罗宾斯管理学练习题第一章

Chapter 1 – Introduction to Management and Organizations
True/False Questions
A MANAGER’S DILEMMA
1.Today’s managers are just as likely to be women as they are men T
2.Management affects employee morale but not a company’s financial performance F
1. A ccording to the company profile in “A Manager’s Dilemma,” Steven Siegal’s position is best described
as a middle manager.
False (moderate)
2. The skill most important to Steven Siegal in the boxed profile “A Manager’s Dilemma” is technical skills.
False (moderate)
WHO ARE MANAGERS?
3. In order to be considered a manager, an individual must integrate and coordinate the work of others.
True (moderate)
4. Supervisors and foremen may both be considered first-line managers.
True (moderate)
WHAT IS MANAGEMENT?
5. The four contemporary functions of management are planning, organizing, leading, and controlling.
True (easy)
6. Effectiveness refers to the relationship between inputs and outputs.
False (moderate)
7. Whereas effectiveness is concerned with the means of getting things done, efficiency is concerned with the
ends, or attainment of organizational goals.
False (difficult)
8. According to the text, the goal of efficiency is to minimize resource costs.
True (moderate)
9. Efficiency is often referred to as "doing things right."
True (moderate)
WHAT DO MANAGERS DO?
10. When managers meet organizational goals, they are efficient and effective.
False (difficult)
11. Determining who reports to whom is part of the controlling management function.
False (easy)
12. Directing and motivating are part of the controlling function.
False (moderate)
13. Fayol's management functions and Mintzberg's management roles are basically the same.
14. The roles of figurehead, leader, and liaison are all interpersonal roles.
True (difficult)
15. Disturbance handler is one of Mintzberg's interpersonal roles.
False (difficult)
16. According to Mintzberg’s management roles, the informational role involves receiving, collecting, and
disseminating information.
True (moderate)
17. Mintzberg's resource allocation role is similar to Fayol's planning function.
True (difficult)
18. Resource allocation and disturbance handling are both considered decisional roles.
True (moderate)
19. A finance manager who reads The Wall Street Journal on a regular basis would be performing the
figurehead role.
False (moderate)
20. Katz found managers needed three essential skills: technical, human, and informational.
False (difficult)
21. Technical skills become less important as a manager moves into higher levels of management.
True (moderate)
22. Conceptual skills become less important as a manager moves into top management.
False (easy)
23. Interpersonal skills are described with terms such as abstract situations and visualization.
False (moderate)
24. Coaching and budgeting are skills closely related to the management function of leading.
False (difficult)
25. Budgeting is a skill which is related to both planning and controlling.
True (moderate)
26. Closed systems are not influenced by and do not interact with their environment.
True (moderate)
27. The systems perspective underscores and emphasizes the fact that organizations are different, face
different circumstances, and thus may require different ways of managing.
False (moderate)
28.According to the text, the contingency approach may also be termed the universal approach.
False (moderate)
WHAT IS AN ORGANIZATION?
29. A distinct purpose is important in defining an organization.
True (easy)
30. A nontaxable organization, such as the Boy Scouts, cannot be considered an organization.
Multiple Choice
A MANAGER’S DILEMMA
31. Which of the following best describes Steven Siegal level of management at the CPA firm of
Lipschultz, Levin & Gray?
a.first-line manager
b.middle manager
c.top manager (easy)
d.supervisor
32. The major challenge facing Steven Siegel at the CPA firm of Lipschultz, Levin & Gray is ______________.
a.increasing sales and avoiding bankruptcy
b.keeping professionals excited about work that can be routine and standardized (difficult)
c.increasing the customer loyalty and retention
d.reducing embezzlement of the company’s funds
33. Which of the following best describes Steven Siegal’s role at the CPA firm of Lipschu ltz, Levin
& Gray?
a.leader (moderate)
b.liaison
c.monitor
d.figurehead
e.spokesperson
34. According to the company profile in “A Manager’s Dilemma,” which of the following skills are most
important to Steven Siegal?
a.technical skills
b.accounting skills
c.conceptual skills (moderate)
d.supervisory skills
WHO AR E MANAGERS?
35. _____________ are organizational members who integrate and coordinate the work of others.
a. M anagers (easy)
b. T eam leaders
c. S ubordinates
d. O peratives
e. A gents
36. Which of the following is the lowest level of management?
a. t eam leaders
b. m iddle managers
c. f irst-line managers (easy)
d. t op managers
e. s ubordinates
37. Supervisor is another name for whom?
a. t eam leaders
b. m iddle managers
c. f irst-line managers (moderate)
d. t op managers
e. s ubordinates
38. All levels of management between the supervisory level and the top level of the organization are
termed _____________.
a. m iddle managers. (easy)
b. f irst-line managers.
c. s upervisors.
d. f oremen.
e. c oaches.
39. "Agency head" or "plant manager" is most likely associated with which of the following?
a. t eam leaders
b. middle managers (moderate)
c. f irst-line managers
d. t op managers
e. s ubordinates
40. Of the following, which is the best example of a middle manager in a university work environment?
a. a ssistant professor
b. Dean of Students (moderate)
c. f ull professor
d. p resident
e. p art-time instructor
41. "Division manager" is associated with which of the following levels of management?
a. t eam leaders
b. middle managers (moderate)
c. f irst-line managers
d. t op managers
e. s ubordinates
42. Typically, in organizations it is the _____________ who are responsible for making organizational
decisions and setting policies and strategies that affect all aspects of the organization.
a. t eam leaders
b. m iddle managers
c. f irst-line managers
d. top managers (easy)
e. s ubordinates
43. "Executive vice president, president, managing director, chief operating officer, chief executive officer,
o r chairman of the board” are positions associated with which of the following levels of management?
a. t eam leaders
b. m iddle managers
c. f irst-line managers
d. top managers (easy)
e. s ubordinates
WHAT IS MANAGEMENT?
44. _____________ is the process of getting activities completed efficiently and effectively with and
through other people.
a. L eading
b. Management (easy)
c. S upervision
d. C ontrolling
e. M anipulating
45. _____________ distinguishes a managerial position from a nonmanagerial one.
a. M anipulating others
b. C oncern for the law
c. I ncreasing efficiency
d. Coordinating and integrating others' work (moderate)
e. D efining market share
46. Management is concerned that activities should be completed _____________.
a. e ffectively.
b. e fficiently.
c. e fficiently and effectively. (easy)
d. b y the lowest-level employee who can accomplish the task.
e. a t the lowest possible cost.
47. Efficiency refers to _____________.
a. t he relationship between inputs and outputs. (moderate)
b. t he additive relationship between cost and benefits.
c. t he exponential nature of cost and outputs.
d. i ncreasing outputs regardless of cost.
e. l owering cost to save money and lowering outputs.
48. The goal of _____________ is to minimize resource costs.
a. e fficiency (moderate)
b. e ffectiveness
c. b udgeting
d. p lanning
e. c oordinating
49. An automobile manufacturer that increased the total number of cars produced at the same cost, but with many defects, would be _____________.
a. e fficient and effective.
b. increasing efficiency. (difficult)
c. i ncreasing effectiveness.
d. c oncerned with inputs.
e. c oncerned with outputs.
50. Effectiveness is synonymous with _____________.
a. c ost minimization.
b. r esource control.
c. g oal attainment. (difficult)
d. e fficiency.
e. l eading.
51. Whereas _____________ is concerned with the means of getting things done, _____________ is concerned with the ends, or attainment of organizational goals.
a.effectiveness; efficiency
b.efficiency; effectiveness (difficult)
c.effectiveness; goal attainment
d.goal attainment; efficiency
WHAT DO MANAGERS DO?
52. _____________ was a French industrialist who identified basic management functions.
a. W eber
b. T aylor
c. H erzberg
d. Fayol (moderate)
e. K oontz
53. Writing an organizational strategic plan is an example of which of the management functions?
a. l eading
b. c oordinating
c. p lanning (difficult)
d. o rganizing
e. c ontrolling
54. Organizing includes _____________.
a. d efining organizational goals.
b. h iring organizational members.
c. m otivating organizational members.
d. m onitoring organizational member behavior.
e. d etermining who does what tasks. (moderate)
55. A manager resolving conflict among organizational members is performing what function?
a. c ontrolling
b. c ommanding
c. d irecting
d. leading (difficult)
e. c oordinating
56. Mentoring is primarily associated with the management function of _____________.
a. p lanning.
b. o rganizing.
c. l eading. (difficult)
d. c ontrolling.
e. s ystems analysis.
57. The process of monitoring, comparing, and correcting is called _____________.
a. c ontrolling. (moderate)
b. c oordinating.
c. l eading.
d. o rganizing.
e. d irecting.
58. The _____________ is the set of ongoing decisions and work activities in which managers
engage as they plan, organize, lead, and control.
a.management process (moderate)
b.environmental process
c.cultural process
d.segmentation process
59. Mintzberg's ten management roles can be grouped into _____________.
a.interpersonal relationships, information transfer, and decision-making. (difficult)
b. i nterpersonal relationships, leadership, and decision-making.
c. l eadership, decision-making, and planning.
d. i nformation transfer, decision-making, and resource allocation.
e. r esource allocation, leadership, and planning.
60. According to Mintzberg’s management roles, the _____________ are roles that involve people and other
duties that are ceremonial and symbolic in nature.
rmational
b.interpersonal (easy)
c.technical
d.decisional
61. Which of the following is NOT an example of an interpersonal role according to Mintzberg?
a.figurehead
b.leader
c.liaison
d.spokesperson (difficult)
62. According to Mintzberg’s management roles, the ______________ involve receiving, collecting,and
disseminating information.
rmational (moderate)
b.interpersonal
c.technical
d.decisional
63. All of the following are examples of informational roles according to Mintzberg EXCEPT:
a.liaison (difficult)
b.monitor
c.disseminator
d.spokesperson
64. Which of the following is NOT an example of a decisional role according to Mintzberg?
a.spokesperson (moderate)
b.entrepreneur
c.disturbance handler
d.resource allocator
e.negotiator
65. A human resource manager attending a local Society for Human Resource Management meeting would
be functioning in which role?
a. i nformational
b. l eader
c. l iaison (moderate)
d. d isseminator
e. a ssociational
66. A finance manager who reads The Wall Street Journal on a regular basis would be performing which
role?
a. f igurehead
b. monitor (moderate)
c. d isseminator
d. i nterpersonal
67. Which of the following best describes a manager performing in the negotiator role?
a. a llocating human resources
b. t aking corrective action to unforeseen problems
c. h iring and motivating employees
d. t ransmitting information to organizational members
e. p articipating in union contract negotiations (moderate)
68. The emphasis that managers give to various roles seems to be based on their _____________.
a. o rganizational level. (easy)
b. t enure with the organization.
c. e xperience in their fiel
d.
d. p ersonality.
e. i nterpersonal skill level.
69. According to the text, all of the following are managerial roles more important at the higher levels of the
organization EXCEPT:
a.leader (difficult)
b.disseminator
c.figurehead
d.negotiator
e.liaison
70. The _____________ role is more important for lower-level managers than it is for either middle- or
top-level managers.
a. l eader (difficult)
b. e ntrepreneur
c. s pokesperson
d. d isseminator
e. n egotiator
71. Many of Mintzberg's roles align with the basic functions of management. For example, the
_____________ role is a part of planning.
a. f igurehead
b. l eader
c. l iaison
d. resource allocation (moderate)
e. s pokesperson
72. Many of Mintzberg's roles align with the basic functions of management. For example, all three
interpersonal roles are part of the _____________ function.
a. l eading (moderate)
b. p lanning
c. o rganizing
d. c ontrolling
e. c ommanding
73. The three essential managerial skills put forth by Katz include _____________.
a. t echnical, human, and empirical.
b. h uman, empirical, and conceptual.
c. t echnical, interpersonal, and controlling.
d. technical, human, and conceptual. (moderate)
e. i nterpersonal, technical, and functional.
74. According to the text, _____________ include knowledge of and proficiency in a certain specialized field,
such as engineering, computers, accounting, or manufacturing.
a.technical skills (easy)
b.human skills
c.conceptual skills
d.empirical skills
75. Which of the following skills are more important at lower levels of management since these managers are
dealing directly with employees doing the organization’s work?
a.human skills
b.technical skills (easy)
c.conceptual skills
d.empirical skills
76. Understanding building codes would be considered a _____________ skill for a building contractor.
a. h uman
b. technical (easy)
c. c onceptual
d. e mpirical
e. f unctional
77. Which of the following is true concerning technical and managerial skills?
a. Human skills and technical skills remain equally important as managers move to higher levels.
b. Technical-skill needs remain necessary and human skills decrease as managers move to higher levels.
c. Human skills remain necessary and technical-skill needs decrease as managers move to higher levels.
(difficult)
d. Both human-skill and technical-skill needs decrease as managers move to higher levels.
e. Both human-skill and technical-skill needs increase as managers move to higher levels.
78. According to the text, _____________ involve the ability to work well with other people both individually
and in a group.
a. h uman (easy)
b. t echnical
c. c onceptual
d. e mpirical
79. Which of the following skills are mentioned in the text as being equally important at all levels of
management?
a. h uman (easy)
b. t echnical
c. c onceptual
d. e mpirical
80. Which of the following types of skills is described with terms such as abstract situations and
visualization?
a. i nterpersonal
b. h uman
c. t echnical
d. s trategic
e. c onceptual (difficult)
81. Which of the following phrases is best associated with managerial conceptual skills?
a. d ecision-making (easy)
b. c ommunicating with customers
c. m otivating subordinates
d. p roduct knowledge
e. t echnical skills
82. As managers move up in organizations, they tend to need more _____________.
a. conceptual skills. (moderate)
b. technical skills.
c. human skills.
d. supervision.
e. budgeting skills.
83. A(n) _____________ is a set of interrelated and interdependent parts arranged in a manner that produces a unified whole.
a.concept
b.system (moderate)
c.skill
anization
e.team
84. According to the text, _____________ are not influenced by and do not interact with
their environment.
a.open systems
b.closed systems (easy)
c.flextime systems
d.reverse systems
e.forward systems
85. Which of the following best describes an open systems approach?
a. A set of unrelated parts that individually interact with the environment.
b. I nterdependent parts that do not interact with the environment.
c. R elated parts in a static relationship with the environment.
d. Interdependent parts in a dynamic relationship with the environment. (difficult)
e. I nterrelated and interdependent parts that maintain equilibrium.
86. In the systems approach, an example of inputs would be which of the following?
a. i nformation (easy)
b. t echnology
c. m anagement activities
d. e mployee job satisfaction
e. p rofits
87. The job of a manager in the systems approach is _____________.
a. t o control the environment.
b. to ensure that the parts of an organization work together. (moderate)
c. t o constantly interact with the environment.
d. t o effectively control the transformation process.
e. t o limit inputs and enhance outputs.
88. The _____________ view of a manager's job implies that decisions and actions taken in one
organizational area will impact other areas.
a. systems (moderate)
b. c ontingency
c. c onceptual
d. f unctional
e. e nvironmental
89. The contingency approach may also be termed the _____________ approach.
a. s ystems
b. situational (easy)
c. u niversal
d. t raditional
e. f unctional
90. Which of the following would be suggested based on the contingency approach?
a. Solve problems by adhering to a consistent, singular approach.
b.Select the management philosophy that best fits your organization, and apply it consistently to all
situations.
c. The best management approach depends on top-management preference.
d. Change your management approach depending on the issue at hand. (difficult)
e. Always have one primary and one secondary management approach.
91. The primary value of the _____________ approach is that it stresses that there are no simplistic or
universal rules for managers to follow in doing their jobs.
a. s ystems
b. t raditional
c. c ontingency (moderate)
d. f unctional
e. c ommand-and-control
WHAT IS AN ORGANIZATION?
92. An organization is _____________.
a. the physical location where people work.
b. a collection of individuals working for the same company.
c. a deliberate arrangement of people to accomplish some specific purpose. (moderate)
d. a group of individuals focused on profit-making for their shareholders.
e. different from a "company" because of legal definitions.
93. Which of the following is not a characteristic of an organization?
a. setting a goal or goals
b. being composed of people
c. having a distinct purpose
d. encouraging employee free-time activities (moderate)
e. developing a deliberate structure
94. One of the common characteristics of all organizations, _____________ , is typically expressed in
terms of its goals.
a. i ts people
b. i ts goals
c. i ts systematic structure
d. its purpose (moderate)
e. n orms
95. One of the common characteristics of all organizations, _____________ , clarifies members' work
relationships.
a. i ts people
b. i ts goals
c. i ts deliberate structure (moderate)
d. i ts purpose
e. n orms
96. Which of the following is not a characteristic of contemporary organizations?
a. c learly identifiable work units (difficult)
b. f lexible work arrangements
c. e mployee work teams
d. o pen communication
e. s upplier alliances
WHY STUDY MANAGEMENT?
97. Which of the following best describes the concept that management is needed in all
types and sizes of organizations, at all organizational levels and in all organizational work areas, and in all organizations, no matter what country they’re located in?
a.the partiality of management
b.the segmentation of management
c.the universality of management (moderate)
d.the cultures of management
MANAGING YOUR CAREER
98. According to the boxed profile, “Managing Your Career,” the U.S. Bureau of Labor Statistics estimates
______________ growth in all executive, administrative, and managerial jobs through the year 2008.
a.1% to 9%
b.10% to 20% (difficult)
c.25% to 35%
d.45% to 65%
e.more than 70%
99. According to the boxed profile, “Managing Your Career,” which of the following fields is it expected that
growth in executive, administrative, and managerial jobs will occur?
a.manufacturing
rge organizations
c.health care services (moderate)
w enforcement
100. All of the following are mentioned in the boxed profile, “Managing Your Career,” as areas in which the demand for managers will be high EXCEPT:
a.small-sized organizations
b.traditional manufacturing (moderate)
c.medium-sized organizations
d.health care services
Scenarios and Questions
WHO ARE MANAGERS?
Managerial Basic Training (Scenario)
Imagine that your marketing company has just merged with a manufacturing organization. You have been asked to help provide some "basic" managerial training to the engineers in the research and development unit of the new sister company. Your boss has asked to see an overview of materials that you will be providing the engineers to make sure you are covering the necessary materials.
101. Now that both companies are merged and are a systematic arrangement of people set to accomplish a specific purpose they could be described as a(n) _____________.
a. business unit.
b. multinational company.
c. organization. (easy)
d. holding company.
e. cross-functional work group.
102. People in the newly merged company who work on direct tasks but do not supervise people are referred to as _____________.
a. operatives. (moderate)
b. f irst-line supervisors.
c. m anagers.
d. e ntrepreneurs.
e. p roject-oriented employees.
103. One of the first things the engineers need to learn is that _____________ are the people who direct the activities of others in an organization.
a. d irectors
b. managers (moderate)
c. s ubordinates
d. l ine workers
e. s taff
104. Another fact about managing that engineers need to learn is that supervisors may frequently be referred to as _____________.
a. middle manager.
b. top manager.
c. project leader.
d. first-line manager. (moderate)
e. unit chie
f.
105. Finally, the engineers need to learn that department head, project leader, and plant manager, are all potential titles for _____________.
a. division managers.
b. deans.
c. agency heads.
d. CEOs.
e. middle managers. (moderate)
The Perfect Manager (Scenario)
Brenda Kelly has proven herself to be an able manager. Her section has a high project completion rate with the highest quality product and the lowest defects in her division. In addition, she does it with fewer full-time people than other managers. Some say that the secret of her success is in her ability to delegate responsibility and her understanding of the basic "management functions."
106. Brenda's ability to get activities completed efficiently and effectively with and through other people is known as _____________.
a. management. (moderate)
b. s upervision.
c. c oercion.
d. d elegation.
e. t op-down communication.
107. Brenda's ability to get the same amount of product completed with fewer people is a reflection of her _____________.
a. e ffectiveness.
b. p rocess skills.
c. l eadership.
d. m anagement.
e. efficiency. (moderate)
108. Getting her projects completed is an indication of Brenda's _____________ as a manager.
a. l eadership
b. effectiveness (moderate)
c. e fficiency
d. a ttention to detail
e. t otal quality management style
109. If Brenda accomplished her project on time with high-quality results, but she took more time than other managers to complete it, you could say that as a manager she was _____________.
a. efficient, but not effective.
b. a leader, but not a top manager.
c. project oriented, but not effective.
d. effective, but not efficient. (moderate)
e. profitable, but not quality driven.
110. The "management functions" exemplified by Brenda include all but which of the following?
a. p lanning
b. c ontrolling
c. o rganizing
d. l eading
e. d elegating (moderate)
The Busy Day (Scenario)
Don Eskew, plant manager at Control Systems, Inc., sighed as he sipped his first cup of coffee at 5 a.m. and read his agenda for the day. He is giving two company tours in the morning; the first to a newspaper reporter who is writing a story on the new plant expansion and has several questions, and the second to a group of Control Systems, Inc., managers from the east coast. He then has a meeting with unit manager, Phil Johnson, to discuss Phil's recent drop in performance (a task he always hates). Next, he is spending a couple of hours reviewing the trade journals he receives from his high-tech association and writing up a brief synopsis for his presentation next week to the Division President. Finally, in late afternoon, he will be reviewing the new equipment malfunction and deciding whether to bring in extra people to get the equipment running as soon as possible. Whew! Just another day in the glamorous life of a manager.
111. Together, all of these behaviors performed by Don during his busy day correspond to the management roles discovered in the late 1960s by which of the following management scientists?
a. H erzberg
b. S kinner
c. M intzberg (easy)
d. F ayol
e. M aslow
112. When Don was conducting the tour for the east coast managers, he was operating in which of the management roles?
a. l eader
b. l iaison
c. m onitor
d. figurehead (difficult)
e. e valuator
113. When Don was meeting with Phil to discuss his performance concerns, he was operating in which management role?
a. l eader (difficult)
b. f igurehead
c. m onitor
d. d isturbance handler
e. s pokesperson
114. What role was Don performing when he gave the plant tour to the newspaper reporter?
a. m onitor
b. f igurehead
c. d isseminator
d. spokesperson (difficult)
e. r esource allocator
115. When Don was reviewing the new equipment malfunction, what management role was he playing when deciding whether to bring in extra people?
a. m onitor
b. d isseminator
c. r esource allocator (moderate)
d. d isturbance handler
e. f igurehead
A Trucking Dilemma (Scenario)
Natalie Hunter, Vice President of New Product Development for Mainline Trucking, has some decisions to make. The company, which manufactures long-haul trucking platforms and accessories, is trying to decide if it should proceed in designing a new accessory which increases the efficiency of truck loading and unloading. She knows the new accessory fits well with the corporate strategy, will position them competitively within the industry, and she feels she has done a good job of selling it to other management. With her engineering training and experience she also knows the product is reasonably easy to lay out and probably cost effective. However, a major problem lies with the line workers, who are Teamsters. The new product will reduce manpower needs and is unpopular. She has always had a good relationship with her workers, but she knows they are highly suspicious. She also knows the new project will not work without their cooperation. She gazed out her window and struggled with how to best handle this situation.
116. Based on Katz's managerial skills, when Natalie knew that the new product fit within their corporate strategy she was utilizing what type of skill?
a. l eadership
b. t echnical
c. c onceptual (moderate)
d. p lanning
e. h uman
117. Natalie's reliance on her engineering background to estimate the project's potential refers to what type of managerial skill?
a. p lanning
b. technical(easy)
c. h uman
d. l eadership
e. c onceptual
118. If Natalie were a first-line supervisor, instead of a vice president, which of the skills would she probably be using to deal with this situation?
a. p lanning
b. c onceptual
c. l eadership (difficult)
d. t echnical
e. h uman
119. If Natalie decides to hold forums and talk with the Teamsters to try and lower their resistance to the project, she would be using what skill?
a. t echnical
b. l eadership
c. c onceptual
d. human (easy)
e. p lanning
120. Natalie's ability to sell the project to other managers was a function of which of her managerial skills?
a. c onceptual
b. p lanning
c. l eadership
d. t echnical
e. h uman (easy)。