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1-2
7. At a recent staff meeting, Jim was praised by his CEO for always choosing the right goals to
pursue. The quality that Jim displays here is efficiency.
True False
8. Managers affect society directly with their decisions regarding the use of resources.
True False
9. Management teaches people not yet in positions of authority how to lead coworkers, solve
conflicts between them, achieve team goals, and thus increase performance.
True False
10. The essential tasks of management include planning, organizing, leading, and controlling.
True False
11. Leading is the process that mangers use to select the goals for the organization.
True False
12. As a part of planning, managers establish accurate measuring and monitoring systems to evaluate
how well the organization has achieved its goals.
True False
13. Strategies are a cluster of decisions concerning what organizational goals to pursue, what actions
to take, and how to use resources to achieve these goals.
True False
14. Planning strategies is a simple and straightforward process, since it is done under circumstances
when the result is known and assured.
True False
15. A low-cost strategy allows an organization to attract customers by selling goods of inferior quality
at a very low price.
True False
16. Categorizing people according to their salary into various departments of an organization is known
as organizing.
True False

1-3
17. During the planning process, managers lay out the lines of authority and responsibility between
different individuals and groups.
True False
18. Managers engaged in the controlling function of management energize their employees and
ensure they understand their role in achieving organizational goals.
True False
19. An outcome of the controlling function should be the ability to measure the organization's
performance accurately.
True False
20. First-line managers are responsible for the daily supervision of the nonmanagerial employees who
perform the specific activities necessary to produce goods and services.
True False
21. First-line managers typically supervise middle managers.
True False
22. Top managers are responsible for the performance of all departments.
True False
23. The importance of planning, organizing, leading, and controlling remains the same irrespective of
a manager’s position in the managerial hierarchy.
True False
24. The amount of time that managers spend planning and organizing resources decreases as they
ascend the hierarchy within the organization.
True False
25. The lower a manager's position is in the organization's hierarchy, the lesser time she spends in
leading and controlling the first-line managers of the organization.
True False
26. The ability to distinguish between the cause and the effect of a problem in an organization is an
important part of the technical skills of a manager.
True False

1-4
27. Top managers require the least conceptual skills because their primary responsibilities are
planning and organizing.
True False
28. Human skills are innate and cannot be learned.
True False
29. The job-specific skills required to perform a particular type of work or occupation at a high level
are called conceptual skills.
True False
30. The array of technical skills managers need depends on their position in their organizations.
True False
31. An organization's competitive advantage does not derive from departmental skills.
True False
32. Despite global competition and advances in information technology, the tasks and responsibilities
of managers have undergone little change in recent years.
True False
33. Restructuring cannot be accomplished by reducing levels in the hierarchy.
True False
34. First-line managers are unlikely to be affected by restructuring.
True False
35. Modern IT’s ability to improve efficiency has decreased the incidence of downsizing in recent
years.
True False
36. Restructuring boosts the morale of employees.
True False
37. Outsourcing hinders the development of new products.
True False

1-5
38. Empowering employees can lead to so many kinds of performance gains that organizations often
use their reward systems to promote empowerment.
True False
39. IT cannot be used to empower employees as it decreases the scope of their job responsibilities.
True False
40. Employees involved in total quality management (TQM) are responsible for finding new and better
ways to perform their jobs.
True False
Multiple Choice Questions
41. A(n) _____ is a collection of people who work together and coordinate their actions to achieve a
wide variety of goals.
A. control group
B. talent pool
C. organization
D. focus group
E. quality circle
42. _____ is a measure of how efficiently and effectively managers use available resources to satisfy
customers and achieve organizational goals.
A. Organizational input
B. Diversification
C. Organizational performance
D. Product development
E. Differentiation

1-6
43. Which of the following is true of organizational performance?
A. It increases with an increase in efficiency and effectiveness.
B. It increases with a decrease in efficiency and effectiveness.
C. It remains unchanged with a decrease in efficiency and effectiveness.
D. It decreases with an increase in efficiency and effectiveness.
E. It remains unchanged with an increase in efficiency and effectiveness.
44. The measure of how productively an organization uses its resources to achieve a goal is known as
_____.
A. effectiveness
B. product differentiation
C. efficiency
D. empowerment
E. product development
45. The measure of the appropriateness of the goals selected by management for the organization
and the degree to which the organization accomplishes these goals is known as _____.
A. efficiency
B. task management
C. effectiveness
D. diversification
E. differentiation
46. Oceania Unlimited Inc. is a tourism agency that offers special holiday packages in the Pacific
region. Every year, as an incentive, the most efficient and effective manager in the network gets
an all-expenses-paid trip to one of Oceania’s islands. Which of the following managers is most
likely to meet these requirements?
A. Nico, who chooses the right goals to pursue, and spends more than he needs on resources
B. Karen, who chooses the right goals to pursue, and makes clever use of resources to achieve
them
C. Douglas, who chooses the right goals to pursue and displays an overly rigid approach to
planning
D. Barrie, who chooses unrealistic goals, and tries hard to succeed
E. Leo, who chooses appropriate goals, but is slow in decision making

1-7
47. Jack Sprouts Inc. is a company based in Riverdale that markets canned vegetables. In recent
years, Jack Sprouts’ business has declined considerably owing to a weak focus on quality.
Holding the managers responsible for the declining sales figures, the CEO of Jack Sprouts
decided to lay off those who lacked effectiveness and were inefficient. Who among the following is
most likely to be laid off by Jack Sprouts’ CEO?
A. Elise, who is ambitious and favors directional planning
B. Kerry, who spends lavishly on resources and is averse to taking responsibilities
C. Juan, who chooses appropriate goals to pursue but does not always succeed due to resource
constraints
D. Margo, who sets high targets for himself and his team, and makes best use of available
resources to meet them
E. Andy, who plans carefully and only chooses realistic goals to pursue
48. Emma is a highly efficient manager. This implies that she:
A. minimizes the amount of input resources without compromising quality.
B. is slow to respond to change and perceives organizational change as harmful.
C. does not favor flexibility in planning
D. spends lavishly on resources.
E. works for longer hours than do most of her colleagues.
49. Craig is a highly effective manager. This implies that he:
A. is likely to spend lavishly on resources.
B. is highly compliant.
C. disfavors employee empowerment.
D. chooses appropriate goals and then achieves them.
E. is overly ambitious.
50. A company with a high level of efficiency and effectiveness is most likely to produce:
A. a product that customers want, but that is too expensive for them to buy.
B. a product that customers want at a quality and price they can afford.
C. a product that is inexpensive and non-durable.
D. a high-quality product that has limited utility for customers.
E. a product that requires customers to invest in expensive service packages.

1-8
51. A company with a high level of efficiency and low level of effectiveness is most likely to produce:
A. a high-quality product that does not address the relevant market segment.
B. a high-quality product that customers can afford.
C. a low-quality product that customers do not want.
D. a high-quality product that customers do not want.
E. a high-quality product that the company makes a profit on.
52. A company with a low level of efficiency and high level of effectiveness is most likely to produce:
53. A company with a low level of efficiency and low level of effectiveness is most likely to produce:
54. Robert is the product manager at Digital Digs, LLC, a company that manufactures computer
accessories. He is known for his effectiveness and efficiency, qualities that are highly regarded in
the company where he works. Which of the following can be fittingly inferred with regard to Digital
Digs?
A. Its products meet consumer needs, but are too expensive for them to buy.
B. Its products meet consumer needs at a price they can afford.
C. Its products are usually non-durable.
D. Its products have limited utility.
E. Its products are mostly complex in design.

1-9
55. The Art Hub makes and sells paintings, sculptures, and small craft items. Its products meet
consumer needs, but are often too expensive to buy. Which of the following is most likely to be
true with regard to the company?
A. It has a high level of efficiency and low level of effectiveness.
B. It has a high level of effectiveness and low level of efficiency.
C. Its product manager chooses the wrong goals to pursue and uses the resources inadequately.
D. Its product manager chooses the right goals to pursue and uses the resources wisely.
E. Its product manager chooses inappropriate goals to pursue, but uses the resources wisely.
56. Toy Town makes and sells jigsaw puzzles and strategy board games. Its products are of excellent
quality, but fail to meet consumer needs. Which of the following is most likely to be true with
regard to Toy Town?
C. Its product manager chooses the wrong goals to pursue and uses the resources inadequately.
E. Its product manager responds quickly to change.
57. In which of the following managerial tasks do managers select appropriate goals for the
organization?
A. Organizing
B. Leading
C. Planning
D. Controlling
E. Restructuring
58. Which of the following does planning involve in an organization?
A. Establishing task relationships that allow people to work together
B. Developing strategies for how to achieve high performance
C. Motivating individuals to achieve organizational goals
D. Establishing accurate measuring and monitoring systems
E. Measuring how well the organization has achieved its goals

1-10
59. Which of the following is an element of planning?
A. Encouraging all employees to perform at a high level to help the organization achieve its vision
and goals
B. Using power, personality, and communication skills to coordinate the activities of people and
groups
C. Establishing alliances between different organizations to share resources and produce new
goods and services
D. Deciding which goals the organization will pursue and what strategies will achieve those goals
E. Organizing people into departments according to the kinds of job-specific tasks they perform
60. Marietta is the product manager at Fireflies Ltd., a company that designs and manufactures
clothes and fashion accessories. Noticing the rising popularity of rhinestone jewelry and the fact
that only a handful of stores actually stocked it, she decided to take advantage of the latent
demand in the market. Marietta knew that she was taking a risk by committing organizational
resources to pursuing this idea, but was confident about the merit of her decision. In deciding the
allocation of resources for attaining her goals, which managerial task can Marietta be said to be
performing?
A. Leading
B. Organizing
C. Planning
D. Restructuring
E. Controlling
61. In which of the following managerial tasks are work relationships restructured to facilitate the
interaction and cooperative efforts of organizational members, all of whom strive to achieve
organizational goals?
A. Planning
B. Leading
C. Reviewing
D. Controlling
E. Organizing

1-11
62. Melissa, the HR manager of a publishing house, has been asked to increase the level of efficiency
at the workplace. She decides to restructure work relationships within the company and categorize
people into departments according to the kinds of job-specific tasks they perform. Which of the
following managerial tasks is Melissa performing?
A. Planning
B. Leading
C. Organizing
D. Controlling
E. Consolidating
63. _____ involves encouraging all employees to perform at a high level to help the organization
achieve its vision and goals.
A. Planning
B. Leading
C. Reviewing
D. Controlling
E. Organizing
64. Which of the following managerial tasks does a manager perform when he/she articulates a clear
organizational vision for the organization’s members to accomplish?
A. Organizing
B. Leading
C. Staffing
D. Controlling
E. Planning
65. Which of the following tasks does a manager perform when he/she energizes employees and
enables them to understand the part he/she plays in achieving organizational goals?
A. Planning
B. Leading
C. Controlling
D. Monitoring
E. Strategizing

1-12
66. _____ is the managerial task that involves managers using their power, personality, influence,
persuasion, and communication skills to coordinate people and groups so their activities and
efforts are in harmony.
A. Leading
B. Planning
C. Strategizing
D. Reviewing
E. Controlling
67. In _____, managers evaluate how well the organization is accomplishing its goals.
A. leading
B. planning
C. organizing
D. disseminating
E. controlling
68. Controlling is the managerial task that involves:
A. deciding what organizational goals to pursue.
B. obtaining customers by producing goods and services more cheaply than any competitor.
C. taking any corrective actions needed to maintain or improve performance.
D. using personality to establish equilibrium in the workplace.
E. motivating people to perform at a high level.
69. The outcome of the control process is:
A. the ability to measure performance accurately and regulate organizational efficiency and
effectiveness.
B. the ability to formulate effective business strategies and plan the allocation of resources.
C. the ability to attract customers by producing goods and services more cheaply than any
competitor.
D. the ability to motivate employees to perform at a high level.
E. the ability to decide what organizational goals to pursue.

1-13
70. Daniel, a manager at Joe’s Fish Shack, monitors the performance of workers in his department to
check if the quality of their work is meeting the performance standards of the company. In doing
so, which managerial task is Daniel performing?
A. Planning
B. Staffing
C. Organizing
D. Structuring
E. Controlling
71. Abby, the CEO of Little Angel Photography, reviews the performance of her company over the last
quarter to determine whether they are meeting the planned sales and profitability goals. In this
instance, which managerial task is she performing?
A. Planning
B. Organizing
C. Delegating
D. Controlling
E. Structuring
72. According to Mintzberg’s typology, a manager who commits organizational resources to develop
innovative goods and services is a(n) _____.
A. entrepreneur
B. negotiator
C. figurehead
D. liaison
E. disseminator
73. According to Mintzberg’s typology, a manager who establishes agreements with other
organizations about pooling company resources while working on joint projects is a(n) _____.
A. figurehead
B. entrepreneur
C. monitor
D. negotiator
E. disseminator

1-14
74. According to Mintzberg’s typology, a manager who evaluates the performance of other managers
in different tasks and takes corrective action to improve their performance is a _____.
A. disseminator
B. figurehead
C. monitor
D. spokesperson
E. negotiator
75. James, the manager of Andy’s Candy, a popular confectioner in Illinois, is in charge of outlining
future organizational goals to employees at company meetings and emphasizing the ethical
guidelines which employees are expected to follow at work. According to Mintzberg, he is
performing the role of a _____.
A. figurehead
B. negotiator
C. monitor
D. liaison
E. resource allocator
76. Following an oil spill in the Gulf of Mexico, the CEO of an American petroleum company took the
responsibility for correcting the environmental damages caused by his company. According to
Mintzberg’s typology, in doing so, he is performing the role of a _____.
A. liaison
B. disturbance handler
C. monitor
D. disseminator
E. figurehead
77. When a manager informs employees about changes taking place in the external and internal
environments that will affect them and the organization she plays the role of a(n) _____ according
to Mintzberg.
A. entrepreneur
B. disseminator
C. disturbance handler
D. monitor
E. liaison

1-15
78. In an interview with a television channel, the Public Relations manager of KP Oil explained what
his company intended to do to tackle the threat to marine life caused by an oil spill in the Pacific
Ocean. The oil spill was caused by a tanker ship accident carrying crude oil for the company.
According to Mintzberg, the PR manager of KP Oil is playing the role of a _____.
A. liaison
B. figurehead
C. leader
D. disseminator
E. spokesperson
79. SkyGen, an airlines company, appointed an engineer to be the link between the company's R&D
department and the government contractor who is sponsoring the designing and prototyping of a
new fighter airplane. According to Mintzberg, the engineer appointed by SkyGen to be the link
between the company's R&D department and the government contractor is playing the role of a
_____.
A. monitor
B. leader
C. figurehead
D. resource allocator
E. liaison
80. Supervisors are also referred to as _____.
A. first-line managers
B. middle managers
C. top managers
D. interim managers
E. executive managers
81. Which of the following is a characteristic of first-line managers?
A. They are responsible for finding the best way to organize human resources and other
organizational assets.
B. They evaluate whether the organization’s goals are appropriate.
C. They are responsible for daily supervision of the nonmanagerial employees.
D. They instruct top managers on the suitability of organizational goals.
E. They develop and fine-tune the skills and know how of middle managers.

1-16
82. Which of the following is true of first-line managers?
A. They are responsible for finding the best way to organize human and other resources to
achieve organizational goals.
B. They work in all departments or functions of an organization.
C. They make specific decisions about the production of goods and services.
D. They evaluate whether the organization’s goals are appropriate.
E. They instruct top managers on the suitability of organizational goals.
83. Middle managers are responsible for:
A. the daily supervision of the nonmanagerial employees.
B. fine-tuning and developing the skills of top managers.
C. the establishment of the organization’s goals and visions.
D. finding the best way to use resources to achieve organizational goals.
E. the creation of the top-management team.
84. Which of the following is a true of middle managers?
A. They are often called supervisors.
B. They are responsible for daily supervision of the nonmanagerial employees.
D. They are responsible for the performance of all departments.
E. They establish long-term organizational goals.
85. Which of the following is true of top managers?
C. They spend more time leading and controlling than planning and organizing.
D. They do not establish organizational goals.
E. They have cross-departmental responsibility.
86. Which of the following is a primary concern of top managers?
A. Supervising nonmanagerial employees
B. Training, motivating, and rewarding salespeople
C. Developing and fine-tuning employee skills
D. Supervising first-line managers
E. Deciding which goods a company should produce

1-17
87. The ability to analyze and diagnose a situation and to distinguish between cause and effect is a:
A. human skill.
B. negotiation skill.
C. technical skill.
D. conceptual skill.
E. structural skill.
88. The general ability to understand, alter, lead, and control the behavior of other workers is a _____
skill.
A. conceptual
B. human
C. technical
D. structural
E. diagnostic
89. Bob was recently promoted to the position of manager of the engineering division in his company
because of his knowledge and his ability to perform all the functions required in his field. In this
instance, Bob was promoted because of his _____ skill.
A. conceptual
B. planning
C. human
D. technical
E. leading
90. Core competency is:
A. the specific set of departmental skills, knowledge, and experience that allows one organization
to outperform another.
B. the planning, organizing, leading, and controlling of human and other resources to achieve
organizational goals efficiently and effectively.
C. a measure of how efficiently and effectively a manager uses resources to satisfy customers and
D. a measure of the appropriateness of the goals an organization is pursuing and the degree to
which the organization achieves those goals.
E. the ability to analyze and diagnose a situation and to distinguish between cause and effect.

1-18
91. Owing to financial problems in the organization, the top management of an investment bank
decided to reduce the number of middle managers by 10 percent. This is an example of _____.
A. insourcing
B. restructuring
C. task assessment
D. empowerment
E. delegation
92. Due to declining global sales, Makeown Ventures Inc. announced that it would lay off 12 percent
of its existing workforce over the next few months. This is an example of:
A. task assessment.
B. insourcing.
C. restructuring.
D. outsourcing.
E. empowerment.
93. Which of the following is a consequence of restructuring?
A. Increase in the size of departments
B. Increase in employee attrition
C. Increase in hierarchical levels
D. Increase in customer satisfaction
E. Improvement in morale of employees
94. _____ involves contracting with another company, usually in a low-cost country abroad, to have it
perform a work activity the organization previously performed itself, such as manufacturing,
marketing, or customer service.
A. Empowering
B. Outsourcing
C. Stratifying
D. Controlling
E. Innovating

1-19
95. _____ is a management technique that involves giving employees more authority and
responsibility over how they perform their work activities.
A. Restructuring
B. Outsourcing
C. Empowerment
D. Departmentalization
E. Insourcing
96. A group of employees who assume collective responsibility for organizing, controlling, and
supervising their own work activities is known as a:
A. primary group.
B. self-managed team.
C. focus group.
D. restructured team.
E. functional team.
97. _____ is defined as the ability of one organization to outperform other organizations because it
produces desired goods or services more efficiently and effectively than its competitors.
A. Empowerment
B. Competitive advantage
C. Diversification
D. Stratification
E. Innovation
98. The four building blocks of _____ are superior efficiency; quality; speed, flexibility, and innovation;
and responsiveness to customers.
A. empowerment
B. competitive advantage
C. diversification
D. stratification
E. managerial control

1-20
99. _____ is the creation of a new vision for a struggling company using a new approach to planning
and organizing to make better use of a company’s resources and allow it to survive and eventually
prosper.
A. Total quality management
B. Task management
C. Talent management
D. Turnaround management
E. Workforce management
100.The process of creating new products that customers want is called:
A. market segmentation.
B. total quality management.
C. cost control.
D. innovation.
E. restructuring.
Essay Questions
101.Distinguish between efficiency and effectiveness and explain how they impact the performance of
an organization.

1-21
102.Briefly discuss the four principal managerial tasks.
103.What are the three steps in the planning process?

1-22
104.What are the different levels of management? Explain the basic responsibilities of each.
105.List and briefly explain the three different kinds of managerial skills.
106.What is core competency? How is it related to competitive advantage?

1-23
107.Discuss the importance of technical skills.
108.Define restructuring. Discuss the positive and negative effects of restructuring.

1-24
109.What are the four building blocks of competitive advantage? How can organizations increase their
efficiency and productivity?
110.Discuss the challenges faced by managers in today’s competitive global environment.

1-25
Chapter 01 Managers and Managing Answer Key
True / False Questions
1. Organizations are collections of people who work together and coordinate their actions to
achieve a wide variety of goals.
TRUE
Organizations are collections of people who work together and coordinate their actions to
achieve a wide variety of goals.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 01-01 Describe what management is; why management is important; what managers do; and how
managers utilize organizational resources efficiently and effectively to achieve organizational goals.
Topic: What is Management?
2. Management is the planning, organizing, leading, and controlling of resources in order to
achieve organizational goals both effectively and efficiently.
TRUE
Management is the planning, organizing, leading, and controlling of resources in order to
achieve organizational goals both effectively and efficiently.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy

1-26
3. An organization’s resources include assets such as people and their skills, know-how, and
experience.
TRUE
An organization’s resources include assets such as people and their skills, know-how, and
experience; machinery; raw materials; computers and information technology; and patents,
financial capital, and loyal customers and employees.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
4. Organizations are effective when managers minimize the amount of input resources.
FALSE
Organizations are efficient when managers minimize the amount of input resources.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
5. Organizational performance is a measure of how efficiently and effectively managers use
available resources to satisfy customers and achieve organizational goals.
TRUE
Organizational performance is a measure of how efficiently and effectively managers use
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy

1-27
6. Efficiency is a measure of the appropriateness of the goals that managers have selected for
the organization to pursue and the degree to which the organization achieves those goals.
FALSE
Effectiveness is a measure of the appropriateness of the goals that managers have selected
for the organization to pursue and the degree to which the organization achieves those goals.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
7. At a recent staff meeting, Jim was praised by his CEO for always choosing the right goals to
pursue. The quality that Jim displays here is efficiency.
FALSE
AACSB: Analytic
Blooms: Understand
Difficulty: 2 Medium
8. Managers affect society directly with their decisions regarding the use of resources.
TRUE
Because managers decide how to use many of a society’s most valuable resources—its skilled
employees, raw materials like oil and land, computers and information systems, and financial
assets—they directly impact the well-being of a society and the people in it.
AACSB: Analytic
Blooms: Understand

1-28
9. Management teaches people not yet in positions of authority how to lead coworkers, solve
TRUE
Management teaches people not yet in positions of authority how to lead coworkers, solve
AACSB: Analytic
Blooms: Understand
Difficulty: 3 Hard
10. The essential tasks of management include planning, organizing, leading, and controlling.
TRUE
The essential tasks of management include planning, organizing, leading, and controlling.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 01-02 Distinguish among planning; organizing; leading; and controlling (the four principal managerial tasks);
and explain how managers' ability to handle each one affects organizational performance.
Topic: Essential Managerial Tasks
11. Leading is the process that mangers use to select the goals for the organization.
FALSE
To perform the planning task, managers identify and select appropriate organizational goals
and courses of action.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy

1-29
12. As a part of planning, managers establish accurate measuring and monitoring systems to
evaluate how well the organization has achieved its goals.
FALSE
As a part of planning, managers choose appropriate organizational goals and courses of action
to best achieve those goals.
AACSB: Analytic
Blooms: Understand
13. Strategies are a cluster of decisions concerning what organizational goals to pursue, what
actions to take, and how to use resources to achieve these goals.
TRUE
Strategies are a cluster of decisions concerning what organizational goals to pursue, what
actions to take, and how to use resources to achieve these goals.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
14. Planning strategies is a simple and straightforward process, since it is done under
circumstances when the result is known and assured.
FALSE
Planning strategy is complex and difficult, especially because planning is done under
uncertainty when the result is unknown so that either success or failure is a possible outcome
of the planning process.
AACSB: Analytic
Blooms: Understand

1-30
15. A low-cost strategy allows an organization to attract customers by selling goods of inferior
quality at a very low price.
FALSE
A low-cost strategy is a way of obtaining customers by making decisions that allow an
organization to produce goods or services more cheaply than its competitors so it can charge
lower prices than they do.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
16. Categorizing people according to their salary into various departments of an organization is
known as organizing.
FALSE
Organizing people into departments according to the kinds of job-specific tasks they perform
lays out the lines of authority and responsibility between different individuals and groups.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
17. During the planning process, managers lay out the lines of authority and responsibility between
different individuals and groups.
FALSE
Organizing people into departments according to the kinds of job-specific tasks they perform
lays out the lines of authority and responsibility between different individuals and groups.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy

1-31
18. Managers engaged in the controlling function of management energize their employees and
ensure they understand their role in achieving organizational goals.
FALSE
Leading involves articulating a clear vision and energizing and enabling organizational
members so they understand the part they play in achieving organizational goals.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
19. An outcome of the controlling function should be the ability to measure the organization's
performance accurately.
TRUE
In controlling, the task of managers is to evaluate how well an organization has achieved its
goals and to take any corrective actions needed to maintain or improve performance.
AACSB: Analytic
Blooms: Understand
Difficulty: 1 Easy
20. First-line managers are responsible for the daily supervision of the nonmanagerial employees
who perform the specific activities necessary to produce goods and services.
TRUE
First-line managers are responsible for daily supervision of the nonmanagerial employees who
perform the specific activities necessary to produce goods and services.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 01-03 Differentiate among three levels of management; and understand the tasks and responsibilities of
managers at different levels in the organizational hierarchy.
Topic: Levels and Skills of Managers
Topic: Levels of Management

1-32
21. First-line managers typically supervise middle managers.
FALSE
Supervising the first-line managers are middle managers, responsible for finding the best way
to organize human and other resources to achieve organizational goals.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
22. Top managers are responsible for the performance of all departments.
TRUE
Top managers are responsible for the performance of all departments. They have cross-
departmental responsibility.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
23. The importance of planning, organizing, leading, and controlling remains the same irrespective
of a manager’s position in the managerial hierarchy.
FALSE
The relative importance of planning, organizing, leading, and controlling—the four principal
managerial tasks—to any particular manager depends on the manager’s position in the
managerial hierarchy.
AACSB: Analytic
Blooms: Understand

1-33
24. The amount of time that managers spend planning and organizing resources decreases as
they ascend the hierarchy within the organization.
FALSE
The amount of time managers spend planning and organizing resources to maintain and
improve organizational performance increases as they ascend the hierarchy.
AACSB: Analytic
Blooms: Understand
25. The lower a manager's position is in the organization's hierarchy, the lesser time she spends in
leading and controlling the first-line managers of the organization.
FALSE
The lower a manager’s position is in the hierarchy, the more time she spends in leading and
controlling first-line managers or nonmanagerial employees.
AACSB: Analytic
Blooms: Understand
26. The ability to distinguish between the cause and the effect of a problem in an organization is an
important part of the technical skills of a manager.
FALSE
The ability to distinguish between the cause and the effect of a problem in an organization is an
important part of the conceptual skills of a manager.
AACSB: Analytic
Blooms: Understand
Learning Objective: 01-04 Distinguish between three kinds of managerial skill; and explain why managers are divided into
different departments to perform their tasks more efficiently and effectively.

1-34
27. Top managers require the least conceptual skills because their primary responsibilities are
FALSE
Top managers require the best conceptual skills because their primary responsibilities are
AACSB: Analytic
Blooms: Understand
28. Human skills are innate and cannot be learned.
FALSE
Human skills can be learned through education and training, as well as be developed through
experience.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
29. The job-specific skills required to perform a particular type of work or occupation at a high level
are called conceptual skills.
FALSE
Technical skills are the job-specific skills required to perform a particular type of work or
occupation at a high level.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy

1-35
30. The array of technical skills managers need depends on their position in their organizations.
TRUE
Managers need a range of technical skills to be effective. The array of technical skills
managers need depends on their position in their organizations.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
31. An organization's competitive advantage does not derive from departmental skills.
FALSE
Today the term core competency is often used to refer to the specific set of departmental skills,
knowledge, and experience that allows one organization to outperform its competitors. In other
words, departmental skills that create a core competency give an organization a competitive
advantage.
AACSB: Analytic
Blooms: Understand
32. Despite global competition and advances in information technology, the tasks and
responsibilities of managers have undergone little change in recent years.
FALSE
The tasks and responsibilities of managers have been changing dramatically in recent years.
Two major factors that have led to these changes are global competition and advances in
information technology (IT).
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Topic: Recent Changes in Management Practices

1-36
33. Restructuring cannot be accomplished by reducing levels in the hierarchy.
FALSE
Restructuring can be done by eliminating product teams, shrinking departments, and reducing
levels in the hierarchy, all of which result in the loss of large numbers of jobs of top, middle, or
first-line managers, as well as nonmanagerial employees.
AACSB: Analytic
Blooms: Understand
34. First-line managers are unlikely to be affected by restructuring.
FALSE
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
35. Modern IT’s ability to improve efficiency has decreased the incidence of downsizing in recent
years.
FALSE
Modern IT’s ability to improve efficiency has increased the amount of downsizing in recent
years because IT makes it possible for fewer employees to perform a given task.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 01-05 Discuss some major changes in management practices today that have occurred as a result of
globalization and the use of advanced information technology (IT).

1-37
36. Restructuring boosts the morale of employees.
FALSE
Restructuring can produce some powerful negative outcomes. It can reduce the morale of
remaining employees, who worry about their own job security.
AACSB: Analytic
Blooms: Understand
37. Outsourcing hinders the development of new products.
FALSE
Outsourcing increases efficiency because it lowers operating costs, freeing up money and
resources that can be used in more effective ways—for example, to develop new products.
AACSB: Analytic
Blooms: Understand
38. Empowering employees can lead to so many kinds of performance gains that organizations
often use their reward systems to promote empowerment.
TRUE
Often companies find that empowering employees can lead to so many kinds of performance
gains that they use their reward systems to promote empowerment.
AACSB: Analytic
Blooms: Understand

1-38
39. IT cannot be used to empower employees as it decreases the scope of their job
responsibilities.
FALSE
IT is being increasingly used to empower employees because it expands employees’ job
knowledge and increases the scope of their job responsibilities.
AACSB: Analytic
Blooms: Understand
40. Employees involved in total quality management (TQM) are responsible for finding new and
better ways to perform their jobs.
TRUE
Employees involved in TQM are often organized into quality control teams and are responsible
for finding new and better ways to perform their jobs; they also must monitor and evaluate the
quality of the goods they produce.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
Learning Objective: 01-06 Discuss the principal challenges managers face in today's increasingly competitive global
environment.
Topic: Challenges for Management in a Global Environment
Multiple Choice Questions

1-39
41. A(n) _____ is a collection of people who work together and coordinate their actions to achieve
a wide variety of goals.
A. control group
B. talent pool
C. organization
D. focus group
E. quality circle
Organizations are collections of people who work together and coordinate their actions to
achieve a wide variety of goals or desired future outcomes.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
42. _____ is a measure of how efficiently and effectively managers use available resources to
satisfy customers and achieve organizational goals.
A. Organizational input
B. Diversification
C. Organizational performance
D. Product development
E. Differentiation
Organizational performance is a measure of how efficiently and effectively managers use
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy

1-40
43. Which of the following is true of organizational performance?
A. It increases with an increase in efficiency and effectiveness.
B. It increases with a decrease in efficiency and effectiveness.
C. It remains unchanged with a decrease in efficiency and effectiveness.
D. It decreases with an increase in efficiency and effectiveness.
E. It remains unchanged with an increase in efficiency and effectiveness.
Organizational performance increases in direct proportion to increases in efficiency and
effectiveness.
AACSB: Analytic
Blooms: Understand
44. The measure of how productively an organization uses its resources to achieve a goal is
known as _____.
A. effectiveness
B. product differentiation
C. efficiency
D. empowerment
E. product development
A measure of how well or how productively resources are used to achieve a goal is known as
efficiency. Organizations are efficient when managers minimize the amount of input resources.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy

1-41
45. The measure of the appropriateness of the goals selected by management for the organization
and the degree to which the organization accomplishes these goals is known as _____.
A. efficiency
B. task management
C. effectiveness
D. diversification
E. differentiation
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
46. Oceania Unlimited Inc. is a tourism agency that offers special holiday packages in the Pacific
region. Every year, as an incentive, the most efficient and effective manager in the network
gets an all-expenses-paid trip to one of Oceania’s islands. Which of the following managers is
most likely to meet these requirements?
A. Nico, who chooses the right goals to pursue, and spends more than he needs on resources
B. Karen, who chooses the right goals to pursue, and makes clever use of resources to
achieve them
C. Douglas, who chooses the right goals to pursue and displays an overly rigid approach to
planning
D. Barrie, who chooses unrealistic goals, and tries hard to succeed
E. Leo, who chooses appropriate goals, but is slow in decision making
Efficiency is a measure of how productively resources are used to achieve a goal.
for the organization to pursue and the degree to which the organization achieves those goals
AACSB: Reflective Thinking
Blooms: Apply
Difficulty: 3 Hard

1-42
47. Jack Sprouts Inc. is a company based in Riverdale that markets canned vegetables. In recent
years, Jack Sprouts’ business has declined considerably owing to a weak focus on quality.
Holding the managers responsible for the declining sales figures, the CEO of Jack Sprouts
decided to lay off those who lacked effectiveness and were inefficient. Who among the
following is most likely to be laid off by Jack Sprouts’ CEO?
A. Elise, who is ambitious and favors directional planning
B. Kerry, who spends lavishly on resources and is averse to taking responsibilities
C. Juan, who chooses appropriate goals to pursue but does not always succeed due to
resource constraints
D. Margo, who sets high targets for himself and his team, and makes best use of available
resources to meet them
E. Andy, who plans carefully and only chooses realistic goals to pursue
Difficulty: 3 Hard
48. Emma is a highly efficient manager. This implies that she:
A. minimizes the amount of input resources without compromising quality.
B. is slow to respond to change and perceives organizational change as harmful.
C. does not favor flexibility in planning
D. spends lavishly on resources.
E. works for longer hours than do most of her colleagues.
AACSB: Analytic
Blooms: Understand

1-43
49. Craig is a highly effective manager. This implies that he:
A. is likely to spend lavishly on resources.
B. is highly compliant.
C. disfavors employee empowerment.
D. chooses appropriate goals and then achieves them.
E. is overly ambitious.
AACSB: Analytic
Blooms: Understand
50. A company with a high level of efficiency and effectiveness is most likely to produce:
C. a product that is inexpensive and non-durable.
D. a high-quality product that has limited utility for customers.
E. a product that requires customers to invest in expensive service packages.
AACSB: Analytic
Blooms: Understand

1-44
51. A company with a high level of efficiency and low level of effectiveness is most likely to
produce:
A. a high-quality product that does not address the relevant market segment.
B. a high-quality product that customers can afford.
AACSB: Analytic
Blooms: Understand
52. A company with a low level of efficiency and high level of effectiveness is most likely to
produce:
AACSB: Analytic
Blooms: Understand

1-45
53. A company with a low level of efficiency and low level of effectiveness is most likely to
produce:
AACSB: Analytic
Blooms: Understand
54. Robert is the product manager at Digital Digs, LLC, a company that manufactures computer
accessories. He is known for his effectiveness and efficiency, qualities that are highly regarded
in the company where he works. Which of the following can be fittingly inferred with regard to
Digital Digs?
A. Its products meet consumer needs, but are too expensive for them to buy.
B. Its products meet consumer needs at a price they can afford.
C. Its products are usually non-durable.
D. Its products have limited utility.
E. Its products are mostly complex in design.
Blooms: Apply

1-46
55. The Art Hub makes and sells paintings, sculptures, and small craft items. Its products meet
consumer needs, but are often too expensive to buy. Which of the following is most likely to be
true with regard to the company?
C. Its product manager chooses the wrong goals to pursue and uses the resources
inadequately.
E. Its product manager chooses inappropriate goals to pursue, but uses the resources wisely.
Blooms: Apply
56. Toy Town makes and sells jigsaw puzzles and strategy board games. Its products are of
excellent quality, but fail to meet consumer needs. Which of the following is most likely to be
true with regard to Toy Town?
C. Its product manager chooses the wrong goals to pursue and uses the resources
inadequately.
E. Its product manager responds quickly to change.
Blooms: Apply

1-47
57. In which of the following managerial tasks do managers select appropriate goals for the
organization?
A. Organizing
B. Leading
C. Planning
D. Controlling
E. Restructuring
and courses of action; they develop strategies for how to achieve high performance.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
58. Which of the following does planning involve in an organization?
A. Establishing task relationships that allow people to work together
B. Developing strategies for how to achieve high performance
C. Motivating individuals to achieve organizational goals
D. Establishing accurate measuring and monitoring systems
E. Measuring how well the organization has achieved its goals
and courses of action; they develop strategies for how to achieve high performance.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy

1-48
59. Which of the following is an element of planning?
A. Encouraging all employees to perform at a high level to help the organization achieve its
vision and goals
B. Using power, personality, and communication skills to coordinate the activities of people
and groups
C. Establishing alliances between different organizations to share resources and produce new
goods and services
D. Deciding which goals the organization will pursue and what strategies will achieve those
goals
E. Organizing people into departments according to the kinds of job-specific tasks they
perform
and courses of action; they develop strategies for how to achieve high performance. The three
steps involved in planning are (1) deciding which goals the organization will pursue, (2)
deciding what strategies to adopt to attain those goals, and (3) deciding how to allocate
organizational resources to pursue the strategies that attain those goals. How well managers
plan and develop strategies determines how effective and efficient the organization is—its
performance level.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy

1-49
60. Marietta is the product manager at Fireflies Ltd., a company that designs and manufactures
clothes and fashion accessories. Noticing the rising popularity of rhinestone jewelry and the
fact that only a handful of stores actually stocked it, she decided to take advantage of the latent
demand in the market. Marietta knew that she was taking a risk by committing organizational
resources to pursuing this idea, but was confident about the merit of her decision. In deciding
the allocation of resources for attaining her goals, which managerial task can Marietta be said
to be performing?
A. Leading
B. Organizing
C. Planning
D. Restructuring
E. Controlling
The three steps involved in planning are (1) deciding which goals the organization will pursue,
(2) deciding what strategies to adopt to attain those goals, and (3) deciding how to allocate
organizational resources to pursue the strategies that attain those goals.
Blooms: Apply
61. In which of the following managerial tasks are work relationships restructured to facilitate the
interaction and cooperative efforts of organizational members, all of whom strive to achieve
organizational goals?
A. Planning
B. Leading
C. Reviewing
D. Controlling
E. Organizing
Organizing is structuring working relationships so organizational members interact and
cooperate to achieve organizational goals. Organizing people into departments according to
the kinds of job-specific tasks they perform lays out the lines of authority and responsibility
between different individuals and groups.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy

1-50
62. Melissa, the HR manager of a publishing house, has been asked to increase the level of
efficiency at the workplace. She decides to restructure work relationships within the company
and categorize people into departments according to the kinds of job-specific tasks they
perform. Which of the following managerial tasks is Melissa performing?
A. Planning
B. Leading
C. Organizing
D. Controlling
E. Consolidating
Organizing is structuring working relationships so organizational members interact and
cooperate to achieve organizational goals. Organizing people into departments according to
the kinds of job-specific tasks they perform lays out the lines of authority and responsibility
between different individuals and groups.
Blooms: Apply
63. _____ involves encouraging all employees to perform at a high level to help the organization
achieve its vision and goals.
A. Planning
B. Leading
C. Reviewing
D. Controlling
E. Organizing
In leading, managers articulate a clear organizational vision for the organization’s members to
accomplish, and they energize and enable employees so everyone understands the part he or
she plays in achieving organizational goals. Leadership revolves around encouraging all
employees to perform at a high level to help the organization achieve its vision and goals.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy

1-51
64. Which of the following managerial tasks does a manager perform when he/she articulates a
clear organizational vision for the organization’s members to accomplish?
A. Organizing
B. Leading
C. Staffing
D. Controlling
E. Planning
In leading, managers articulate a clear organizational vision for the organization’s members to
she plays in achieving organizational goals.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
65. Which of the following tasks does a manager perform when he/she energizes employees and
enables them to understand the part he/she plays in achieving organizational goals?
A. Planning
B. Leading
C. Controlling
D. Monitoring
E. Strategizing
In leading, managers articulate a clear organizational vision for the organization's members to
she plays in achieving organizational goals.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy

1-52
66. _____ is the managerial task that involves managers using their power, personality, influence,
persuasion, and communication skills to coordinate people and groups so their activities and
efforts are in harmony.
A. Leading
B. Planning
C. Strategizing
D. Reviewing
E. Controlling
Leadership involves managers using their power, personality, influence, persuasion, and
communication skills to coordinate people and groups so their activities and efforts are in
harmony.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
67. In _____, managers evaluate how well the organization is accomplishing its goals.
A. leading
B. planning
C. organizing
D. disseminating
E. controlling
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy

1-53
68. Controlling is the managerial task that involves:
A. deciding what organizational goals to pursue.
B. obtaining customers by producing goods and services more cheaply than any competitor.
C. taking any corrective actions needed to maintain or improve performance.
D. using personality to establish equilibrium in the workplace.
E. motivating people to perform at a high level.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
69. The outcome of the control process is:
A. the ability to measure performance accurately and regulate organizational efficiency and
effectiveness.
B. the ability to formulate effective business strategies and plan the allocation of resources.
C. the ability to attract customers by producing goods and services more cheaply than any
competitor.
D. the ability to motivate employees to perform at a high level.
E. the ability to decide what organizational goals to pursue.
The outcome of the control process is the ability to measure performance accurately and
regulate organizational efficiency and effectiveness. To exercise control, managers must
decide which goals to measure.
AACSB: Analytic
Blooms: Understand

1-54
70. Daniel, a manager at Joe’s Fish Shack, monitors the performance of workers in his department
to check if the quality of their work is meeting the performance standards of the company. In
doing so, which managerial task is Daniel performing?
A. Planning
B. Staffing
C. Organizing
D. Structuring
E. Controlling
Managers monitor the performance of individuals, departments, and the organization as a
whole to see whether they are meeting desired performance standards.
Blooms: Apply
71. Abby, the CEO of Little Angel Photography, reviews the performance of her company over the
last quarter to determine whether they are meeting the planned sales and profitability goals. In
this instance, which managerial task is she performing?
A. Planning
B. Organizing
C. Delegating
D. Controlling
E. Structuring
Blooms: Apply

1-55
72. According to Mintzberg’s typology, a manager who commits organizational resources to
develop innovative goods and services is a(n) _____.
A. entrepreneur
B. negotiator
C. figurehead
D. liaison
E. disseminator
According to Henry Mintzberg, a manager who commits organizational resources to develop
innovative goods and services is an entrepreneur.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
73. According to Mintzberg’s typology, a manager who establishes agreements with other
organizations about pooling company resources while working on joint projects is a(n) _____.
A. figurehead
B. entrepreneur
C. monitor
D. negotiator
E. disseminator
According to Henry Mintzberg, a manager who works with other organizations to establish
agreements to pool resources to work on joint projects is a negotiator.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy

1-56
74. According to Mintzberg’s typology, a manager who evaluates the performance of other
managers in different tasks and takes corrective action to improve their performance is a
_____.
A. disseminator
B. figurehead
C. monitor
D. spokesperson
E. negotiator
Henry Mintzberg described a manager who evaluates the performance of other managers in
different tasks and takes corrective action to improve their performance as a monitor.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
75. James, the manager of Andy’s Candy, a popular confectioner in Illinois, is in charge of outlining
future organizational goals to employees at company meetings and emphasizing the ethical
guidelines which employees are expected to follow at work. According to Mintzberg, he is
performing the role of a _____.
A. figurehead
B. negotiator
C. monitor
D. liaison
E. resource allocator
A manager who demonstrates the role of a figurehead outlines future organizational goals to
employees at company meetings, opens a new corporate headquarters building, and states the
organization’s ethical guidelines and the principles of behavior employees are to follow in their
dealings with customers and suppliers.
Blooms: Apply

1-57
76. Following an oil spill in the Gulf of Mexico, the CEO of an American petroleum company took
the responsibility for correcting the environmental damages caused by his company. According
to Mintzberg’s typology, in doing so, he is performing the role of a _____.
A. liaison
B. disturbance handler
C. monitor
D. disseminator
E. figurehead
According to Mintzberg’s typology, a disturbance handler moves quickly to take corrective
action to deal with unexpected problems facing the organization from the external environment,
such as a crisis like an oil spill, or from the internal environment, such as producing faulty
goods or services.
Blooms: Apply
77. When a manager informs employees about changes taking place in the external and internal
environments that will affect them and the organization she plays the role of a(n) _____
according to Mintzberg.
A. entrepreneur
B. disseminator
C. disturbance handler
D. monitor
E. liaison
According to Mintzberg, a manager who plays the role of a disseminator, informs employees
about changes taking place in the external and internal environments that will affect them and
the organization and communicates to employees the organization’s vision and purpose.
AACSB: Analytic
Blooms: Understand

1-58
78. In an interview with a television channel, the Public Relations manager of KP Oil explained
what his company intended to do to tackle the threat to marine life caused by an oil spill in the
Pacific Ocean. The oil spill was caused by a tanker ship accident carrying crude oil for the
company. According to Mintzberg, the PR manager of KP Oil is playing the role of a _____.
A. liaison
B. figurehead
C. leader
D. disseminator
E. spokesperson
According to Mintzberg, a spokesperson gives a speech to inform the local community about
the organization’s future intentions.
Blooms: Apply
79. SkyGen, an airlines company, appointed an engineer to be the link between the company's
R&D department and the government contractor who is sponsoring the designing and
prototyping of a new fighter airplane. According to Mintzberg, the engineer appointed by
SkyGen to be the link between the company's R&D department and the government contractor
is playing the role of a _____.
A. monitor
B. leader
C. figurehead
D. resource allocator
E. liaison
According to Mintzberg, in the role of a liaison, a manager establishes alliances between
different organizations to share resources to produce new goods and services.
Blooms: Apply

1-59
80. Supervisors are also referred to as _____.
A. first-line managers
B. middle managers
C. top managers
D. interim managers
E. executive managers
At the base of the managerial hierarchy are first-line managers, often called supervisors.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
81. Which of the following is a characteristic of first-line managers?
A. They are responsible for finding the best way to organize human resources and other
organizational assets.
B. They evaluate whether the organization’s goals are appropriate.
C. They are responsible for daily supervision of the nonmanagerial employees.
D. They instruct top managers on the suitability of organizational goals.
E. They develop and fine-tune the skills and know how of middle managers.
At the base of the managerial hierarchy are first-line managers, often called supervisors. They
are responsible for daily supervision of the nonmanagerial employees who perform the specific
activities necessary to produce goods and services.
AACSB: Analytic
Blooms: Understand

1-60
82. Which of the following is true of first-line managers?
A. They are responsible for finding the best way to organize human and other resources to
B. They work in all departments or functions of an organization.
D. They evaluate whether the organization’s goals are appropriate.
E. They instruct top managers on the suitability of organizational goals.
At the base of the managerial hierarchy are first-line managers, often called supervisors. First-
line managers work in all departments or functions of an organization.
AACSB: Analytic
Blooms: Understand
83. Middle managers are responsible for:
A. the daily supervision of the nonmanagerial employees.
B. fine-tuning and developing the skills of top managers.
C. the establishment of the organization’s goals and visions.
D. finding the best way to use resources to achieve organizational goals.
E. the creation of the top-management team.
Middle managers are responsible for finding the best way to organize human and other
resources to achieve organizational goals. A major part of the middle manager’s job is
developing and fine-tuning skills and know-how, such as manufacturing or marketing expertise,
that allow the organization to be efficient and effective.
AACSB: Analytic
Difficulty: 1 Easy
Topic: Levels of Management

1-61
84. Which of the following is a true of middle managers?
D. They are responsible for the performance of all departments.
E. They establish long-term organizational goals.
Supervising the first-line managers are middle managers, responsible for finding the best way
to organize human and other resources to achieve organizational goals. Middle managers
make thousands of specific decisions about the production of goods and services.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
85. Which of the following is true of top managers?
C. They spend more time leading and controlling than planning and organizing.
D. They do not establish organizational goals.
E. They have cross-departmental responsibility.
Top managers are responsible for the performance of all departments. They have cross-
departmental responsibility.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy

1-62
86. Which of the following is a primary concern of top managers?
A. Supervising nonmanagerial employees
B. Training, motivating, and rewarding salespeople
C. Developing and fine-tuning employee skills
D. Supervising first-line managers
E. Deciding which goods a company should produce
Top managers establish organizational goals, such as which goods and services the company
should produce; they decide how the different departments should interact; and they monitor
how well middle managers in each department use resources to achieve goals.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
87. The ability to analyze and diagnose a situation and to distinguish between cause and effect is
a:
A. human skill.
B. negotiation skill.
C. technical skill.
D. conceptual skill.
E. structural skill.
Conceptual skills are demonstrated in the general ability to analyze and diagnose a situation
and to distinguish between cause and effect.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy

1-63
88. The general ability to understand, alter, lead, and control the behavior of other workers is a
_____ skill.
A. conceptual
B. human
C. technical
D. structural
E. diagnostic
Human skills include the general ability to understand, alter, lead, and control the behavior of
other individuals and groups.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
89. Bob was recently promoted to the position of manager of the engineering division in his
company because of his knowledge and his ability to perform all the functions required in his
field. In this instance, Bob was promoted because of his _____ skill.
A. conceptual
B. planning
C. human
D. technical
E. leading
occupation at a high level.
Blooms: Apply

1-64
90. Core competency is:
A. the specific set of departmental skills, knowledge, and experience that allows one
organization to outperform another.
B. the planning, organizing, leading, and controlling of human and other resources to achieve
organizational goals efficiently and effectively.
C. a measure of how efficiently and effectively a manager uses resources to satisfy customers
and achieve organizational goals.
D. a measure of the appropriateness of the goals an organization is pursuing and the degree
to which the organization achieves those goals.
E. the ability to analyze and diagnose a situation and to distinguish between cause and effect.
Core competency refers to the specific set of departmental skills, knowledge, and experience
that allows one organization to outperform its competitors.
AACSB: Analytic
Blooms: Understand
91. Owing to financial problems in the organization, the top management of an investment bank
decided to reduce the number of middle managers by 10 percent. This is an example of
_____.
A. insourcing
B. restructuring
C. task assessment
D. empowerment
E. delegation
Restructuring involves simplifying, shrinking, or downsizing an organization’s operations to
lower operating costs.
AACSB: Analytic
Blooms: Understand

1-65
92. Due to declining global sales, Makeown Ventures Inc. announced that it would lay off 12
percent of its existing workforce over the next few months. This is an example of:
A. task assessment.
B. insourcing.
C. restructuring.
D. outsourcing.
E. empowerment.
lower operating costs.
Blooms: Apply
93. Which of the following is a consequence of restructuring?
A. Increase in the size of departments
B. Increase in employee attrition
C. Increase in hierarchical levels
D. Increase in customer satisfaction
E. Improvement in morale of employees
AACSB: Analytic
Blooms: Understand

1-66
94. _____ involves contracting with another company, usually in a low-cost country abroad, to
have it perform a work activity the organization previously performed itself, such as
manufacturing, marketing, or customer service.
A. Empowering
B. Outsourcing
C. Stratifying
D. Controlling
E. Innovating
Outsourcing involves contracting with another company, usually in a low-cost country abroad,
to have it perform a work activity the organization previously performed itself, such as
manufacturing, marketing, or customer service.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
95. _____ is a management technique that involves giving employees more authority and
A. Restructuring
B. Outsourcing
C. Empowerment
D. Departmentalization
E. Insourcing
Empowerment is a management technique that involves giving employees more authority and
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy

1-67
96. A group of employees who assume collective responsibility for organizing, controlling, and
supervising their own work activities is known as a:
A. primary group.
B. self-managed team.
C. focus group.
D. restructured team.
E. functional team.
A self-managed team is a group of employees who assume collective responsibility for
organizing, controlling, and supervising their own work activities.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
97. _____ is defined as the ability of one organization to outperform other organizations because it
produces desired goods or services more efficiently and effectively than its competitors.
A. Empowerment
B. Competitive advantage
C. Diversification
D. Stratification
E. Innovation
A competitive advantage is the ability of one organization to outperform its competitors
because it produces desired goods or services more efficiently and effectively than they do.
The four building blocks of competitive advantage are superior efficiency; quality; speed,
flexibility, and innovation; and responsiveness to customers.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
environment.

1-68
98. The four building blocks of _____ are superior efficiency; quality; speed, flexibility, and
innovation; and responsiveness to customers.
A. empowerment
B. competitive advantage
C. diversification
D. stratification
E. managerial control
Competitive advantage is the ability of one organization to outperform its competitors because
it produces desired goods or services more efficiently and effectively than they do. The four
building blocks of competitive advantage are superior efficiency; quality; speed, flexibility, and
innovation; and responsiveness to customers.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
environment.
99. _____ is the creation of a new vision for a struggling company using a new approach to
planning and organizing to make better use of a company’s resources and allow it to survive
and eventually prosper.
A. Total quality management
B. Task management
C. Talent management
D. Turnaround management
E. Workforce management
Turnaround management is the creation of a new vision for a struggling company using a new
approach to planning and organizing to make better use of a company’s resources and allow it
to survive and eventually prosper.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
environment.

1-69
100. The process of creating new products that customers want is called:
A. market segmentation.
B. total quality management.
C. cost control.
D. innovation.
E. restructuring.
Innovation is the process of creating new or improved goods and services that customers want
or developing better ways to produce or provide goods and services. Managers must create an
organizational setting in which people are encouraged to be innovative.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
environment.
Essay Questions
101. Distinguish between efficiency and effectiveness and explain how they impact the performance
of an organization.
Efficiency is a measure of how well or how productively resources are used to achieve a goal.
Effectiveness, on the other hand, is a measure of the appropriateness of the goals that
managers have selected for the organization to pursue and the degree to which the
organization achieves those goals. Organizational performance increases in direct proportion
to increases in efficiency and effectiveness.
AACSB: Analytic
Blooms: Understand

1-70
102. Briefly discuss the four principal managerial tasks.
The four principal managerial tasks are planning, organizing, leading, and controlling.
Managers at all levels of the organization and in all departments perform these tasks. Effective
management means managing these activities successfully.To perform the planning task,
managers identify and select appropriate organizational goals and courses of action; they
develop strategies for how to achieve high performance. Organizing is structuring working
relationships so organizational members interact and cooperate to achieve organizational
goals. In leading, managers articulate a clear organizational vision for the organization’s
members to accomplish, and they energize and enable employees so everyone understands
the part he or she plays in achieving organizational goals. In controlling, the task of managers
is to evaluate how well an organization has achieved its goals and to take any corrective
actions needed to maintain or improve performance.
AACSB: Analytic
Blooms: Remember
103. What are the three steps in the planning process?
The three steps involved in planning are (1) deciding which goals the organization will pursue,
(2) deciding what strategies to adopt to attain those goals, and (3) deciding how to allocate
organizational resources to pursue the strategies that attain those goals. How well managers
plan and develop strategies determines how effective and efficient the organization is—its
performance level.
AACSB: Analytic
Blooms: Remember

1-71
104. What are the different levels of management? Explain the basic responsibilities of each.
Organizations normally have three levels of management: first-line managers, middle
managers, and top managers. First-line managers are responsible for the daily supervision of
nonmanagerial employees. Middle managers supervise first-line managers and are responsible
for finding the best way to organize human and other resources to achieve organizational
goals. Top managers establish organizational goals, such as which goods and services the
company should produce; they decide how the different departments should interact; and they
monitor how well middle managers in each department use resources to achieve goals. They
are ultimately responsible for the success or failure of an organization.
AACSB: Analytic
Blooms: Understand
Topic: Functions of Management
105. List and briefly explain the three different kinds of managerial skills.
Conceptual skills are demonstrated in the general ability to analyze and diagnose a situation
and to distinguish between cause and effect. Human skills include the general ability to
understand, alter, lead, and control the behavior of other individuals and groups. Technical
skills are the job-specific skills required to perform a particular type of work or occupation at a
high level.
AACSB: Analytic
Blooms: Remember
Difficulty: 1 Easy
106. What is core competency? How is it related to competitive advantage?
The term core competency refer to the specific set of departmental skills, knowledge, and
experience that allows one organization to outperform its competitors. In other words,
departmental skills that create a core competency give an organization a competitive
advantage.
AACSB: Analytic

1-72
Blooms: Remember
Difficulty: 1 Easy
107. Discuss the importance of technical skills.
occupation at a high level. Managers need a range of technical skills to be effective. The array
of technical skills managers need depends on their position in their organizations. Managers
and employees who possess the same kinds of technical skills typically become members of a
specific department and are known as, for example, marketing managers or manufacturing
managers. Managers are grouped into different departments because a major part of a
manager’s responsibility is to monitor, train, and supervise employees so their job-specific skills
and expertise increase. This is easier to do when employees with similar skills are grouped into
the same department because they can learn from one another and become more skilled and
productive at their particular jobs.
AACSB: Analytic
Blooms: Understand
108. Define restructuring. Discuss the positive and negative effects of restructuring.
lower operating costs. Restructuring can be done by eliminating product teams, shrinking
departments, and reducing levels in the hierarchy, all of which result in the loss of large
numbers of jobs of top, middle, or first-line managers, as well as nonmanagerial employees.
Modern IT’s ability to improve efficiency has increased the amount of downsizing in recent
years because IT makes it possible for fewer employees to perform a given task. The positive
effects of restructuring lie primarily in a reduction of overhead costs. Restructuring, however,
can produce some powerful negative outcomes. It can reduce the morale of remaining
employees, who worry about their own job security. And top managers of many downsized
organizations realize that they downsized too far when their employees complain they are
overworked and when increasing numbers of customers complain about poor service.
AACSB: Analytic
Blooms: Understand

1-73
109. What are the four building blocks of competitive advantage? How can organizations increase
their efficiency and productivity?
The four building blocks of competitive advantage are superior efficiency; quality; speed,
flexibility, and innovation; and responsiveness to customers. Organizations increase their
efficiency when they reduce the quantity of resources (such as people and raw materials) they
use to produce goods or services. In today’s competitive environment, organizations
continually search for new ways to use their resources to improve efficiency. Many
organizations are training their workforces in the new skills and techniques needed to operate
heavily computerized assembly plants. Similarly, cross-training gives employees the range of
skills they need to perform many different tasks; and organizing employees in new ways, such
as in self-managed teams, lets them make good use of their skills. These are important steps
in the effort to improve productivity.
AACSB: Analytic
Blooms: Remember
environment.
110. Discuss the challenges faced by managers in today’s competitive global environment.
Today’s competitive global environment presents many interesting challenges to managers.
One of the main challenges is building a competitive advantage by increasing efficiency;
quality; speed, flexibility, and innovation; and customer responsiveness. Other challenges
include behaving in an ethical and socially responsible way toward people inside and outside
the organization, managing a diverse workforce, utilizing new IT, and practicing global crisis
management.
AACSB: Analytic
Blooms: Understand
environment.

Exploring the Variety of Random
Documents with Different Content

THE CHILDREN'S
FOUNTAIN, VICTORIA
EMBANKMENT.
(Photo: Cassell and Co.,
Ltd.)
COMING EVENTS.
The friends in Norwich are organising a Sunday Closing
Demonstration, to be held in the historic St. Andrew's Hall, on
January 24th. The annual business meeting of the London
Temperance Council will take place on January 27th. Temperance
Sunday for the diocese of Liverpool has been fixed for January 29th,
and Bishop Ryle has issued a letter to all his clergy urging the due
observance of the day. The annual New Year's Soirée of the United
Kingdom Band of Hope Union has been fixed for January 30th, and
the annual meetings of the same institution will be held in Exeter

Hall on May 10th. The seventh International Congress against the
Abuse of Spirituous Drinks will be held in Paris from April 4th to 9th.

SCRIPTURE LESSONS FOR SCHOOL
AND HOME
INTERNATIONAL SERIES
With Illustrative Anecdotes and References.
January 15th.—Christ's First Miracle.
To read—St. John ii. 1-11. Golden Text—Ver. 2.
Last lesson told of disciples coming to Christ one by one.
John the Baptist pointed to Him as Lamb of God—the
sin-bearer. Andrew and John, hearing this, followed
Christ. Andrew brought his brother Simon. Christ bade
Philip follow Him, and he brought his friend Nathanael.
Now Christ works miracle which confirms faith of all.
I. The Need (1-5). Third day after call of Nathanael. Cana, his
home, near Nazareth, sixty miles from Bethabara (i. 28). A wedding
party. Mary, mother of Jesus, evidently a family friend. Christ and His
five new disciples among the guests. Supplies ran short, perhaps
from poverty or from larger number of guests than expected. Painful
position of bridegroom, giver of feast. Mary notices, tells Christ,
receives answer, "What is that to Me and thee?" He is best judge of
right time for help. She knows His loving heart, is sure He will do
something; therefore bids servants obey Christ's orders.
II. The Supply (6-11). Waterpots ready, but empty. Been used for
washing before meals (St. Mark vii. 3). Christ orders them to be
filled—twenty gallons each. Governor of feast tastes first. Finds it
excellent wine—such as usually put on table at beginning of feast—
commends bridegroom for it. What was the result?
Satisfaction to Mary, who knew her Divine Son.

Faith strengthened in the new disciples of Christ.
Glory to Jesus of Nazareth, the Son of God.
III. Lessons. 1. About wine. God's gift (Ps. civ. 15), to be used
sparingly—a little (1 Tim. v. 23).
2. About Christ. How was His glory manifested? By sympathy—
sharing home-life—its joys and sorrows. Believing wants of His
people.
3. About ourselves. The benefit of such a Friend (Ps. cxliv. 15).
Difference between this world's blessings and those of Christ. This
world's come first—health, riches, fame, etc. Christ's come last—
glory, honour, immortality. Which are best? Then seek those things
which are above (Col. iii. 1).
God's Bounty.
On a cold winter's day a poor woman stood at the window of a
King's greenhouse looking at a cluster of grapes which she
longed to have for her sick child. She went home to her
spinning-wheel, earned half a crown, and offered it to the
gardener for the grapes. He ordered her away. She returned
home, took the blanket from her bed, sold it for five shillings,
and offered this sum to the gardener. He repelled her with
anger. The Princess, overhearing the conversation and seeing
the woman's tears, said to her, "You have made a mistake, my
good woman. My father is a king; he does not sell, but gives."
So saying she plucked a bunch of the best grapes and placed
them in the happy woman's hands.
January 22nd.—Christ and Nicodemus.
To read—St. John iii, 1-17. Golden Text—Ver. 16.
Christ now in Jerusalem. Probably in retirement because Jews
hostile. Picture Him with His new disciples in house in a back street
on a windy night (ver. 8). A knock at the door. A Rabbi, member of

the Sanhedrim (vii. 50), enters cautiously; he seeks to know more of
this new teaching.
I. Regeneration of Man (1-8). The inquiry. Nicodemus, a searcher
after truth, comes to Christ the new Teacher, whom he
acknowledges as sent from God, as testified by His miracles. What
must he do?
The answer. He must have a new birth, i.e. be changed into a
spiritual state—be concerned with inner things of God. This change
only wrought by work of Holy Spirit on soul, of which washing by
water, as in baptism, is outward sign. How does the Spirit work?
Invisibly—seen in effects, as wind on water. Irresistibly, its power
being divine—as at Pentecost 3,000 converted (Acts ii. 41). But
man's will must co-operate.
II. Lifting up of Christ (9-15). Effects of new birth. The regenerate
see the truth revealed desired long (St. Luke x. 24), and bear
witness to others—as new converts after Stephen's death (Acts viii.
4).
Subject of the new teaching. Christ Himself, His Person, Son of Man
—the Perfect Man. His dwelling-place, heaven; not by ascending
there, but as being His own eternal home.
Christ's lifting up. On a cross—a sacrifice for sin, giving eternal life to
those who believe, of which brazen serpent was a type (Num. xxi.
9).
III. Love of the Father (16, 17). How shown? He gave, sent,
spared not His Son (Rom. viii. 32). Why shown? That man may not
die, but live eternally.
Lesson. 1. The new birth. Am I changed?
2. Christ lifted up for me. Am I saved?
3. God's love. What am I giving in return?
A Great Change.

Queen Victoria once paid a visit to a paper-mill. Among other
things she saw men picking out rags from the refuse of the city,
and was told that these rags would make the finest white paper.
After a few days her Majesty received a packet of the most
delicate white paper, having the Queen's likeness for the water-
mark, with the intimation that it was made from the dirty rags
she had noticed. So our lives, renewed by God's Spirit, can be
transformed and bear His likeness.
January 29th.—Christ at Jacob's Well.
To read—St. John iv. 5-15. Golden Text—Ver. 14.
Christ leaves Jerusalem, travels north with His disciples, passes
through Samaria, reaches Sychar, near Shechem. Rests at Jacob's
well while disciples buy food in neighbouring town.
I. The Story (5-9). Time. Noon by Hebrew reckoning, or 6 p.m. by
Roman time.
Place. Jacob's well. Bought by him (Gen. xxxiii. 19), burial-place of
Joseph (Josh. xxiv. 32).
Persons. Jesus and the woman. He wearied, but, ever ready to do
His Father's work, opens conversation. Uses the water, thirst, spring,
as illustrations of spiritual truths. He asks her for water. She is
surprised, because of national hostility.
II. The Water of Life (10-15). Christ tells of His power to give
living water. She thinks He means deep spring water, and asks how it
is to be obtained. He then explains His meaning: water—commonest
and simplest of all liquids—emblem of gifts and graces of Holy Spirit.
Its source. Gift of God alone. Offered freely to all (Isa. lv. 1).
Its necessity. If any have not God's Spirit, they are not His (Rom. viii.
9).
Its nature. Pure—from God's throne (Rev. xxii. 1). Refreshing—joy of
salvation (Ps. li. 12). Healing (Rev. xxii. 2). Satisfying (Isa. lxi. 1).
Unfailing—wells of salvation (Isa. xii. 3).

Its results. Everlasting life.
III. Lesson. Drink of this living water which Christ offers to-day.
Living Water.
The fountain of living waters is God Himself. It is not a mere
cistern to hold a little water; it is a running, living stream, and a
fountain that springs up perpetually. Now a fountain is produced
by the pressure of water coming down from a height, and never
rises higher than its source. Our spiritual life has its source in
heaven. It came from God, and to God it will return.
February 5th.—The Nobleman's Son Healed.
To read—St. John iv. 43-54. Golden Text—Ver. 53.
Christ has passed through Samaria, returned to Cana. Now works
first miracle of healing.
I. Faith Beginning (43-47). The father. A courtier of Herod Antipas,
King of Galilee. In trouble because of son's sickness. Hears of Jesus
and His wonderful doings—will see if He can help him. Leaves his
home to go and meet Jesus. Urgently entreats Him to come from
Cana down to Capernaum on the Lake of Galilee to visit and relieve
his dying son.
II. Faith Increasing (48-50). Christ seems to hesitate—makes a
difficulty. He wants strong faith. He sees father desires external
signs, personal visit. Christ must have implicit faith. What does Christ
do? Does not comply with the request nor refuse, but calmly tells
him his son lives. The man believes, and returns home.
III. Faith Perfected (51-54). Met by his servants on way back.
They had noted the change for the better in the boy, hastened to
meet the father and tell the good news. What does he ask? The time
exactly agreed. So the father knew that Christ was more than man—
that He was Lord of life and death—the true Son of God. No more
doubts.

Lessons. 1. Trouble leads to prayer and prayer to blessings.
2. Belief in Christ brings peace and happiness.
3. He is the same Lord to all them that believe.
Freemen of the Gospel.
An old man once said that it took him forty years to learn three
simple things. The first was that he could not do anything to
save himself; the second was that God did not expect him to;
and the third was that Christ had done it all, and all he had to
do was to believe and be saved.
February 12th.—Christ's Divine Authority.
To read—St. John v. 17—27. Golden Text—John iv. 42.
Christ has returned to Jerusalem to keep one of appointed feasts
(ver. 1). There He healed a cripple at the Pool of Bethesda on the
Sabbath, which caused the Jews to persecute Him for "breaking" or
relaxing the Sabbath day. Christ answers them.
I. The Father's Work (17, 18). God is Creator of world and Father
of all. The Sabbath not a time for inaction. Does everything stop?
Earth continues to revolve, winds blow, vegetation grows. Sabbath a
rest for man from work by which livelihood gained, but also a day to
be spent in works of mercy. Thus Christ works on with the Father.
His claim to be equal with God angers the Jews.
II. The Son's Work (19-23). Same as the Father's—does nothing
by Himself. He shares the Father's counsels—loving bond of
sympathy between them. Shares Father's work—giving life to dead
(i. 4). Christ already done this when raised Jairus's little daughter
(St. Matt. ix. 25). Also raised dead souls by forgiving sins and
leading to new life. Example—sick of the palsy (St. Matt. ix. 2) and
the woman who had sinned (St. Luke vii. 37, 47).
Christ also appointed as the Judge (Acts xvii. 31). Therefore equally
with Father claims honour from men. To dishonour Him is to

dishonour God.
III. Man's Relation to Christ (24-27). How can he obtain this new
life? Must hear and accept Son's word, must believe the Father, Who
speaks through the Son (xvii. 3; Heb i. 2). Then he passes from
death in sin (Eph. ii. 1) to life in Christ (Col. iii. 3). This a present
change. Old things passed—all become new. New faith, hope, love.
New life for soul now, for body hereafter.
Lessons. 1. It is lawful to do good on the Sabbath.
2. If any man be in Christ, he is a new creature.
Full Salvation.
Those who trust Christ do not trust Him to save only for a year
or two, but for ever. In going a long journey it is best to take a
ticket all the way through. Take your ticket for the New
Jerusalem, and not for a half-way house. The train will never
break down, and the track never be torn up. Trust Jesus Christ
to carry you through to glory, and He will do it.—Rev. C. H.
Spurgeon.

SHORT ARROWS
Notes of Christian Life & Work.
"The Finding of the Saviour in the Temple."
I n response to the request of many of our readers, we give
the following account of this great picture, a special
reproduction of which (in colours and suitable for
framing) was presented with our November number. With
the idea of the picture in his mind, Mr. Holman Hunt went, in 1854,
to Jerusalem to obtain local colour and models for the work. "Truth
to Nature" being the principle of his art, he desired to get as near as
possible to the probable aspect of the scene he was attempting to
depict. The Temple he had to construct for himself, and this he did
after studying Eastern, and especially ancient Jewish, architecture,
the only part painted from an actual fact being the marble
pavement. This he copied from the floor of the Mosque of Omar,
which, according to tradition, is the only remaining portion of
Herod's Temple. He experienced great difficulty in getting models for
his figures, owing to the suspicion having arisen that he was a
Christian missionary in disguise. By the end of eighteen months,
however, he had painted in all the adult figures from actual models,
and, returning to England, he managed, by the help of Mr. Mocatta,
to get a boy from the Jewish community in the East-End of London
to sit for the figure of Christ. Every detail of the picture has a
symbolic interest. The rabbi on the left, clasping in his arms the
Torah or sacred roll of the Law, is blind and decrepit, and the other
rabbis, with their phylacteries and scrolls, are all characteristic of the
proud, self-righteous, sects to which they belonged. Joseph carries
his own and Mary's shoes over his shoulders—even in their haste
they had remembered the injunction to remove them when entering

the house of the Lord—and Mary is clad in robes of grey and white,
with a girdle fringed with orange-red, the colours of purity and
sorrow. Christ wears a kaftan, striped with purple and blue, the
colours of the royal house of David. He is pulling the buckle of the
belt tighter—"girding up His loins"—and in spite of the "Wist ye not
that I must be about My Father's business?" has one foot advanced
in readiness to go with His earthly parents. Through the doorway the
builders are still at work; they are hoisting into position the block
which is to be "the chief corner-stone of the building."
BLIND PETER AND HIS
BRIDE.
(Photo: T. F. McFarlane,
Crieff.)

St. Paul's Bennett St. Sunday School, Manchester Quiver
Medalists March 1st.
1898.
Blind Peter and his Bride.
In spite of his blindness, Peter was a very happy man. A young girl,
brought up in the American Presbyterian School in Pekin,
emphatically declared that he was the best, the cleverest, and the
best-looking of six candidates for her hand. She enjoyed the
unheard-of privilege of choosing her husband, and, as her relations
approved the selection, settlements were at once arranged. Her hair
was cut in a fringe, which in China marks an engaged maiden; the
contract was drawn up on a sheet of lucky scarlet paper, and Peter
undertook to make a regular allowance to his mother-in-law. Neither
the bride nor Peter's relations ever had occasion to regret their
decision. He was one of the earliest pupils in the School for the Blind

established in Pekin in 1879. As a boy of twelve years old, he was
led to the door by his brother aged fourteen. They were orphans,
and on their first begging tour, and the elder said that he could
support himself by work, but could not gain sufficient food for two
without begging. The blind boy was admitted, and he quickly gained
a high character. Within two years he was the ablest and best
teacher of the blind in Pekin, and he had knowledge and influence
which might be the means of bringing light and understanding to
untold numbers groping in darkness of mind and body. It is
calculated that the blind in China number at least 500,000, and they
have the character of being amongst the most depraved of beggars.
Miss Gordon-Cumming tells the story of blind Peter in her new book,
"The Inventor of the Numeral Type for China." The Chinese
Dictionary contains from 30,000 to 40,000 characters. It is true that
to read a book so sublimely simple as the Bible it is sufficient to
learn 4,000; but the length of this task deters the majority of people
from the attempt. Mr. W. H. Murray found it possible to reduce the
distinct tones of Mandarin Chinese (used in four-fifths of the Empire)
to 408, and to represent them in numerals, embossed in dots
according to Braille's system. Miss Gordon-Cumming devotes several
pages to explaining the invention and the means by which it has
been carried into good effect. The result is that blind men and
women have not only been raised from demoralised beggary, but
have become teachers of others afflicted like themselves, and in
some cases of the sighted illiterate or deaf and dumb.
A Notable Group.
In the course of our last volume we had occasion to refer several
times to the remarkable Sunday-school in Manchester which contains
no less than forty-five teachers, all of whom have served for over
twenty years as active officers of the school. This discovery was
made in connection with our Roll of Honour for Sunday-school
Workers, and each of the forty-five was awarded The Quiver medal.
These teachers have since associated themselves in a photographic

group, the result of which we reproduce on the opposite page. It
forms an interesting and unique memento of an interesting and
unique school.
A Quiver Hero.
The latest addition to the Roll of Quiver Heroes and Heroines is
Captain James Hood, of the London tug Simla, who, on October 17th
last, was by his self-sacrificing courage and presence of mind
instrumental in saving twelve members of the crew of the Blengfell
off Margate. The circumstances attending the conspicuous act of
Captain Hood are probably still fresh in the minds of all our readers,
and it is only necessary to recall that on the day in question his tug
was in attendance on the naphtha ship Blengfell, when the latter
vessel was suddenly rent in two by a terrific explosion, which
resulted in the sudden death of the captain of the doomed ship, his
wife and child, and six other persons. Hood immediately saw that
the only way to save the men left on the wreck and those struggling
in the sea was to steam right alongside the burning ship, there being
no time to lower boats. This he courageously did in the face of
several minor explosions, and knowing full well that at any moment
the remaining barrels of naphtha might ignite and blow his vessel to
pieces. Fortunately he was successful in rescuing the survivors, and
was able to steam away in safety from the burning ship. Our readers
will undoubtedly endorse our opinion that Captain Hood has nobly
earned the Silver Medal of The Quiver Heroes Fund, which it has
been our pleasure to hand to him.

CAPTAIN HOOD.
(The latest Quiver
Hero.)
(Photo: W. Bartier,
Poplar, E.)
Unusual Diffidence.
An able public man known to the writer was asked the other day to
speak at a conference upon one of the subjects to be debated. He
replied that he could not do so, as he did not know much about the
question and had not time to study it in all its bearings. How much
shorter and more profitable would speeches and sermons be if those
who deliver them were as conscientious as our friend! But "fools
rush in where angels fear to tread," and speak loud and long out of
the abundance of their ignorance. When a man has only one idea,
has seen only one side of a thing, knows only a limited number of
words, and is in possession of good lungs, there is no reason why he
should ever stop speaking.

Distributing Mansion House Money.
Four great famines in India have marked the reign of Queen Victoria
—each more widespread than the last, but each successively
occasioning less loss of life. It was in the famine of 1868-69 that
Lord Lawrence initiated, as a working principle for the
Administration, a sense of personal responsibility for every life lost.
In the last, that of 1896-97, the scarcity extended from the Punjab
to Cape Comorin, but the skill in checking starvation was greater
than in the preceding one of 1877, and the number of sufferers
relieved exceeded three millions. Whilst many of India's sons gazed
up at the cloudless sky with the calm desperation of fatalists, the
Government and missionaries fought side by side to repel hunger
and death. England subscribed £550,000 through the Mansion House
Relief Fund alone. The scourge fell most heavily on the Central
Provinces, and the paternal Government had not only to deal with
present necessity, but to provide for the future. Our illustration is
copied from a photograph of a scene in Central India. An English
Government servant sits at a table covered with money from the
Mansion House Fund, and he is granting fifteen rupees to a
cultivator for seed rice. A crowd of applicants for similar relief
surround him.

DISTRIBUTING MANSION HOUSE MONEY IN
INDIA.
(Photo: Rev. A. Logsdail)
For Old and Young.
By a curious coincidence two of the various works which call for
notice this month are by present contributors to our own pages, and
two are by future contributors. It is unnecessary to deal with the
former at length—even if space permitted—and it is sufficient to
state that Dr. Joseph Parker's second volume of his series of "Studies
in Texts" (Horace Marshall and Son) is as full of pregnant and
forceful thoughts as its predecessor; whilst in "Love to the
Uttermost" (Morgan and Scott) our old friend, the Rev. F. B. Meyer,
has tenderly and reverently expounded the principal incidents and
texts contained in the latter portion of the Gospel of the disciple
"whom Jesus loved."—From Mr. Elliott Stock comes a small volume
of "Addresses to all Sorts and Conditions of Men," which have been
delivered at various times and in various places by Archdeacon
Madden, who is well known as an earnest and gifted preacher to

young men, and we can but hope that these outspoken truths may,
in their more permanent form, be the means of much lasting good.
We hope shortly to introduce Archdeacon Madden more directly to
our readers by means of our own pages, and also Dr. R. F. Horton,
who is responsible for "The Commandments of Jesus," which has
just reached us from Messrs. Isbister. It should be emphasised at
once that the book does not deal with the commandments given to
Moses, but with the commandments delivered by our Lord whilst on
earth. Dr. Horton claims that a careful study of these will prove that
they form "a sufficient, authoritative, and exact rule of life" at the
present day, and he has ably upheld and explained what he so
happily terms "the eternal code of Jesus."—To turn from theological
to lighter works, we are pleased to draw attention to Mr. S. H.
Hamer's "Whys and Other Whys" (Cassell and Co.), which would
form an admirable present for little people. The author tells a
number of humorous stories of "Curious Creatures and their Tales,"
which will amuse and delight the children, whilst the many quaint
and clever illustrations by Mr. Neilson combine to make this one of
the best gift-books of the season.—For the little ones and also to
"children of a larger growth" we can heartily commend Mrs. Orman
Cooper's life of "John Bunyan, the Glorious Dreamer" (Sunday School
Union), which is written from an extensive knowledge of the subject
(gained principally from many years' residence in Bedford), and is
also copiously illustrated.—We have also to acknowledge the receipt
of "Rabbi Sanderson" (Hodder and Stoughton) by Ian Maclaren,
which forms a companion to his former short story, "A Doctor of the
Old School," though we feel it is not so brilliant as the latter; of "Neil
Macleod" (same publishers), an interesting and well-written story of
literary life in London; and also of "Silver Tongues" (Morgan and
Scott), which consists of a series of talks to the young by the Rev.
John Mitchell, based on simple objects of common knowledge, such
as a leaf, a thimble, flowers, etc., and enriched by many appropriate
lessons.
Four Anchors from the Stern.

These anchors, our Revised Version tells us, the sailors "let go" on
St. Paul's disastrous voyage towards Rome, "fearing lest haply we
should be cast ashore on rocky ground." There is many a reef of
rocks which threatens a young man or woman's barque, as it is
pushed off across the waters of life's ocean; and, at the close of this
century, one such reef is certainly the neglect and desecration of the
Sabbath. It is difficult, perhaps undesirable, to lay down minute rules
upon a subject concerning the details of which good folks
conscientiously differ; but, in days when the social trend is distinctly
towards laxity, there are four main principles which must be binding
on all who acknowledge the New Testament as the supreme law of
life. Little, comparatively, is said there about the observance of the
first day of the week, but that little is very helpful and suggestive.
(1) Sunday should be a day of joy. It was "with great joy" that the
holy women returned from the sepulchre after the resurrection. Let
us try and make Sunday bright and happy, especially to children and
to the poor. (2) Sunday must be a day of worship. The disciples were
wont to meet together to break bread in remembrance of their
Master, and (Acts xx. 7) to hear a sermon. (3) Sunday must be a day
of generosity and kindness. The apostle specially enjoins that each
one should "lay by him in store, as he may prosper." The spirit of
this command must forbid selfish entertainments and recreations,
which impose extra toil on hard-worked servants. (4) Sunday should
be a day of rest, and (to some extent, at least), of holy
contemplation. St. John the Divine at Patmos was "in the spirit on
the Lord's Day," when he saw the vision of the New Jerusalem.
Sundays upon earth are a preparation for "the Sabbaths of Eternity."
Neglect and desecration are "rocks ahead." Young men and maidens
who fare forth into the world, and are apt to be driven rockward by
the powerful and dangerous currents of public opinion, will find that
these four stout scriptural anchors will hold their craft secure and
fast.
Crowns of Thorns and Crowns of
Righteousness.

A man called upon President Lincoln, introduced himself as one of
his best friends, and asked for a Government post, then vacant, on
the ground that it was solely through the applicant's exertions that
he was elected to the Presidency. "Oh, indeed," said Lincoln; "then I
now look upon the man who, of all men, has crowned my existence
with a crown of thorns. No post for you in my gift, I assure you. I
wish you good-morning." Thus it is that, when we obtain them, we
care nothing about things that once were objects of our ambition. It
will not be so with the never-fading crowns of righteousness that are
the rewards of another and happier world.
MISS HARRISON.
(The veteran Leicester
Sunday-school teacher.)
(Photo: A. Pickering,
Leicester.)
The Leicester Silver Medallist.

Many of our readers will be pleased to see the accompanying
portrait of Miss Anne Harrison, the veteran Sunday-school teacher of
Leicestershire, who was recently awarded the Silver Medal and
Presentation Bible for the longest known period of service in that
county. Fifty-eight years ago Miss Harrison commenced work in the
Sunday-school attached to the Baptist Chapel in Harvey Lane,
Leicester, and is still to be found at her post Sunday after Sunday,
devoting all her energies to the cause which is so near her heart,
and which she has so faithfully served for over half a century.
ROLL OF HONOUR FOR SUNDAY-SCHOOL WORKERS.
The Special Silver Medal and Presentation Bible offered for the
longest known Sunday-school service in the county of Sussex (for
which applications were invited up to November 30th) have been
gained by
Mr. Charles Watts,
14, Western Road, Hove,
who has distinguished himself by fifty-one years' service in the
county, forty-nine of which were spent in Christ Church Sunday
School, Montpelier Road, Brighton.
As already announced, the next territorial county for which claims
are invited for the Silver Medal is
WILTSHIRE,
and applications, on the special form, must be received on or before
December 31st, 1898. We may add that Durham is the following
county selected, the date-limit for claims in that case being January
31st, 1899. This county, in its turn, will be followed by Devonshire,
for which the date will be one month later—viz. February 31st, 1899.

Erratum.—Susan Hammond, the Essex County Medallist, was
inadvertently described in our November number as Miss Hammond
instead of Mrs. Hammond.
THE QUIVER FUNDS.
The following is a list of contributions received from November 1st
up to and including November 30th, 1898. Subscriptions received
after this date will be acknowledged next month:—
For "The Quiver" Christmas Stocking Fund: Jessie B.,
Clerkenwell, 2s. 6d.; A School Girl, Stockport, 3s.; A. Newport,
Dorchester, 1s.; L. Holland, Crouch End, 2s.; C. D., Bradford-on-
Avon, 2s.; A Sunday Scholar, 1s.; M. T., 3s.; E. E., Newmarket, 3s.;
B. Burston, Moreland Court, 1s.; A Few Friends at Hazelwood, 5s.; F.
S. T., 1s.; R. S., Crouch End, 5s.; E. M. Ellis, Derby, 1s.; Mrs. S.,
Newport, 5s.; Mrs. J. Cunningham, West Kensington, 5s.; E. Baylis,
Woldingham, 10s.; Violet, 2s.; H. D., 10s.; G. S. Andrews, 3s.; A
Reader, 2s.; E. R. Boys, Warlingham, 3s.; M. A., Kilburn, 1s.;
Sympathy, 1s. 6d.; Mrs. Anderson, 1s.; Anon., Croydon, 2s. 2d.; M.,
Horsham, 5s.; S. L. G., Camberwell, 5s.; Anon., East Grinstead, 10s.;
Anon., Dublin, 1s.; W. Dellar, 1s.; Little Florrie, Brighton, 2s.
For "The Quiver" Waifs' Fund: J. J. E. (132nd donation), 5s.; A
Glasgow Mother (102nd donation), 1s.; S. A., Newport, 10s.; A
Swansea Mother, 5s.
For Dr. Barnardo's Homes: An Irish Girl, 6s. 6d.; E. E., Newmarket,
2s.
The Editor is always pleased to receive and forward to the
institutions concerned the donations of any of his readers who wish
to help the movements referred to in the pages of The Quiver. All
contributions of one shilling and upwards will be acknowledged.

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