating again as soon as "ossible. /hewK It was 9ust another bus# da#in the life of a manager.

/hen 2on conducts the tour for the visiting -ast 3oast managers, he will be"erforming which management role?

A) leaderB) figurehead3) monitor2) s"okes"erson-) liaison

Answer: BDiff: $ Type: ' Page Ref: &Topic: Define management and descri#e what managers do Skill: !pplied

1%+)Refer to the scenario below to answer the questions that follow.


2on !artin, "lant manager at 3ontrol '#stems, Inc., sighed as he si""ed his cu" ofcoffee and reviewed his hectic schedule for the da#. 6e has to escort two com"an#tours in the morning: the first to a news"a"er re"orter who is writing a stor# on thenew "lant e8"ansion, and the second to a grou" of 3ontrol '#stems managers fromthe east coast. Then he has a meeting with the unit manager, =hil Johnson, to discuss=hil$s recent dro" in "erformance a task he does not en9o#). Ge8t, he is s"ending a

cou"le of hours reviewing the trade 9ournals he receives from his high(techassociation and writing u" a brief s#no"sis for his "resentation ne8t week to thedivision vice("resident. Finall#, in the late afternoon, he will be reviewing a recente7ui"ment malfunction and deciding whether to bring in e8tra technicians to get thee7ui"ment o"erating again as soon as "ossible. /hewK It was 9ust another bus# da#in the life of a manager.



/hen 2on meets with =hil to discuss his "erformance concerns, he will be"erforming which management role?

A) negotiatorB) figurehead3) leader

2) liaison-) s"okes"ersonAnswer: 3Diff: $ Type: ' Page Ref: &Topic: Define management and descri#e what managers do. Skill: !pplied



2on !artin, "lant manager at 3ontrol '#stems, Inc., sighed as he si""ed his cu" of

coffee and reviewed his hectic schedule for the da#. 6e has to escort two com"an#tours in the morning: the first to a news"a"er re"orter who is writing a stor# on thenew "lant e8"ansion, and the second to a grou" of 3ontrol '#stems managers fromthe east coast. Then he has a meeting with the unit manager, =hil Johnson, to discuss=hil$s recent dro" in "erformance a task he does not en9o#). Ge8t, he is s"ending acou"le of hours reviewing the trade 9ournals he receives from his high(techassociation and writing u" a brief s#no"sis for his "resentation ne8t week to thedivision vice("resident. Finall#, in the late afternoon, he will be reviewing a recente7ui"ment malfunction and deciding whether to bring in e8tra technicians to get thee7ui"ment o"erating again as soon as "ossible. /hewK It was 9ust another bus# da#in the life of a manager.

/hat role will 2on be "erforming when he reviews his trade 9ournals?A) disseminatorB) figurehead3) leader2) liaison-) monitor

Answer: -Diff: 2 Type: ' Page Ref: &Topic: Define management and descri#e what managers do Skill: !pplied



2on !artin, "lant manager at 3ontrol '#stems, Inc., sighed as he si""ed his cu" ofcoffee and reviewed his hectic schedule for the da#. 6e has to escort two com"an#tours in the morning: the first to a news"a"er re"orter who is writing a stor# on thenew "lant e8"ansion, and the second to a grou" of 3ontrol '#stems managers from



the east coast. Then he has a meeting with the unit manager, =hil Johnson, to discuss=hil$s recent dro" in "erformance a task he does not en9o#). Ge8t, he is s"ending acou"le of hours reviewing the trade 9ournals he receives from his high(techassociation and writing u" a brief s#no"sis for his "resentation ne8t week to thedivision vice("resident. Finall#, in the late afternoon, he will be reviewing a recent

e7ui"ment malfunction and deciding whether to bring in e8tra technicians to get thee7ui"ment o"erating again as soon as "ossible. /hewK It was 9ust another bus# da#in the life of a manager.

/hat role will 2on "erform when he gives the "lant tour to the news"a"er re"orter?A) monitorB) leader3) disseminator2) entre"reneur-) s"okes"erson

Answer: -

Diff: 2 Type: ' Page Ref: &Topic: Define management and descri#e what managers do Skill: !pplied

1%0)Refer to the scenario below to answer the following questions.


2on !artin, "lant manager at 3ontrol '#stems, Inc., sighed as he si""ed his cu" ofcoffee and reviewed his hectic schedule for the da#. 6e has to escort two com"an#tours in the morning: the first to a news"a"er re"orter who is writing a stor# on thenew "lant e8"ansion, and the second to a grou" of 3ontrol '#stems managers from

the east coast. Then he has a meeting with the unit manager, =hil Johnson, to discuss=hil$s recent dro" in "erformance a task he does not en9o#). Ge8t, he is s"ending acou"le of hours reviewing the trade 9ournals he receives from his high(techassociation and writing u" a brief s#no"sis for his "resentation ne8t week to thedivision vice("resident. Finall#, in the late afternoon, he will be reviewing a recente7ui"ment malfunction and deciding whether to bring in e8tra technicians to get thee7ui"ment o"erating again as soon as "ossible. /hewK It was 9ust another bus# da#in the life of a manager.

/hen 2on reviews the new e7ui"ment malfunction, what management role will he

"erform when deciding whether to bring in e8tra "eo"le?A) monitorB) resource allocator3) figurehead2) negotiator-) disseminator

Answer: BDiff: $ Type: ' Page Ref: &





Joe the !anager 'cenario)

As a "roduction su"ervisor, Joe decides on Frida# afternoon how man# units ofout"ut his em"lo#ees should "roduce ne8t week, as well as which "roducts will be"roduced on which da#s in the de"artment. 6e also decides which em"lo#ees aregoing to be res"onsible for o"erating which machines, since all his subordinates aremulti(skilled assemblers. Dn !onda#, he hands out work assignment sheets toinform the em"lo#ees about which machines each will o"erate for the week. Joealso announces that the schedule will be challenging because of an increase in thetargeted number of out"ut units. 6e encourages his subordinates b# telling them thathe is confident the# will achieve the "roduction targets because the# are such hard(working and skilled em"lo#ees. Then, during the week, he monitors the dail#

"roduction out"ut and records the number of units that successfull# achieved thecom"an#$s 7ualit# standards, as well as the number of units that were unsatisfactor#and had to be scra""ed.

/hen Joe decides which em"lo#ees will be res"onsible for o"erating whichmachines, he is "erforming the management function of


com"an#$s 7ualit# standards, as well as the number of units that were unsatisfactor#and had to be scra""ed.

/hen Joe decides how man# units of out"ut his em"lo#ees should "roduce ne8tweek and on which da#s certain "roducts will be run, he is "erforming which

management function?A) controllingB) leading3) "lanning2) organi*ing-) delegating

Answer: 3Diff: 2 Type: ' Page Ref: -Topic: Define management and descri#e what managers do Skill: !pplied



As a "roduction su"ervisor, Joe decides on Frida# afternoon how man# units ofout"ut his em"lo#ees should "roduce ne8t week, as well as which "roducts will be"roduced on which da#s in the de"artment. 6e also decides which em"lo#ees aregoing to be res"onsible for o"erating which machines, since all his subordinates aremulti(skilled assemblers. Dn !onda#, he hands out work assignment sheets toinform the em"lo#ees about which machines each will o"erate for the week. Joealso announces that the schedule will be challenging because of an increase in thetargeted number of out"ut units. 6e encourages his subordinates b# telling them that

he is confident the# will achieve the "roduction targets because the# are such hard(working and skilled em"lo#ees. Then, during the week, he monitors the dail#"roduction out"ut and records the number of units that successfull# achieved thecom"an#$s 7ualit# standards, as well as the number of units that were unsatisfactor#and had to be scra""ed.

/hen Joe monitors amount of out"ut that the em"lo#ees have successfull#com"leted, as well as number of units that have been scra""ed, he is "erformingwhich management function?

A) controllingB) leading

3) "lanning2) organi*ing-) delegating

Answer: ADiff: 2 Type: ' Page Ref: -




1&%)Refer to the scenario below to answer the following questions.


As a "roduction su"ervisor, Joe decides on Frida# afternoon how man# units of

out"ut his em"lo#ees should "roduce ne8t week, as well as which "roducts will be"roduced on which da#s in the de"artment. 6e also decides which em"lo#ees aregoing to be res"onsible for o"erating which machines, since all his subordinates aremulti(skilled assemblers. Dn !onda#, he hands out work assignment sheets toinform the em"lo#ees about which machines each will o"erate for the week. Joealso announces that the schedule will be challenging because of an increase in thetargeted number of out"ut units. 6e encourages his subordinates b# telling them thathe is confident the# will achieve the "roduction targets because the# are such hard(working and skilled em"lo#ees. Then, during the week, he monitors the dail#"roduction out"ut and records the number of units that successfull# achieved thecom"an#$s 7ualit# standards, as well as the number of units that were unsatisfactor#

and had to be scra""ed.

/hen Joe tells the em"lo#ees he is confident the# can achieve the "roduction targetsbecause the# are such hard(working and skilled em"lo#ees, he is "erforming whichmanagement function?

A) controllingB) leading3) "lanning2) organi*ing-) delegating

Answer: B

Diff: 2 Type: ' Page Ref: -Topic: Define management and descri#e what managers do Skill: !pplied

1&&)Refer to the scenario below to answer the following questions.


As a "roduction su"ervisor, Joe decides on Frida# afternoon how man# units ofout"ut his em"lo#ees should "roduce ne8t week, as well as which "roducts will be"roduced on which da#s in the de"artment. 6e also decides which em"lo#ees aregoing to be res"onsible for o"erating which machines, since all his subordinates are

multi(skilled assemblers. Dn !onda#, he hands out work assignment sheets toinform the em"lo#ees about which machines each will o"erate for the week. Joealso announces that the schedule will be challenging because of an increase in thetargeted number of out"ut units. 6e encourages his subordinates b# telling them thathe is confident the# will achieve the "roduction targets because the# are such hard(working and skilled em"lo#ees. Then, during the week, he monitors the dail#"roduction out"ut and records the number of units that successfull# achieved thecom"an#$s 7ualit# standards, as well as the number of units that were unsatisfactor#



and had to be scra""ed.

Joe$s "osition is at which managerial level?A) to" managerB) middle manager

3) managing director2) general manager-) first(line manager

Answer: -Diff: 2 Type: ' Page Ref: "


1&)Refer to the scenario below to answer the questions that follow.

A 2a# in the @ife of a 3-D 'cenario)

3arl# s"ent the da# shadowing her uncle 2ave, who is the 3-D of a largeconsumer electronics com"an#. 3arl# is a business management ma9or at a localcollege, and one of her class assignments was to interview a business manager./hen she a""roached her uncle about the assignment, he invited her to follow himaround for a da# to observe the t#"ical business activities of a to" manager. 'henoted that he s"ent the da# dealing with a variet# of issues. First he met with adivision manager who was having difficult# achieving "roduction targets due to hisinabilit# to motivate the em"lo#ees. Then the# visited the assembl# line to ins"ect anew machine designed to increase "roduction out"ut. Hncle 2ave had once been a"roduction engineer, and the de"artment su"ervisor and assembl# workers wereim"ressed b# his knowledge of the new machines o"erating s"ecifications. At lunch

the# met with a grou" of local 3-Ds from other com"anies where ever#thing fromthe new hiring laws to the latest economic re"orts was discussed. After lunch, 3arl#attended a meeting where the five(#ear strategic "lan for the entire com"an# wasbeing evaluated. For her uncle it was a t#"ical da# in the life of a 3-D, but for 3arl#it had been a da# full of information that she could use for her class assignment.

The division manager$s inabilit# to motivate his em"lo#ees ma# be a sign of weak



3arl# s"ent the da# shadowing her uncle 2ave, who is the 3-D of a largeconsumer electronics com"an#. 3arl# is a business management ma9or at a localcollege, and one of her class assignments was to interview a business manager.

/hen she a""roached her uncle about the assignment, he invited her to follow himaround for a da# to observe the t#"ical business activities of a to" manager. 'henoted that he s"ent the da# dealing with a variet# of issues. First he met with adivision manager who was having difficult# achieving "roduction targets due to hisinabilit# to motivate the em"lo#ees. Then the# visited the assembl# line to ins"ect anew machine designed to increase "roduction out"ut. Hncle 2ave had once been a"roduction engineer, and the de"artment su"ervisor and assembl# workers wereim"ressed b# his knowledge of the new machines o"erating s"ecifications. At lunchthe# met with a grou" of local 3-Ds from other com"anies where ever#thing fromthe new hiring laws to the latest economic re"orts was discussed. After lunch, 3arl#attended a meeting where the five(#ear strategic "lan for the entire com"an# was

being evaluated. For her uncle it was a t#"ical da# in the life of a 3-D, but for 3arl#it had been a da# full of information that she could use for her class assignment.

As a former "roduction engineer, Hncle 2ave was able to use his


the new hiring laws to the latest economic re"orts was discussed. After lunch, 3arl#attended a meeting where the five(#ear strategic "lan for the entire com"an# wasbeing evaluated. For her uncle it was a t#"ical da# in the life of a 3-D, but for 3arl#it had been a da# full of information that she could use for her class assignment.

In evaluating the strategic "lan for the entire com"an#, Hncle 2ave would need touse his



1&0)Refer to the scenario below to answer the following questions.


3arl# s"ent the da# shadowing her uncle 2ave, who is the 3-D of a largeconsumer electronics com"an#. 3arl# is a business management ma9or at a localcollege, and one of her class assignments was to interview a business manager./hen she a""roached her uncle about the assignment, he invited her to followhim around for a da# to observe the t#"ical business activities of a to" manager.'he noted that he s"ent the da# dealing with a variet# of issues. First he met witha division manager who was having difficult# achieving "roduction targets due tohis inabilit# to motivate the em"lo#ees. Then the# visited the assembl# line toins"ect a new machine designed to increase "roduction out"ut. Hncle 2ave hadonce been a "roduction engineer, and the de"artment su"ervisor and assembl#

workers were im"ressed b# his knowledge of the new machines o"eratings"ecifications. At lunch the# met with a grou" of local 3-Ds from othercom"anies where ever#thing from the new hiring laws to the latest economicre"orts was discussed. After lunch, 3arl# attended a meeting where the five(#earstrategic "lan for the entire com"an# was being evaluated. For her uncle it was at#"ical da# in the life of a 3-D, but for 3arl# it had been a da# full of informationthat she could use for her class assignment.

At the lunch meeting with other 3-Ds, Hncle 2ave was "erforming themanagement role of


c. To" managers are res"onsible for making organi*ation(wide decisions andestablishing the "lans and goals that affect the entire organi*ation. Theseindividuals t#"icall# have titles such as e8ecutive vice("resident, "resident,managing director, chief o"erating officer, chief e8ecutive officer, or chairman ofthe board.

Diff: Type: 1S Page Ref: "Topic: Understand what makes someone a manager Skill: Recall

11) In a short essa#, discuss the difference between efficienc# and effectiveness andinclude a s"ecific e8am"le to su""ort each conce"t.

Answer:a. -fficienc# refers to getting the most out"ut from the least amount of in"uts.Because managers deal with scarce in"utsincluding resources such as "eo"le,mone#, and e7ui"mentthe# are concerned with the efficient use of resources.For instance, at the 'iemens A; factor# in ;erman#, where em"lo#ees make L(

ra# e7ui"ment, efficient manufacturing techni7ues were im"lemented b# doingthings such as cutting inventor# levels, decreasing the amount of time needed tomanufacture "roducts, and lowering "roduct re9ect rates. From this "ers"ective,efficienc# is often referred to as $$doing things right$$that is, not wastingresources.

b. -ffectiveness is often described as $$doing the right things$$that is, those workactivities that will hel" the organi*ation reach its goals. For instance, at the'iemens factor#, goals included reducing installation times for customers andcutting costs. Through various work "rograms, these goals were "ursued andachieved. /hereas efficienc# is concerned with the means of getting things done,

effectiveness is concerned with the ends, or attainment of organi*ational goals.

Diff: 2 Type: 1S Page Ref: %


1) In a short essa#, list and e8"lain the four basic functions of management.

Answer:a. =lanningdefining goals, establishing strategies for achieving those goals, anddevelo"ing "lans to integrate and coordinate activities.b. Drgani*ingdetermining what tasks are to be done, who is to do them, how

the tasks are to be grou"ed, who re"orts to whom, and where decisions are to bemade.c. @eadingmotivating subordinates, influencing individuals or teams as the#work, selecting the most effective communication channels, or dealing in an# wa#with em"lo#ee behaviour issues.d. 3ontrollingmonitoring actual "erformance, com"aring it to a standard, andtaking corrective action if necessar#.



Diff: 2 Type: 1S Page Ref: %-


1%) In a short essa#, list and discuss of the 1 managerial roles develo"ed b#!int*berg. Include s"ecific e8am"les of each role and grou" each according to

inter"ersonal, informational, and decisional roles.

Answer:Inter"ersonal 4olesa. Figureheads#mbolic head obliged to "erform a number of routine duties of alegal or social nature. -8am"les include greeting visitors and signing legaldocuments.b. @eaderres"onsible for the motivation and activation of subordinatesres"onsible for staffing, training, and associated duties. -8am"les include"erforming virtuall# all activities that involve subordinates.c. @iaisonmaintains self(develo"ed network of outside contacts and informers

who "rovide favours and information. -8am"les include acknowledging mail,doing e8ternal board work, and "erforming other activities that involve outsiders.

Informational 4olesa. !onitorseeks and receives wide variet# of internal and e8ternal informationto develo" thorough understanding of organi*ation and environment. -8am"lesinclude reading "eriodicals and re"orts, and maintaining "ersonal contacts.b. 2isseminatortransmits information received from outsiders or fromsubordinates to members of the organi*ation. -8am"les include holdinginformational meetings and making "hone calls to rela# information.c. '"okes"ersontransmits information to outsiders on organi*ation$s "lans,

"olicies, actions, results, and so on. -8am"les include holding board meetings andgiving information to the media.

2ecisional 4olesa. -ntre"reneursearches organi*ation and its environment for o""ortunities andinitiates $$im"rovement "ro9ects$$ to bring about changes. -8am"les includeorgani*ing strateg# and review sessions to develo" new "rograms.b. 2isturbance handlerres"onsible for corrective action when organi*ation facesim"ortant, une8"ected disturbances. -8am"les include organi*ing strateg# andreview sessions that involve disturbances and crises.c. 4esource allocatorres"onsible for the allocation of organi*ational resources

of all kinds making or a""roving all significant organi*ational decisions.-8am"les include scheduling, re7uesting authori*ation, "erforming an# activit#that involves budgeting, and the "rogramming of subordinates$ work.d. Gegotiatorres"onsible for re"resenting the organi*ation at ma9ornegotiations. -8am"les include "artici"ating in union contract negotiations.

The inter"ersonal roles are roles that involve "eo"le and other duties that areceremonial and s#mbolic in nature. The three inter"ersonal roles include being a



figurehead, leader, and liaison. The informational roles involve receiving,collecting, and disseminating information. The three informational roles include amonitor, disseminator, and s"okes"erson. Finall#, the decisional roles involvemaking choices. The four decisional roles include entre"reneur, disturbancehandler, resource allocator, and negotiator.

Diff: $ Type: 1S Page Ref: &


1&) In a short essa#, e8"lain what a learning organi*ation is and "rovide four e8am"lesof how it differs from a traditional organi*ation.

Answer:A learning organi*ation is one that has develo"ed the ca"acit# to continuousl#learn, ada"t, and change. @earning organi*ations differ from traditional ones inseveral areas:

Attitude Toward 3hangeTraditional Drgani*ation: If it$s working, don$t change it.@earning Drgani*ation: If #ou aren$t changing, it won$t be working for long.

Attitude Toward Gew IdeasTraditional Drgani*ation: If it wasn$t invented here, re9ect it.@earning Drgani*ation: If it was invented or reinvented here, re9ect it.

/ho$s 4es"onsible for Innovation?Traditional Drgani*ation: Traditional areas such as 4M2.

@earning Drgani*ation: -ver#one in the organi*ation.

!ain FearTraditional Drgani*ation: !aking mistakes.@earning Drgani*ation: Got learning and ada"ting.

3om"etitive AdvantageTraditional Drgani*ation: =roducts and service.@earning Drgani*ation: Abilit# to learn knowledge and e8"ertise.

!anager$s Job

Traditional Drgani*ation: 3ontrol others.@earning Drgani*ation: -nable others.

Diff: $ Type: 1S Page Ref: &Topic: Descri#e the characteristics of an organi,ation. Skill: Recall


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