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Exercise For Chapter 1

This document provides an exercise with true/false and multiple choice questions about management functions. It tests understanding of key concepts like the four primary functions of management (planning, organizing, leading, controlling), efficiency, effectiveness, and roles of managers. Students are asked to read the questions and answers accordingly.

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Mizan Sezwan
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0% found this document useful (0 votes)
57 views7 pages

Exercise For Chapter 1

This document provides an exercise with true/false and multiple choice questions about management functions. It tests understanding of key concepts like the four primary functions of management (planning, organizing, leading, controlling), efficiency, effectiveness, and roles of managers. Students are asked to read the questions and answers accordingly.

Uploaded by

Mizan Sezwan
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Exercise for chapter 1

Read and answer all questions accordingly.

PART A : TRUE OR FALSE

1. Using the fewest inputs to generate a given output is called effectiveness.


2. Effectiveness is achieved when the organization achieves appropriate goals.
3. An organization is a group of individuals who work together toward common goals.
4. Efficiency is defined as pursuing the appropriate goals or doing the right things.
5. The four major functions of management are planning, leading, organizing, and controlling.
6. Small companies, such as family owned businesses do not need to use all four functions of
management.
7. Planning includes setting goals and defining the actions necessary to achieve those goal
considering the situation.
8. Before planning can take place, the situation must be analyzed and understood.
9. Organizing involves determining the tasks to be done, who will do them, and how those tasks will be
managed and coordinated.
10. Organizing involves setting goals and defining the actions necessary to achieve those goals.
11. Organizing includes structuring the organization to achieve its mission and organizational goals
while being responsive to the external environment.
12. Effective leaders have vision, are able to share that vision with employees, and empower and
influence their employees to make the vision a reality.
13. Leading includes motivating and directing the members of the organization so that they contribute to
the achievement of the goals of the organization.
14. Leading effectively produces financial results for a company
15. Controlling is the process of administering and coordinating resources effectively and efficiently in
an effort to achieve the organization's goals
16. Control is an important function in the managerial process because it provides a method for ensuring
that the organization is moving toward the achievement of its goals
17. Control includes monitoring performance, identifying deviations between planned and actual results,
and taking corrective actions if necessary.
18. Role refers to the behavior that is expected in a particular situation.
19. The interpersonal roles assumed by managers are figurehead, leader, and monitor.
20. When Albert Zimmerman, the CEO of Allstar Appliances, performs duties on behalf of his firm that
are primarily ceremonial in nature, he is performing an interpersonal role as a manager.
21. Frederick Winslow Taylor, using Scientific Management, believed that money was the way to
motivate workers to their fullest capabilities
22. Suppose you work for a firm that uses time-and-motion studies to determine the most efficient way
to perform tasks. You would be benefiting from some of the early research in this area done by
Frank Gilbreth.
23. Frank Gilbreth identified seventeen work elements (such as lifting and grasping) and called them
therbligs.
24. Henri Fayol was the first to recognize that successful managers had to understand the basis
managerial functions of planning, leading, organizing, and controlling.
25. Chester Bernard developed a theory of authority and believed that authority flows from the ability of
subordinates to accept or reject an order.
26. Mary Parker Follett concluded that coordination was a key to effective management
27. Charismatic authority is based upon a set of impersonal rules and regulations that apply to all
employees.
28. Traditional authority is based upon a set of impersonal rules and regulations that apply to all
employees
29. The bureaucratic management perspective stresses impersonality and technical competence in the
selection and promotion of employees.
30. Douglas McGregor is identified with theory Z management

PART B : MULTIPLE CHOICE

1. The process of administering and coordinating resources effectively, efficiently, and in an effort to
achieve the goals of the organization is called
planning.
administration.
controlling.
management.
directing.

2. The "art of getting things done" through other people was Mary Parker Follett's classic definition of
a. organizing.
b. management.
c. planning.
d. controlling.
e. administration.
3. Management is defined as the process of administering and coordinating resources effectively and
efficiently in an effort to achieve the __________ of the organization.
a. operational plan
b. proper administration
c. control
d. goals
e. rules

4. Management is defined as
a. the process of administering and coordinating resources effectively and efficiently and
in an effort to achieve the goals of the organization.
b. the forces acting on or within a person that cause the person to behave in a specific,
goal-directed manner.
c. a process in which one person or group transmits some type of information to another
person or group.
d. the system of shared beliefs and values that develops within an organization.
e. the interaction between business and society.

5. Using the fewest inputs to generate a given output is called


a. efficiency.
b. control.
c. goal attainment.
d. effectiveness.
e. planning.

6. __________ is defined as using the fewest inputs to generate a given output.


a. Planning
b. Effectiveness
c. Control
d. Efficiency
e. Goal attainment

7. Managers who train their workers to use the fewest inputs to generate a given level of output are
focusing on
a. efficiency.
b. effectiveness.
c. directing.
d. controlling.
e. strategic planning.

8. Downtown Delivery is a small courier firm employing between five and seven drivers who make
pick-ups and deliveries seven days a week. Its owner and founder, Tony Licciardi, is concerned with
fluctuating fuel prices and decides to purchase cars for his fleet that each exceed 35 miles per gallon.
The best means to characterize Tony's decision would be which of the following basic management
terms?
a. controlling
b. directing
c. strategic planning
d. efficiency
e. effectiveness
9. Airlines such as Continental, United, and Delta operate with very narrow profit margins. As a result,
these companies try hard to use the fewest inputs (jet fuel, maintenance hours, ticket agents etc.) to
generate a given output. This information tells us that __________ is a critical managerial issue at
major airlines.
a. effectiveness
b. proficiency
c. potency
d. efficiency
e. goal setting
10. Originally, Southwest Airlines limited its aircraft purchases to Boeing 737s so that they would have
to stock parts for only one type of aircraft, and their mechanics, pilots, and service personnel would
have to learn only one type of aircraft. This is an example of
a. effectiveness.
b. efficiency.
c. organizing.
d. leading.
e. goal setting.

11. Achieving the appropriate goals by "doing the right thing" is referred to as
a. planning.
b. effectiveness.
c. goal attainment.
d. control.
e. efficiency.

12. After receiving several complaints from customers regarding the slow service in his restaurant,
Jonathan hired two new servers and an additional kitchen worker. The food preparation has
improved and the customers receive much better service than before. With his new hires, Jonathan
has improved the __________ of his restaurant.
a. effectiveness
b. efficiency
c. performance
d. proficiency
e. control

13. An organization is a group of individuals who work together


a. to maximize shareholder wealth.
b. to generate the most profit.
c. to become more efficient.
d. to reduce costs.
e. toward common goals.
14. The four major functions associated with the process of management are
a. planning, organizing, coordinating, and controlling.
b. planning, leading, controlling, and motivating.
c. planning, organizing, informing, and controlling.
d. planning, informing, leading, and controlling.
e. planning, leading, organizing, and controlling.

15. As a food and beverage controller for an exclusive hotel, Ron Pitisci regularly meets with various
chefs and food preparers. By meeting face-to-face with these individuals, Ron hopes to ensure that
the foods and beverages he orders from various suppliers will meet the expectations of the chefs.
After the meetings, Ron must make many decisions regarding suppliers from whom to order. At this
stage, Ron is most concerned with which of the management functions?
a. planning
b. leading
c. administering
d. motivating
e. supervising

16. The student government president at your college must often determine what projects/programs the
association would like to accomplish during his/her administration. The president must then decide
who will do these tasks and how they will be managed and coordinated. The president in this
situation is practicing which of the following functions of management?
a. organizing
b. informing
c. administering
d. budgeting
e. Supervising

17. According to Mintzberg, managerial behavior falls into three categories of roles:
a. interpersonal, staffing, and decisional
b. interpersonal, informational, and decisional
c. staffing, informational, and decisional
d. controlling, informational, and decisional
e. interpersonal, controlling, and decisional

18. When organizations break ground for new facilities, the CEO of the organization is often present to
participate in the ribbon-cutting ceremony. On these occasions, the CEO is performing a/an
__________ role for his company.
a. contractual
b. routine
c. decisional
d. informational
e. interpersonal

19. Jeri regularly asks her workers to report problems with their equipment, which she tracks to
determine the effectiveness of the equipment. Jeri is performing a __________ role.
a. monitor
b. liaison
c. spokesperson
d. resource allocator
e. disturbance handler

20. Bill managers the customer service desk at Sears. At least once or twice every day he must help one
of his workers deal with an annoying, unhappy customer. In dealing with the unhappy customer, Bill
is performing his
a. liaison role.
b. spokesperson role.
c. negotiator role.
d. monitor role.
e. disturbance handler role.

21. Which of the following is not a characteristic of a functional manager?


a. having training similar to the people whom they manage
b. managing people who perform highly diverse tasks
c. having technical skills that are strong
d. typically being promoted from within the ranks of the work group
e. having backgrounds similar to the people whom they manage

22. In general, there are three distinct levels of managers. These are
a. junior, middle, and top.
b. first-line, middle, and top.
c. first-line, middle, and horizontal.
d. low, middle, and super.
e. first-line, intermediate, and fourth.
23. Which skill type is the most important for first-line managers?
a. human
b. technical
c. conceptual
d. developmental
e. Mechanical

24. When sales representatives from Jameson Software, a company which produces software used by
customer service representatives, pitch their product, they prefer to make their presentations to
__________ as these managers have the __________ skills necessary to understand their product.
a. first-line managers, conceptual
b. middle managers, conceptual
c. top managers, conceptual
d. first-line managers, technical
e. middle managers, human

25. As an assistant manager at McDonald’s, Mark manages several part-time teenage workers. Mark
uses his __________ skills to plan their weekly schedules. His __________ skills are used when
interacting with these workers and customers; and, his __________ skills are used to manage the
kitchen and service area during his shift.
a. conceptual, human, technical
b. technical, human, technical
c. administrative, human, technical
d. conceptual, interactive, decision
e. administrative, interactive, conceptual

26. In his job, Paul Ashland spends a considerable amount of time planning and allocating resources,
coordinating interdependent groups, and managing group performance. Based on this description,
we can conclude that Paul is most likely a __________ manager in his organization.
a. first-line
b. departmental
c. middle
d. cross-functional
e. top

27. The classical perspective consists of three main subfields:


a. scientific management, administrative management, and bureaucratic management.
b. systems analysis, contingency theory, and Theory Z.
c. quantitative management, administrative management, and the Hawthorne effect.
d. bureaucratic management, contingency theory, and the Hawthorne effect.
e. administrative management, Theory Z, and scientific Management.

28. Which of the following correctly matches the management scholar with the theory that he or she is
most closely identified with?
a. administrative management-Elton Mayo
b. scientific management-Elton Mayo
c. contingency theory-Lillian Gilbreth
d. bureaucratic management-Frederick Taylor
e. administrative management-Henri Fayol
29. Weber's theory of bureaucratic management included all of the following characteristics except
a. division of labor.
b. hierarchy of authority.
c. rules and procedures.
d. individualism.
e. employee selection and promotion

30. Two managers in an organization are in similar positions and at the same level in an organization.
However one manager seems to have much more influence over subordinates than does the other
because s/he has "something special" with which people can relate. This represents
a. contingency theory.
b. charismatic authority.
c. open systems.
d. traditional authority.
e. rational-legal chain of command.

~~~end~~~

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