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Management, Second Canadian Edition Test Bank

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    Chapter 1: Introducing Management True/False 1. The best employers in the new workplace of the 21 st century have high performance expectations, and are extremely good at attracting and retaining talented employees. Ans: True Difficulty: Easy Ref: Introduction 2. “High involvement” organizations create challenging and enriched jobs, allow employee input in decision making, and avoid layoffs and excessive turnover. Ans: True Difficulty: Easy Ref: Introduction 3. In the new economy, organizations are expected to continuously excel on meeting their performance criteria even if it means placing a lower priority on ethical and social responsibilities. Ans: False Difficulty: Moderate Ref: Working Today Talent 4. An employee’s talents are what they know, what they learn, and what they do with it. Ans: True Difficulty: Moderate Ref: Working Today 5. The most important factors for operating effectively in a new economy are increased profits, greater return on investment, shareholder involvement, self-management, and competitiveness. Ans: False Difficulty: Hard Ref: Working Today

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    6. In the new economy, careers require employees to take personal initiative, be self-disciplined, and pursue continuous learning. Ans: True Difficulty: Moderate Ref: Working Today 7. Intellectual capital is defined as the collective and shared knowledge of an organization’s workforce. Ans: True Difficulty: Easy Ref: Working Today 8. The intellectual capital equation is simply: intellectual capital = competency x commitment. Ans: True Difficulty: Moderate Ref: Working Today Diversity 9. Workforce diversity describes demographic differences among members of the workforce focusing primarily on income, social status, education, and experience. Ans: False Difficulty: Hard Ref: Working Today 10. While managing workforce diversity has legal considerations it also has a substantial impact on individual and company performance. Ans: True Difficulty: Moderate Ref: Working Today 11. Prejudice is the holding of negative opinions and attitudes about people who lack interpersonal or technical skills. Ans: False Difficulty: Moderate Ref: Working Today

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    12. Discrimination refers to an invisible barrier that limits the career advancement of women and minorities. Ans: False Difficulty: Moderate Ref: Working Today 13. The “glass-ceiling effect” limits the career advancement and promotion of women and minorities. Ans: True Difficulty: Easy Ref: Working Today 14. National and geographic boundaries of world business are becoming increasingly more well-defined as global competition increases. Ans: False Difficulty: Moderate Ref: Working Today Globalization 15. Globalization refers to the worldwide interdependence of resource flows, product markets, and business competition that characterizes the new economy. Ans: True Difficulty: Moderate Ref: Working Today 16. Improvements in technology, the deregulation of markets, and the opening of national borders have had little impact on businesses in the United States and Europe. Ans: False Difficulty: Moderate Ref: Working Today 17. The reach of the global economy means that countries and people are increasingly connected through the media, information technology, travel, and lifestyles. Ans: True Difficulty: Moderate Ref: Working Today

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    18. Outsourcing presents itself both as an opportunity and a challenge in today’s global economy. Ans: True Difficulty: Moderate Ref: Working Today Technology 19. As a result of advances and the complexity of new technologies there is an increasing demand for knowledge workers. Ans: True Difficulty: Moderate Ref: Working Today 20. Virtual space has increased the need for face-to-face meetings, international travel and sharing of information. Ans: False Difficulty: Hard Ref: Working Today Ethics 21. Ethics refers to a code of moral principles that sets standards of what is “good” or “right” as opposed to what is “bad” or “wrong.” Ans: False Difficulty: Moderate Ref: Working Today 22. Integrity and ethical leadership must be practiced at all organizational levels. Ans: True Difficulty: Easy Ref: Working Today 23. Society is becoming more lenient in its expectations that social institutions conduct their affairs according to high moral standards.

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    Ans: False Difficulty: Moderate Ref: Working Today Careers 24. Charles Handy uses the Irish shamrock to symbolize the different career implications of the three distinct employment patterns that have emerged in the new economy. Ans: True Difficulty: Easy Ref: Working Today 25. Core workers, contract workers, and part-time workers are the three different employment patterns in the Irish shamrock model used by Charles Handy. Ans: True Difficulty: Moderate Ref: Working Today 26. In Charles Handy’s description of changing careers, a person who performs specific tasks as needed and is compensated on a fee-for-services basis is a known as a core worker. Ans: False Difficulty: Moderate Ref: Working Today 27. Since employment patterns are changing dramatically, people should maintain a “portfolio of skills” to increase their flexibility and job opportunities. Ans: True Difficulty: Easy Ref: Working Today 28. Organizations in the new workplace should focus on more profits and be less concerned with making real and positive contributions to society. Ans: False Difficulty: Easy Ref: Organizations in the New Workplace

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    29. To survive in the new workplace, people must have links with peers and others inside and outside the organization in order to get things done and be able to communicate personal and work group successes and progress. Ans: True Difficulty: Moderate Ref: Organizations in the New Workplace What Is an Organization? 30. An organization is a group of people working independently while at the same time pursuing their individual goals. Ans: False Difficulty: Easy Ref: Organizations in the New Workplace 31. Each organization should return value to society and satisfy customers’ needs in order to justify its continued existence. Ans: True Difficulty: Moderate Ref: Organizations in the New Workplace Organizations as Systems 32. An open system interacts with its environments to transform resource inputs into product outputs such as finished products and/or services. Ans: True Difficulty: Moderate Ref: Organizations in the New Workplace 33. An open system is a collection of subsystems that function independently from one another. Ans: False Difficulty: Easy Ref: Organizations in the New Workplace 34. Organizations are complex systems with many interrelated parts functioning together to achieve common goals.

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    Ans: True Difficulty: Easy Ref: Organizations in the New Workplace 35. The open systems model focuses on the internal rather than external factors that transform resources into finished products. Ans: False Difficulty: Moderate Ref: Organizations in the New Workplace Organizational Performance 36. Value creation refers to the operation through which a business or non-profit organization can add value to the original cost of resource inputs while the business organization earns a profit or the non-profit organization adds wealth to society. Ans: True Difficulty: Moderate Ref: Organizations in the New Workplace 37. Productivity refers to the quantity or the amount of work that is performed by a group or team. Ans: False Difficulty: Moderate Ref: Organizations in the New Workplace 38. Productivity is a measure of the quantity and quality of work performance taking into account how much resources are used. Ans: True Difficulty: Easy Ref: Organizations in the New Workplace 39. Performance effectiveness is a measure of resource costs associated with goal accomplishment, whereas performance efficiency is an output measure of task or goal accomplishment. Ans: False Difficulty: Easy Ref: Organizations in the New Workplace

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    40. Resource utilization determines whether an organization is efficient. Ans: True Difficulty: Easy Ref: Organizations in the New Workplace 41. Low versus high goal attainment determines whether an organization is efficient but not effective. Ans: False Difficulty: Moderate Ref: Organizations in the New Workplace 42. A manager who emphasizes meeting production targets even if there is a cost overrun is more interested in performance efficiency than in performance effectiveness. Ans: False Difficulty: Hard Ref: Organizations in the New Workplace Changing Nature of Organizations 43. Greater focus on command and control, concern for efficiency, and emphasis on individual performance are some recent trends in managing organizations. Ans: False Difficulty: Moderate Ref: Organizations in the New Workplace 44. Because of the pressures to achieve performance excellence, the command-and-control approach to leadership is being re-emphasized. Ans: False Difficulty: Moderate Ref: Organizations in the New Workplace 45. Organizations that treat their people better tend to perform better. Ans: True Difficulty: Easy Ref: Managers in the New Workplace

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    What Is a Manager? 46. A manager is a person in an organization who supports and is responsible for the work efforts and performance accomplishments of other people. Ans: True Difficulty: Easy Ref: Managers in the New Workplace 47. A manager is a person who is primarily responsible for completing his/her own work, not managing the overall performance of entire organization. Ans: False Difficulty: Moderate Ref: Managers in the New Workplace 48. A manager is a person in an organization who is responsible for the work efforts and performance accomplishments of other people. Ans: True Difficulty: Easy Ref: Managers in the New Workplace 49. Managers have the least vital job in society since their primary goal is to help people to achieve their career objectives. Ans: False Difficulty: Moderate Ref: Managers in the New Workplace Levels and Types of Managers 50. Top managers are responsible for the performance of an organization as a whole or for one of the larger parts. Ans: True Difficulty: Easy Ref: Managers in the New Workplace 51. Top managers are more concerned with the daily operations of the internal business processes than with activities in the external environment that impact the organization.

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    Ans: False Difficulty: Moderate Ref: Managers in the New Workplace 52. Middle managers are in charge of relatively large departments or divisions consisting of smaller work units. Ans: True Difficulty: Easy Ref: Managers in the New Workplace 53. Middle managers are responsible for supervising small groups or work units. Ans: False Difficulty: Moderate Ref: Managers in the New Workplace 54. An example of a middle manager is a clinic director in a hospital who develops and implements action plans consistent with the objective set by the hospital’s higher-level executives. Ans: True Difficulty: Moderate Ref: Managers in the New Workplace 55. A project manager is responsible for managing a smaller work unit composed of professionals. Ans: False Difficulty: Easy Ref: Managers in the New Workplace 56. A team leader is someone who coordinates complex projects with task deadlines while working with many persons within and outside the organization. Ans: False Difficulty: Moderate Ref: Managers in the New Workplace 57. The responsibilities of a team leader or supervisor will include planning meetings and work schedules; recruiting, training, and developing team members to meet performance standards; and recommending pay increases for subordinates. Ans: True Difficulty: Moderate

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    Ref: Managers in the New Workplace 58. Staff managers are responsible for the work activities that make a direct contribution to the organization’s outputs. Ans: False Difficulty: Moderate Ref: Managers in the New Workplace 59. Line managers use special expertise to advise and support the efforts of staff workers. Ans: False Difficulty: Easy Ref: Managers in the New Workplace 60. General managers have responsibility for managing a single area of activity, such as finance, marketing, production, human resources, accounting, or sales. Ans: False Difficulty: Moderate Ref: Managers in the New Workplace 61. Administrators are managers who are directly responsible for managing budgets and operations in large corporations. Ans: False Difficulty: Easy Ref: Managers in the New Workplace Managerial Performance 62. Managers help people, working individually or in groups, to achieve productivity and accomplish organizational goals. Ans: True Difficulty: Easy Ref: Managers in the New Workplace 63. Accountability is the requirement of an employee to show performance results to some person of higher authority within his or her area of responsibility.

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    Ans: True Difficulty: Moderate Ref: Managers in the New Workplace 64. Efficient managers help others to both (a) achieve high levels of performance and (b) experience satisfaction in their work. Ans: False Difficulty: Hard Ref: Managers in the New Workplace 65. Quality of work life is an indicator of the overall quality of human experiences in the workplace. Ans: True Difficulty: Easy Ref: Managers in the New Workplace Changing Nature of Managerial Work 66. In organizations that are operating with an upside-down pyramid, operating workers are near the top of the organization, just below the customers and clients they serve, and are supported by the managers located at the bottom. Ans: True Difficulty: Moderate Ref: Managers in the New Workplace 67. In an upside-down pyramid, managers symbolically remain at the top of the organizational pyramid. Ans: False Difficulty: Moderate Ref: Managers in the New Workplace 68. In an upside-down pyramid, the best managers are often known for “helping” and “supporting” rather than “directing” and “order-giving.” Ans: True Difficulty: Moderate Ref: Managers in the New Workplace Functions of Management

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    69. Management is the process of planning, organizing, leading, and controlling the use of resources to accomplish performance goals. Ans: True Difficulty: Moderate Ref: The Management Process 70. Planning is the process of measuring work performance, comparing results to objectives, and taking corrective action as needed. Ans: False Difficulty: Moderate Ref: The Management Process 71. Organizing is the process of assigning tasks, allocating resources, and coordinating the activities of individuals and groups to implement plans. Ans: True Difficulty: Easy Ref: The Management Process 72. Leading is the process of arousing people’s enthusiasm to work hard and inspiring their efforts to fulfill plans and accomplish objectives. Ans: True Difficulty: Easy Ref: The Management Process 73. Controlling is the process of assigning tasks, allocating resources, and coordinating activities. Ans: False Difficulty: Easy Ref: The Management Process Managerial Roles and Activities 74. According to Henry Mintzberg, the manager’s interpersonal roles include being an entrepreneur, disturbance handler, resource allocator, and negotiator. Ans: False

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    Difficulty: Moderate Ref: The Management Process Managerial Agendas and Networks 75. Agenda setting and networking are activities that contribute to a general manager’s success. Ans: True Difficulty: Easy Ref: The Management Process 76. Good managers focus on setting and implementing goals with the help of relatively few people who work inside of the organization. Ans: False Difficulty: Moderate Ref: The Management Process 77. Networking is the process of building and maintaining positive relationships with people whose help may be needed to implement one’s work agendas. Ans: True Difficulty: Moderate Ref: The Management Process Essential Managerial Skills 78. The demands of today’s organizations create problems, opportunities, and performance expectations that make people’s career success dependent on a commitment to continuous lifelong learning. Ans: True Difficulty: Hard Ref: Learning How to Manage 79. Lifelong learning is the ability to translate knowledge into action that results in desired performance. Ans: False Difficulty: Moderate Ref: Learning How to Manage

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    80. A technical skill is the ability to work well in cooperation with other persons, whereas a human skill is the ability to view a situation broadly and solve problems to the benefit of all concerned. Ans: False Difficulty: Moderate Ref: Learning How to Manage 81. Emotional intelligence relates to one’s ability to develop social and interpersonal skills. Ans: True Difficulty: Moderate Ref: Learning How to Manage 82. A conceptual skill is the ability to use special skills or expertise to do one’s work. Ans: False Difficulty: Moderate Ref: Learning How to Manage Developing Managerial Competencies 83. A managerial competency is a skill-based capability that contributes to high performance in a managerial job. Ans: True Difficulty: Easy Ref: Learning How to Manage 84. Self-management is the ability to work effectively with others as a member of a team. Ans: False Difficulty: Moderate Ref: Learning How to Manage Multiple Choice 85. The “themes of the day” for great organizations in the New Economy are: a) Participation, Respect, Tradition, Involvement, Self-management b) Self-management, Involvement, Respect, Participation, Teamwork c) Involvement, Respect, Self-management, Teamwork, Shareholder value d) Respect, Involvement, Participation, Self-management, Control e) Self-management, Participation, Teamwork, Respect, Action

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