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Test Bank for Management, 15th Edition

Test Bank for Management, 15th Edition makes learning easy with a structured format, concise explanations, and plenty of practice material.

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Test Bank for Management, 15th Edition - Page 1 preview imageManagementFifteenth EditionStephen P. RobbinsMary CoulterWith contributions byAmy RandelTest Bank (Download Only)for ManagementRevised by Michael Casey
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Test Bank for Management, 15th Edition - Page 2 preview image
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Test Bank for Management, 15th Edition - Page 3 preview image1Management, 15e(Robbins/Coulter)Chapter 1Managers and You in the Workplace1) In today's workplace, ________.A) women are more likely than men to be promoted into managementB) many employees perform work that in the past was consideredmanagerial activitiesC) women tend to be more effective supervisors than menD) most organizations have eliminated the title of managerAnswer:BDiff: 2AACSB:Reflective thinkingLearning Obj:LO 1.1: Tell who managers are and where they work.Classification:Concept2) Because this is her first job, Melanie was unclear about what managers actually do.Fortunately her training materials explained that a manager's job focuses on ________.A) performing clerical dutiesB) personal achievementC) helping others accomplish their work goalsD) supervising groups rather than individual employeesAnswer:CDiff: 2AACSB:Analytical thinking; Application of knowledgeLearning Obj:LO 1.1: Tell who managers are and where they work.Classification:Application3) An individual who works with and through other people by coordinating their work activitiesin order to accomplish organizational goals is ________.A) an assembly line workerB) a laborerC) a managerD) a salespersonAnswer:CDiff: 1AACSB:Reflective thinkingLearning Obj:LO 1.1: Tell who managers are and where they work.Classification:Concept
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Test Bank for Management, 15th Edition - Page 4 preview image24) As part of the orientation for her internship, Rebecca was informed that ________ are thepeople who direct the activities of others in an organization.A) directorsB) managersC) subordinatesD) line workersAnswer:BDiff: 1AACSB:Analytical thinking; Application of knowledgeLearning Obj:LO 1.1: Tell who managers are and where they work.Classification:Application5) The organizational chart shows titles such as front-line manager, plant manager, and vicepresident of operations. It is very likely this organization has a ________.A) traditional committee structureB) traditional pyramid structureC) modern matrix structureD) flexible structureAnswer:BDiff: 2AACSB:Analytical thinking; Application of knowledgeLearning Obj:LO 1.1: Tell who managers are and where they work.Classification:Application6) First-line managers aretypically those who ________.A) perform the same work as the people they manage but earn more moneyB) are typically involved with producing the organization's products or providing its serviceC) are at the top of the organizational chartD) are the first persons new hires meetAnswer:BDiff: 2AACSB:Application of knowledgeLearning Obj:LO 1.1: Tell who managers are and where they work.Classification:Analytical7) Supervisor is another name for ________.A) team leaderB) middle managerC) first-line managerD) top managerAnswer:CDiff: 2AACSB:Reflective thinkingLearning Obj:LO 1.1: Tell who managers are and where they work.Classification:Concept
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Test Bank for Management, 15th Edition - Page 5 preview image38) A ________ is an example of a first-line manager.A) division managerB) store managerC) regional managerD) shift managerAnswer:DDiff: 1AACSB:Reflective thinkingLearning Obj:LO 1.1: Tell who managers are and where they work.Classification:Concept9) Kelly, a production supervisor, is responsible for tenemployees who assemble componentsinto a finished product. Kelly is a ________.A) top managerB) nonmanagerial employeeC) middle managerD) first-line managerAnswer:DDiff: 1AACSB:Analytical thinking; Application of knowledgeLearning Obj:LO 1.1:Tell who managers are and where they work.Classification:Application10) Managers with titles such as regional manager, project leader, or division manager are________.A) first-line managersB) top managersC) production managersD) middle managersAnswer:DDiff: 2AACSB:Reflective thinkingLearning Obj:LO 1.1: Tell who managers are and where they work.Classification:Concept11) Ben, a production plant manager, reports to Dan, a regional manager. Ben and Dan are________.A) topmanagersB) middle managersC) supervisorsD) first-line managersAnswer:BDiff: 2AACSB:Analytical thinking; Application of knowledgeLearning Obj:LO 1.1: Tell who managers are and where they work.Classification:Application
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Test Bank for Management, 15th Edition - Page 6 preview image412) ________ are responsible for making organization-wide decisions and establishing the plansand goals that affect the entire organization.A) Middle managersB) Top managersC) Production managersD) Research managersAnswer:BDiff: 2AACSB:Reflective thinkingLearningObj:LO 1.1: Tell who managers are and where they work.Classification:Concept13) Tom is responsible for project managers who supervise others who perform manual work.He reports to a vice president on another continent. Tom is a ________.A) first-line managerB) middle managerC) top managerD) nonmanagerAnswer:BDiff: 2AACSB:Analytical thinking; Application of knowledgeLearning Obj:LO 1.1: Tell who managers are and where they work.Classification:Application14) ________ havetitles such as executive vice president, chief operating officer, and chiefexecutive officer.A) SupervisorsB) Middle managersC) First-line managersD) Top managersAnswer:DDiff: 2AACSB:Reflective thinkingLearning Obj:LO 1.1: Tell who managersare and where they work.Classification:Concept15) Kenneth is a vice president of operations. His position would be regarded as a ________.A) top managerB) supervisorC) middle managerD) first-line managerAnswer:ADiff: 2AACSB:Analytical thinkingLearning Obj:LO 1.1: Tell who managers are and where they work.Classification:Application
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Test Bank for Management, 15th Edition - Page 7 preview image516) Blue Fin and ChrisCraft, two boat manufacturers, have merged. Top managers now mustdecide how the work will be divided and who will do what work in themerged firm. The pre-merger firms, and the merged firm, are each examples of ________.A) strategic partnershipsB) coalitionsC) organizationsD) affinity groupsAnswer:CDiff: 2AACSB:Analytical thinking; Application of knowledgeLearning Obj:LO1.1: Tell who managers are and where they work.Classification:Application17) Today's managers are just as likely to be women as they are men.Answer:TRUEDiff: 1AACSB:Diverse and multicultural work environmentsLearning Obj:LO 1.1: Tell who managers are and where they work.Classification:Concept18) A manager must coordinate and oversee the work of other people so that organizational goalscan be accomplished.Answer:TRUEDiff: 1AACSB:Reflective thinkingLearning Obj:LO 1.1: Tell whomanagers are and where they work.Classification:Concept19) A manager's job is all about personal achievement.Answer:FALSEDiff: 1AACSB:Reflective thinkingLearning Obj:LO 1.1: Tell who managers are and where they work.Classification:Concept20) In traditionally structured organizations, managers can be classified as first-line managers,middle managers, or top managers.Answer:TRUEDiff: 1AACSB:Reflective thinkingLearning Obj:LO 1.1: Tell who managers are and where they work.Classification:Concept
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Test Bank for Management, 15th Edition - Page 8 preview image621) Middle managers are responsible for making organization-wide decisions and establishingthe plans and goals that affect the entire organization.Answer:FALSEDiff: 2AACSB:Reflective thinkingLearning Obj:LO 1.1: Tellwho managers are and where they work.Classification:Concept22) Explain briefly how the definition of a manager has changed over time.Answer:Managers used to be defined as the organizational members who told others what todo and how to do it. In the past, it was easy to differentiate managers from nonmanagerialemployees. Nonmanagers were organizational members who worked directly on a job or taskand had no one reporting to them. Managers were those who supervised other employees.Today, the changing nature of organizations and work has blurred the distinction betweenmanagers and nonmanagerial employees. Many traditional nonmanagerial jobs now includemanagerial activities. Most employees are multi-skilled and are being cross trained. Within asingle shift, an employee can be a team leader, equipment operator, maintenance technician,quality inspector, or improvement planner.Diff: 3AACSB:Reflective thinking; Written and oral communicationLearning Obj:LO 1.1: Tell who managers are and where they work.Classification:Concept23) Describe and provide examples of first-line, middle, and top managers.Answer:a. First-line managers are the lowest level of management and manage the work ofnonmanagerial individuals who are directly involved withthe production or creation of theorganization's products or servicing its customers. First-line managers are often calledsupervisors or even shift managers, district managers, department managers, or office managers.b. Middle managers are found betweenthe lowest and top levels of the organization. Thesemanagers manage the work of first-line managers and may have titles such as department head,project leader, store manager, or division manager.c. Top managers are responsible for making organization-wide decisions and establishing theplans and goals that affect the entire organization. These individuals typically have titles such asexecutive vice president, president, managing director, chief operating officer, or chief executiveofficer.Diff: 3AACSB:Reflective thinking; Written and oral communicationLearning Obj:LO 1.1: Tell who managers are and where they work.Classification:Concept24) Increased environmental complexity and uncertainty make the manager's job even moreimportant nowthan it was 20 or 30 years ago.Answer:TRUEDiff: 1AACSB:Reflective thinkingLearning Obj:LO 1.2: Explain why managers are important to organizations.Classification:Concept
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Test Bank for Management, 15th Edition - Page 9 preview image725) Low-level managers have very little impact on the organization's performance.Answer:FALSEDiff: 1AACSB:Reflective thinkingLearning Obj:LO 1.2: Explain why managers are important to organizations.Classification:Concept26) A great manager can inspire employees professionally and personally.Answer:TRUEDiff:1AACSB:Reflective thinkingLearning Obj:LO 1.2: Explain why managers are important to organizations.Classification:Concept27) Managers play an important role in dealing with various challenges being faced byorganizations today.Answer:TRUEDiff: 1AACSB:Reflective thinkingLearning Obj:LO 1.2: Explain why managers are important to organizations.Classification:Concept28) Identify and discuss three reasons managers are still important even in the changingorganizationalstructures in use today.Answer:a. The first reason why managers are important is becauseorganizations need their managerialskills and abilitiesmore than ever in uncertain, complex, and chaotic times. As organizationsdeal with today's challenges—changing workforce dynamics, the worldwide economic climate,changing technology, ever-increasing globalization, and so forth—managers play an importantrole in identifying critical issues and crafting responses.b. Another reason why managers are important to organizations is becausethey're critical togetting things done.They create and coordinate the workplace environment and work systems sothat others can perform those tasks. Or, if work isn't getting done or isn't getting done as it shouldbe, they'rethe ones who find out why and get things back on track. And these managers are keyplayers in leading the company into the future.c. Finally,managers do matterto organizations. The single most important variable in employeeproductivity and loyalty isn't pay or benefits or workplace environment—it's the quality of therelationship between employees and their direct supervisors. The way a company manages andengages its people can significantly affect its financial performance. Leadership is the singlelargest influence on employee engagement. Managerial ability is important in creatingorganizational value.Diff: 3AACSB:Reflective thinking; Written and oral communicationLearning Obj:LO 1.2: Explain why managers are important to organizations.Classification:Concept
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Test Bank for Management, 15th Edition - Page 10 preview image829) Time should be considered a(n) ________ resource.A) abundantB) diminishingC) limitedD) renewableAnswer:CDiff: 2AACSB:Analytical thinkingLearning Obj:LO 1.3: Describe the functions, roles, and skills of managers.Classification:Concept30) One method to become more efficient in managing your time is to ________.A) classify each activity or task as A, B, or CB) schedule more in one day than you can reasonably expect to finishC) enlist the aid of a management coach to keep you on taskD) shorten deadlines so you will be pressed to complete tasks earlyAnswer:ADiff: 2AACSB:Application of knowledgeLearning Obj:LO 1.3: Describe the functions, roles, and skills of managers.Classification:Concept31)Technology makes it easier to stay connected but ________.A) there is always the risk of security breaches and the theft of information necessary for goodtime management practicesB) it raises expectations on the part of those to whom we are connectedC)technology fails, batteries lose power, and their effectiveness wanesD) it also presents constant distractions, making it difficult to stay on taskAnswer:DDiff: 2AACSB:Reflective thinkingLearning Obj:LO 1.3: Describe the functions, roles, and skills of managers.Classification:Critical thinking32) Andrew is reviewing next week's orders, scheduling orders to machines, and assigningemployees to run those machines. Andrew is engaged in ________.A) planningB) organizingC) leadingD)controllingAnswer:ADiff: 2AACSB:Application of knowledge; Analytical thinkingLearning Obj:LO 1.3: Describe the functions, roles, and skills of managers.Classification:Application
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Test Bank for Management, 15th Edition - Page 11 preview image933) Donald's ability to complete activities efficiently and effectively with and through otherpeople is known as ________.A) managementB) leadershipC) entrepreneurshipD) delegationAnswer:ADiff: 2AACSB:Analytical thinking; Application of knowledgeLearning Obj:LO 1.3:Describe the functions, roles, and skills of managers.Classification:Application34) ________ involves ensuring that work activities are completed efficiently and effectively bythe people responsible for doing them.A) LeadingB) ManagingC) PlanningD) OrganizingAnswer:BDiff: 2AACSB:Reflective thinkingLearning Obj:LO 1.3: Describe the functions, roles, and skills of managers.Classification:Concept35) Which one of the following is an example of an efficient manufacturing technique?A) Reducing the amount of scrap created in the process of making a product.B) Increasing the amount of time to manufacture products.C) Increasing product reject rates.D) Meeting customers' rigorous demand.Answer:ADiff: 2AACSB:Reflective thinkingLearning Obj:LO 1.3: Describe the functions, roles, and skills of managers.Classification:Application36) Wasting resources is considered to be an example of ________.A) inefficacyB) ineffablenessC) inefficiencyD) ineffectivenessAnswer:CDiff: 2AACSB:Reflective thinkingLearning Obj:LO 1.3: Describe the functions, roles, and skills of managers.Classification:Concept
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Test Bank for Management, 15th Edition - Page 12 preview image1037) An automobile manufacturer increased the total number of cars produced while keeping theproduction costs thesame. The manufacturer increased its ________.A) equityB) efficiencyC) effectivenessD) effortAnswer:BDiff: 2AACSB:Analytical thinking; Application of knowledgeLearning Obj:LO 1.3: Describe the functions, roles, and skills of managers.Classification:Application38) Ellen's ability to produce the same amount of product with fewer personnel is a reflection ofher ________.A) effectivenessB) organizing skillsC) leadershipD) efficiencyAnswer:DDiff: 3AACSB:Analyticalthinking; Application of knowledgeLearning Obj:LO 1.3: Describe the functions, roles, and skills of managers.Classification:Application39) Effectiveness is associated with ________.A) reducing inventoryB) decreasing production timeC) doing the right thingsD) doing things rightAnswer:CDiff: 2AACSB:Reflective thinkingLearning Obj:LO 1.3: Describe the functions, roles, and skills of managers.Classification:Concept40) Whereas ________ is concerned with the means of getting things done, ________ isconcerned with the ends, or attainment of organizational goals.A) effectiveness; efficiencyB) efficiency; effectivenessC) effort; efficiencyD) efficiency; experienceAnswer:BDiff: 2AACSB:Reflective thinkingLearning Obj:LO 1.3: Describe the functions, roles, and skills of managers.Classification:Concept
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Test Bank for Management, 15th Edition - Page 13 preview image1141) The fact that Eileen achieves her departmental goals is an indication of her ________ as amanager.A) leadershipB) effectivenessC)efficiencyD) attention to detailAnswer:BDiff: 2AACSB:Analytical thinking; Application of knowledgeLearning Obj:LO 1.3: Describe the functions, roles, and skills of managers.Classification:Application42) If your team quickly painted the wallbut discovered afterward it was the wrong wall, yourteam would be ________.A) efficient but ineffectiveB) efficient and effectiveC) effective but inefficientD) neither effective nor efficientAnswer:ADiff: 3AACSB:Analytical thinking; Application of knowledgeLearning Obj:LO 1.3: Describe the functions, roles, and skills of managers.Classification:Application43) If Fiona accomplishes her projects with high-quality results, but takes more time than othermanagers in the process, as a manager she is ________.A) efficient, but ineffectiveB) a leader, but not a top managerC) project oriented, but not effectiveD) effective, but inefficientAnswer:DDiff: 2AACSB:Analytical thinking; Application of knowledgeLearning Obj:LO 1.3:Describe the functions, roles, and skills of managers.Classification:Application44) More than a hundred years ago, Henri Fayol proposed that managers performed fivefunctions. They were ________.A) planning, organizing, directing, evaluating, and controllingB) organizing, directing, coordinating, evaluating, and controllingC) planning, organizing, directing, coordinating, and controllingD) planning, organizing, commanding, coordinating, and controllingAnswer:DDiff: 2AACSB:Reflective thinkingLearning Obj:LO 1.3: Describe the functions, roles, and skills of managers.Classification:Concept
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Test Bank for Management, 15th Edition - Page 14 preview image1245) Today, the basic management functions include ________.A) planning, organizing, commanding, and coordinatingB) planning, organizing, coordinating, and controllingC) planning, organizing, directing, and controllingD) planning, organizing, leading, and controllingAnswer:DDiff: 2AACSB:Reflective thinkingLearning Obj:LO 1.3: Describe the functions, roles, and skills of managers.Classification:Concept46) Establishing strategies for achieving organizational goals is a part of the ________ function.A) leadingB) coordinatingC) planningD) organizingAnswer:CDiff: 1AACSB:Reflective thinkingLearning Obj:LO 1.3:Describe the functions, roles, and skills of managers.Classification:Concept47) When Gavin decides how many units of output his employees should produce, he isperforming which of the following management functions?A) ControllingB) LeadingC) PlanningD) OrganizingAnswer:CDiff: 2AACSB:Analytical thinking; Application of knowledgeLearning Obj:LO 1.3: Describe the functions, roles, and skills of managers.Classification:Application48) Organizing includes ________.A) setting organizational goalsB) hiring organizational membersC) motivating organizational membersD) determining who does what tasksAnswer:DDiff: 2AACSB:Reflective thinkingLearning Obj:LO 1.3: Describe the functions, roles, and skills of managers.Classification:Concept
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Test Bank for Management, 15th Edition - Page 15 preview image1349) The human resources manager is meeting with the production manager to write jobdescriptions and to decide how to group jobs for a new production line. These two are engaged in________.A) planningB) organizingC) leadingD)controllingAnswer:BDiff: 2AACSB:Analytical thinking; Application of knowledgeLearning Obj:LO 1.3: Describe the functions, roles, and skills of managers.Classification:Application50) Two of Brent's subordinates have not been getting along, asituation that has now interferedwith their productivity. When Brent meets with them to resolve the conflict, he is engaged in________.A) planningB) organizingC) leadingD) controllingAnswer:CDiff: 2AACSB:Analytical thinking;Application of knowledgeLearning Obj:LO 1.3: Describe the functions, roles, and skills of managers.Classification:Application51) Motivating subordinates is primarily associated with the management function of ________.A) planningB) organizingC)leadingD) directingAnswer:CDiff: 2AACSB:Reflective thinkingLearning Obj:LO 1.3: Describe the functions, roles, and skills of managers.Classification:Concept
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Test Bank for Management, 15th Edition - Page 16 preview image1452) The ________ roles involve collecting, receiving, anddisseminating information, accordingto Mintzberg's managerial roles.A) interpersonalB) informationalC) technicalD) decisionalAnswer:BDiff: 1AACSB:Reflective thinkingLearning Obj:LO 1.3: Describe the functions, roles, and skills of managers.Classification:Concept53) When Fred tells the employees that he is sure they can fulfill the schedule because they aregood and skilled employees, he is performing which of the following management functions?A) ControllingB) LeadingC) NegotiatingD)DelegatingAnswer:BDiff: 3AACSB:Analytical thinking; Application of knowledgeLearning Obj:LO 1.3: Describe the functions, roles, and skills of managers.Classification:Application54) When Brandi is sharing with her team members the information she received at thismorning's production meeting, she is performing the Mintzberg role of ________.A) liaisonB) monitorC) entrepreneurD) disseminatorAnswer:DDiff: 3AACSB:Application of knowledge; Analytical thinkingLearning Obj:LO 1.3: Describe the functions, roles, and skills of managers.Classification:Application55) The process of monitoring, comparing, and correcting is called ________.A) controllingB) planningC) leadingD) evaluatingAnswer:ADiff: 2AACSB:Reflective thinkingLearning Obj:LO 1.3: Describe the functions, roles, and skills of managers.Classification:Concept
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Subject
Business Management
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Management by Stephen P. Robbins, R...

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