《管理学》第一章-管理人员与管理全英文考试题目

Chapter 1 Managers and Management
True/False
1. There is a universally accepted model of a successful manager.
(False; Easy; p. 2)
2. A systematic arrangement of people brought together to accomplish some specific purpose is an
organization.
(True; Easy; p. 3)
3. All organizations develop a systematic structure that defines and limits the behavior of their
members.
(True; Moderate; p. 3)
4. The primary distinction between operatives and managers is that operatives have employees who
report directly to them.
(False; Moderate; p. 3)
5. Operatives direct the activities of other people in the organization.
(False; Moderate; p. 3)
6. Middle managers may have titles such as department head, project leader, unit chief, or district
manager.
(True; Moderate; p. 4)
7. Effectiveness means doing the task right and refers to the relationship between inputs and outputs. (False; Challenging; p. 5)
8. It's easier to be effective if one ignores efficiency.
(True; Moderate; p. 5)
9. An organization can be efficient and yet not effective.
(True; Moderate; p. 6)
10. The four processes of management are completely independent and should be treated as separate
activities.
(False; Easy; p. 6)
11. The organizing component encompasses defining an organization's goals, establishing overall
strategy, and developing plans to integrate and coordinate activities.
(False; Moderate; p. 6)
12. The leading component of management includes directing and coordinating people.
(True; Easy; p. 7)
13. Comparing actual performance with previously set goals is part of controlling.
(True; Easy; p. 7)
14. Fayol derived his original functions of management from his observations of an Irish potato
processing plant.
(False; Challenging; p. 8)
15. Mintzberg found managers were reflective thinkers who carefully and systematically processed
information before making decisions.
(False; Challenging; p. 8)
16. Mintzberg found that managers—regardless of the type of organization or the level in the
organization—perform similar roles.
(True; Easy; p. 8)
17. The Associate Dean is responsible for preparing the schedule of classes for next semester. She
schedules each faculty member's classes at appropriate times as part of her role as "negotiator." (False; Moderate; p. 9; Ex. 1-5)
18. Mintzberg's "figurehead" role includes greeting visitors and signing legal documents.
(True; Moderate; p. 9; Ex. 1-5)
19. Top managers spend a larger percentage of their time on organizing than first-level managers and
middle managers.
(True; Moderate; p. 10; Ex. 1-6)
20. A manager's job differs in profit and not-for-profit organizations.
(False; Easy; p. 10)
21. Profit acts as an unambiguous measure of the effectiveness of a business organization. (True; Moderate; p. 10)
22. Small businesses employ over 75 percent of the private workforce.
(False; Challenging; p. 11)
23. The growth in small businesses is a phenomenon that has been confined in large part to the
United States.
(False; Moderate; p. 11)
24. Compared with a manager in a large organization, a small business manager is more likely to be a
generalist.
(True; Easy; p. 12)
25. While there may be differences in degree and emphasis of functions, the same management
functions apply to owners of small businesses as to the CEO of major corporations.
(True; Challenging; p. 12)
26. Studies that have compared managerial practices between countries have generally supported the
universality of management concepts.
(False; Moderate; p. 12)
27. Political skills are related to the ability to enhance one's position, build a power base, and
establish the right connections.
(True; Moderate; p. 13)
28. The Management Charter Initiative (MCI) was developed in Australia and focuses on what
effective managers know.
(False; Challenging; p. 14)
29. Anthropology helps managers better understand differences in fundamental values, attitudes, and
behavior.
(True; Moderate; p. 18)
30. Philosophy can help us understand the concepts of conflict and power.
(False; Moderate; p. 19)
31. Psychology courses are relevant to managers in terms of understanding motivation, leadership,
and trust.
(True; Easy; p. 20)
Multiple Choice
32. Which of the following does not meet the definition of an organization?
a. everyone who lives in Oakhaven subdivision
b. Enloe High School marching band
c. Midway Baptist Church
d. Betty's Boutique, a small retail store
(a; Moderate; p. 3)
33. An organization must contain all except which of the following characteristics?
a. a purpose
b. people
c. a structure
d. a product
(d; Moderate; p. 3)
34. The distinct purpose of an organization is typically expressed in terms of:
a. a systematic structure.
b. a goal or set of goals.
c. management competencies.
d. its vision statement.
(b; Moderate; p. 3)
35. Operatives can best be described as:
a. those who actually perform the service or produce the product.
b. those who work anonymously behind the scenes.
c. those who set the goals of the organization.
d. those who supervise others.
(a; Moderate; p. 3)
36. The person who sells you a new pair of jeans is known as a(n):
a. middle manager.
b. first-line manager.
c. operative.
d. top manager.
(c; Moderate; p. 4)
37. Which of the following is not true about operatives?
a. They have no responsibility for overseeing the work of others.
b. They work directly on a job or task.
c. They have no more than four employees who report directly to them.
d. A person on an assembly line could be described as an operativ
e.
(c; Challenging; p. 4)
38. Managers primarily perform which of the following tasks?
a. selling
b. stocking merchandise
c. directing the activities of other people
d. ordering merchandise
(c; Moderate; p. 4)
39. _____ are customarily classified as top, middle, or first-line.
a. Supervisors
b. Staff positions
c. Operatives
d. Managers
(d; Easy; p. 4)
40. At Augusta College, the Department Head who oversees activities of the faculty is a(n):
a. first-line manager.
b. middle manager.
c. top manager.
d. operativ
e.
(a; Moderate; p. 4)
41. The managers who work most closely with the operatives are known as
a. top management.
b. middle management.
c. first-line managers.
d. operative managers.
(c; Easy; p. 4)
42. The level of management that translates the goals of the organization into specific plans that can
then be implemented is known as:
a. top management.
b. middle management.
c. first-line managers.
d. operative managers.
(b; Moderate; p. 4)
43. _____ are responsible for making decisions about the direction of the organization and
establishing policies that affect all organizational members.
a. Operatives
b. Top managers
c. Middle managers
d. First-line supervisors
(b; Easy; p. 4)
44. The term "_____" in the definition of management represents the primary activities managers
perform.
a. effective
b. efficient
c. process
d. functions
(c; Easy; p. 5)
45. Performing the task right and considering the relationship between inputs and outputs is known as:
a. effectiveness.
b. goal attainment.
c. efficiency.
d. management characteristics.
(c; Moderate; p. 5)
46. If you get more output for a given input, you have:
a. decreased effectiveness.
b. increased effectiveness.
c. decreased efficiency.
d. increased efficiency.
(d; Moderate; p. 5)
47. Actually doing the right task is known in management as which of the following?
a. effectiveness
b. strategic management
c. efficiency
d. management characteristics
(a; Moderate; p. 5)
48. In an organization, _____ translate(s) into goal attainment.
a. effectiveness
b. efficiency
c. resource minimization
d. managerial functions
(a; Moderate; p. 5)
49. If a college cuts the cost of an education by using mostly part-time faculty and at the same time
fails to adequately educate its students, it can be said to be doing the wrong things well. In other words, the college is:
a. efficient and effective.
b. efficient but not effective.
c. effective but not efficient.
d. neither efficient nor effectiv
e.
(b; Challenging; p. 6)
50. The goal of Dempsey's Dumpsters is to provide trash services to the city of Apex, whose motto is
"The peak of good living." The customers are satisfied with the level of service, but costs at
Dempsey's Dumpsters are double that of their competition. Dempsey's is:
a. efficient and effective.
b. efficient but not effective.
c. effective but not efficient.
d. neither efficient nor effectiv
e.
(c; Challenging; p. 6)
51. Tim's Tire Shop is concerned only with using the least amount of labor possible as it
repairs/replaces the tires of its customers. Its primary goal is:
a. effectiveness.
b. goal attainment.
c. efficiency.
d. management characteristics.
(c; Moderate; p. 6)
52. All of the following are included in the four components of the management process except:
a. planning.
b. organizing.
c. leading.
d. delegating.
(d; Easy; p. 6)
53. In the early part of the twentieth century, a French industrialist by the name of _____ wrote that
managers perform five functions, referred to as the management process.
a. Henri Fayol
b. Henry Mintzberg
c. Max Weber
d. Douglas McGregor
(a; Moderate; p. 6)
54. Defining goals, establishing an overall strategy, and developing a comprehensive hierarchy of
plans is known as which of the following processes of management?
a. planning
b. leading
c. organizing
d. controlling
(a; Moderate; p. 6)
55. Determining the tasks to be accomplished, how the tasks are to be grouped, and who is
responsible for the various tasks is known as which of the following processes of management?
a. planning
b. organizing
c. leading
d. controlling
(b; Moderate; p. 7)
56. When managers motivate employees, direct the activities of others, select the most effective
communication channel, and resolve conflicts, they are performing which of the following
processes of management?
a. controlling
b. organizing
c. leading
d. planning
(c; Moderate; p. 7)
57. The process of monitoring performance, comparing it with goals, and correcting any significant
deviations is known as:
a. planning.
b. organizing.
c. leading.
d. controlling.
(d; Moderate; p. 7)
58. Ann is the CEO of a large manufacturing plant. She has spent her day trying to ensure that the
light bulbs coming off the assembly line light 99.4 percent of the time. She has spent her day
performing the management process of:
a. planning.
b. organizing.
c. leading.
d. controlling.
(d; Moderate; p. 7)
59. John is the CEO of a major hospital. He has spent his day planning the schedules of employees
for the next month. He had to ensure that there was a registered nurse on every shift. He spent his day:
a. planning.
b. organizing.
c. leading.
d. controlling.
(b; Easy; p. 7)
60. Linda has spent the day in a session where the future of her company was discussed. The people
involved were trying to determine what the role of their company was as the 21st century
approaches. Goals were then developed based upon their vision of the company's mission. Linda spent her day on the _____ process.
a. planning
b. organizing
c. leading
d. controlling
(a; Easy; p. 7)
61. _____ studied five chief executives at work and found that managers perform ten different but
highly interrelated roles.
a. Henri Fayol
b. Henry Mintzberg
c. Max Weber
d. Douglas McGregor
(b; Moderate; p. 8)
62. Mintzberg grouped the ten managerial roles into three primary headings. Which of the following
is not one of these headings?
a. interpersonal relationships
b. transfer of information
c. planning
d. decision making
(c; Moderate; p. 8)
63. Mintzberg found that managers' activities were constantly interrupted approximately every _____
minutes.
a. three
b. six
c. nine
d. eleven
(c; Challenging; p. 8)
64. According to Mintzberg, which management category includes the roles of figurehead, leader,
and liaison?
a. interpersonal
b. informational
c. decisional
d. planning
(a; Easy; p. 9; Ex. 1-5)
65. According to Mintzberg, monitor, disseminator, and spokesperson activities are all:
a. interpersonal roles.
b. informational roles.
c. decisional roles.
d. planning roles.
(b; Easy; p. 9; Ex. 1-5)
66. According to Mintzberg, which management role includes entrepreneur, disturbance handler,
resource allocator, and negotiator?
a. interpersonal
b. informational
c. decisional
d. planning
(c; Easy; p. 9; Ex. 1-5)
67. George is representing his company at the local Chamber of Commerce Annual Business
Recognition luncheon. He is performing which managerial role?
a. negotiation
b. monitor
c. figurehead
d. liaison
(c; Easy; p. 9; Ex. 1-5)
68. Susan spends a half hour every morning reading the current periodicals concerned with her
business. She is performing which managerial role?
a. negotiation
b. monitor
c. figurehead
d. liaison
(b; Easy; p. 9; Ex. 1-5)
69. Jose is involved with discussions between employees, management, and the union to which his
employees belong. They are discussing wage issues. Management is interested in keeping the wages at minimum wage. The employees/union want $.50 plus minimum wage. Jose is
performing which managerial role?
a. monitor
b. entrepreneur
c. negotiator
d. organizer
(c; Easy; p. 9; Ex. 1-5)
70. As managers move up the organization, they do more:
a. leading.
b. controlling.
c. direct overseeing.
d. planning.
(d; Moderate; p. 10; Ex. 1-6)
71. Which of the following acts as an unambiguous measure of the effectiveness of a business
organization?
a. efficiency
b. employee satisfaction
c. increased revenues
d. profits
(d; Moderate; p. 10)
72. A business is classified as small if it has fewer than _____ employees.
a. 50
b. 100
c. 250
d. 500
(d; Moderate; p. 11)
73. Which of the following is not a criterion that can be used in determining if a business qualifies as
a small business?
a. profits
b. sales
c. total assets
d. number of employees
(a; Moderate; p. 11)
74. According to the author, small businesses will account for _____ of new job growth in the next
decade.
a. 25%
b. 33%
c. 50%
d. 75%
(c; Challenging; p. 11)
75. Small businesses account for _____ percentage of all non-farm businesses in the United States.
a. 27%
b. 38%
c. 79%
d. 97%
(d; Moderate; p. 11)
76. The small business owner's most important managerial role is which of the following?
a. monitor
b. spokesperson
c. leader
d. negotiator
(b; Moderate; p. 11)
77. Compared to the manager of a large organization, a small business manager is more likely to be a:
a. specialist.
b. figurehead.
c. generalist.
d. information monitor.
(c; Easy; p. 11)
78. Which of the following roles is least important in large firms?
a. resource allocator
b. entrepreneur
c. liaison
d. monitor
(b; Easy; p. 11; Ex. 1-7)
79. Which of the following roles is most important for managers in small firms?
a. disseminator
b. leader
c. spokesperson
d. figurehead
(c; Moderate; p. 11; Ex. 1-7)
80. Which of the following is true about the differences between managers in a large organization
and managers in a small business?
a. A small business manager is more likely to be a generalist.
b. Control in the large business will rely more on direct observation.
c. Planning in a large business is less likely to be a carefully orchestrated ritual.
d. A small business is more likely to be structured and formal.
(a; Easy; p. 12)
81. The universality of management concept typically applies to all except which of the following
countries?
a. United States
b. Chile
c. Canada
d. Australia
(b; Moderate; p. 12)
82. Almost everything managers do requires them to:
a. plan.
b. allocate resources.
c. hold meetings.
d. make decisions.
(d; Moderate; p. 12)
83. Katz developed four critical skills that managers must possess. Which of the following is not one
of those four skills?
a. conceptual
b. interpersonal
c. technical
d. connection
(d; Moderate; p. 13)
84. What skill centers on a manager's mental ability to coordinate all of the organization's interests
and activities?
a. conceptual
b. interpersonal
c. technical
d. political
(a; Moderate; p. 13)
85. The skill that centers on a manager's ability to work with, understand, and motivate other people
is known as _____ skill.
a. conceptual
b. interpersonal
c. technical
d. political
(b; Moderate; p. 13)
86. Which skill centers on a manager's ability to use the tools, procedures, and techniques of a
specialized field?
a. conceptual
b. interpersonal
c. technical
d. political
(c; Moderate; p. 13)
87. The skill that centers on a manager's ability to build a power base and establish the "right"
connections is known as _____ skill.
a. conceptual
b. interpersonal
c. technical
d. political
(d; Moderate; p. 13)
88. Becky has joined an organization which promotes the discussion of current management topics.
The majority of the managers in North Carolina belong to the organization. Which managerial
skill is Becky addressing?
a. conceptual
b. interpersonal
c. technical
d. political
(d; Moderate; p. 13)
89. Angelo is well-known for his skills in using the advanced programming software of the
engineering field. In fact, it was his specialized knowledge that led to his promotion as manager.
Which managerial skill is Angelo demonstrating?
a. conceptual
b. interpersonal
c. technical
d. political
(c; Easy; p. 13)
90. Destiny's strength as a manager lies in her ability to work with people. She is able to work with,
motivate, and lead others easily. Destiny is demonstrating which managerial skill?
a. conceptual
b. interpersonal
c. technical
d. political
(b; Moderate; p. 13)
91. Research has identified six sets of behaviors that explain more than 50% of a manager's
effectiveness. Which of the following is not one of these six sets of behavior?
a. making human resource decisions
b. organizing and coordinating
c. strategic problem solving
d. motivating employees and handling conflicts
(a; Challenging; p. 14)
92. The most recent approach to defining the manager's job focuses on _____, a cluster of related
knowledge, skills, and attitudes related to effective managerial performance.
a. the management skill set
b. management competencies
c. behavioral traits
d. executive activities
(b; Easy; p. 14)
93. One of the most comprehensive competency studies, _____, has come out of the United Kingdom.
a. the Myers Briggs test
b. Mintzberg's managerial roles
c. the management charter initiative
d. Theory Z
(c; Moderate; p. 14)
94. The management charter initiative (MCI) is based on an analysis of management activities and
focuses on:
a. what effective managers know, rather than what they should be able to do.
b what skills efficient managers should have.
c. what education is needed by effective managers.
d. what effective managers should be able to do, rather than on what they know.
(d; Challenging; p. 14)
95. The management charter initiative (MCI) currently has two sets of standards–Management I is for:
a. first-level managers.
b. middle managers.
c. top managers.
d. operatives.
(a; Moderate; p. 14)
96. The annual income of senior managers at large toy manufacturing firms ranges between:
a. $100,000-$200,000.
b. $200,000-$600,000.
c. $225,000-$750,000.
d. $300,000-$1,000,000.
(c; Challenging; p. 16)
97. Most first-line supervisors earn between _____ per year.
a. $20,000 - $35,000
b. $30,000 - $55,000
c. $50,000 - $75,000
d. $70,000 - $85,000
(b; Moderate; p. 16)
98. The average cash compensation in 1998 for top executives at the 392 largest publicly held U.S.
corporations was over:
a. $100,000.
b. $1,000,000.
c. $2,000,000.
d. $2,800,000.
(b; Challenging; p. 16)
99. On average, American executive salaries have increased in the last decade by ___ per year, while
the average worker's salary has increased 3%.
a. about 15%
b. almost 30%
c. more than 40%
d. over 60%
(c; Challenging; p. 16)
100. What do Gimbels, W.T. Grant, and Eastern Airlines have in common?
a. Their CEOs were all educated at Ivy League schools.
b. They overpaid their executives.
c. They are excellently managed organizations.
d. Poor management did them in.
(d; Easy; p. 17)
101. _____ is the study of societies which helps us learn about human beings and their activities.
a. Anthropology
b. Philosophy
c. Political science
d. Psychology
(a; Easy; p. 18)
102. _____ courses inquire into the nature of things, particularly values and ethics.
a. Anthropology
b. Philosophy
c. Political science
d. Psychology
(b; Easy; p. 19)
103. The social science concerned with the allocation and distribution of scarce resources is:
a. accounting.
b. political science.
c. economics.
d. management.
(c; Easy; p. 19)
104. If you are interested in learning about structuring of conflict, allocation of power, and how people manipulate power for individual self interest, you should consider a course in:
a. accounting.
b. political science.
c. economics.
d. psychology.
(b; Easy; p. 19)
105. _____ are standards governing human conduct.
a. Values
b. Responsibilities
c. Management initiatives
d. Ethics
(d; Moderate; p. 19)
106. _____ courses help managers gain a better understanding of motivation, leadership, trust, employee selection, performance appraisals, and training techniques.
a. Psychology
b. Sociology
c. Political science
d. Anthropology
(a; Moderate; p. 20)
107. If you studied _____, you would address the issues of globalization, cultural diversity, gender roles, and family life affecting organizational practices.
a. psychology
b. sociology
c. economics
d. anthropology
(b; Moderate; p. 20)
108. An organization interested in changing demographics that alter customer and employment markets could benefit from topics taught in a _____ course.
a. psychology
b. sociology
c. economics
d. anthropology
(b; Moderate; p. 20)
Scenario-Based Questions
Application of Mintzberg's Management Roles
Suzanne was amazed. She had just spent the day with the CEO of a major manufacturing firm
through a "Visit with a Manager Program" developed by the college she attends. She was
exhausted and wondered how the CEO managed the hectic pace. Suzanne was also amazed by
the number of "hats" that the CEO had worn throughout the day. The day had started with a
general managers' meeting where the latest news concerning the competition had been announced by the CEO. Then Suzanne and the CEO had spent an hour completing a report to be given the
following day to the board of directors. Lunch, where Suzanne had hoped to have time to ask
questions, was an informal meeting with a group of suppliers who were concerned about their
increasing costs. As soon as they had returned to the office, the CEO received a message of a fire in one of the major warehouses. They were immediately off to the location to assess the damage.
Then that evening, there was a formal dinner sponsored by the local Chamber of Commerce
which the CEO had invited Suzanne to attend. Suzanne had declined. She was exhausted. 109. The numerous roles played by the CEO is a demonstration of which of the following?
a. Maslow's Hierarchy
b. Fayol's Management Functions
c. Herzberg's Maintenance Factors
d. Mintzberg's Management Roles
(d; Easy; p. 8)
110. When the CEO was speaking at the manager's meeting, which of the following roles was being performed?
a. figurehead
b. entrepreneur
c. resource allocator
d. disseminator
(d; Moderate; p. 9; Ex. 1-5)
111. The CEO's role at lunch was an example of which of the following roles?
a. monitor
b. negotiator
c. resource allocator
d. disseminator
(b; Moderate; p. 9; Ex. 1-5)
112. Preparing the report for the Board of Directors is an example of which of the following roles?
a. monitor
b. negotiator
c. resource allocator
d. spokesperson
(d; Moderate; p. 9; Ex. 1-5)
113. When the CEO attended the supper held by the Chamber of Commerce, which role was the CEO displaying?
a. monitor
b. negotiator
c. figurehead
d. spokesperson
(c; Easy; p. 9; Ex. 1-5)
Application of Mintzberg's Roles to Size of Organization
John is the CEO of a large manufacturing firm which produces construction equipment. George is the owner and operator of a small business that produces one of the key engine components for John's manufacturing firm. Both are managers; however, George has noticed some differences
between his activities and the activities John performs. George spends much of his time in
outwardly directed activities such as meeting with customers and potential investors. John seems to spend more of his time on activities that are directed internally, such as allocating resources to appropriate departments. George wonders what accounts for this difference, and he goes to a
management consultant for input.
114. The consultant informs George that the most important role of a small business manager is which of the following?
a. monitor
b. disseminator
c. spokesperson
d. negotiator
(c; Moderate; p. 11; Ex. 1-7)
115. The least important role of the manager of a large organization is which of the following?
a. monitor
b. disseminator
c. spokesperson
d. negotiator
(b; Moderate; p. 11; Ex. 1-7)
116. How many employees must work for John's firm?
a. 250
b. 400
c. 450
d. 600+
(d; Challenging; p. 11)
117. The most important role played by John will be which of the following?
a. resource allocator
b. entrepreneur
c. spokesperson
d. negotiator
(a; Moderate; p. 11; Ex. 1-7)
118. The consultant tells George that the major difference between managers of large organizations and small business owners is which of the following?
a. The roles that are played by the managers are different.
b. The manager of a large organization is more likely to be a generalist.
c. The proportion of time spent on each function is different.
d. There is no difference between manager roles.
(c; Challenging; p. 12)
Application of Management Skills
Shawna had spent the day "tagging" her uncle. He was the CEO of a large firm that manufactures cereal and related products. Shawna was a management major at a local college, and one of her class assignments was to interview a business manager. When she approached her uncle about
the assignment, he had told her that he felt she would get a better feel for management if she
would "shadow" him for a day. So, over fall break, she had spent the day with him. He had spent his day dealing with a variety of issues. The first agenda item for the day had been a meeting
with the division manager who was having difficulties meeting his target amount due to his
inability to motivate his employees. Then it had been off to the assembly line floor to inspect a
new procedure for filling cereal boxes. Lunch had been with a group of local CEOs where
everything from the new hiring laws to the latest economic reports had been discussed. After
lunch, Shawna had sat in on a meeting where the five-year strategic plan for the company was
being evaluated. All in all, it had been a day full of information Shawna could use for her class
assignment.
119. Which of the following is not one of the managerial skills that successful managers must possess?
a. political skills
b. interpersonal skills
c. technical skills
d. organizational skills
(d; Easy; p. 13)
120. The meeting with the division manager concerning his inability to motivate his employees is a demonstration of:
a. political skills.
b. interpersonal skills.
c. technical skills.
d. conceptual skills.
(b; Moderate; p. 13)
121. Lunch was an example of which of the following managerial competencies?
a. political skills
b. interpersonal skills
c. technical skills
d. conceptual skills
(a; Moderate; p. 13)。