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1Chapter1IntroductiontoManagementandOrganizationsTRUE/FALSEQUESTIONSAMANAGER’SDILEMMA1.Today’smanagersarejustaslikelytobewomenastheyaremen.2.Managementaffectsemployeemoralebutnotacompany’sfinancialperformance.WHOAREMANAGERS?3.Inordertobeconsideredamanager,anindividualmustcoordinatetheworkofothers.4.Supervisorsandforemenmaybothbeconsideredfirst-linemanagers.WHATISMANAGEMENT?5.Effectivenessreferstotherelationshipbetweeninputsandoutputs.6.Effectivenessisconcernedwiththemeansofgettingthingsdone,whileefficiencyisconcernedwiththeattainmentoforganizationalgoals.7.Agoalofefficiencyistominimizeresourcecosts.8.Efficiencyisoftenreferredtoas“doingthingsright.”9.Managerswhoareeffectiveatmeetingorganizationalgoalsalwaysactefficiently.WHATDOMANAGERSDO?10.Thefourcontemporaryfunctionsofmanagementareplanning,organizing,leading,andcontrolling.11.Determiningwhoreportstowhomispartofthecontrollingfunctionofmanagement.12.Directingandmotivatingarepartofthecontrollingfunctionofmanagement.13.Fayol’smanagementfunctionsarebasicallyequivalenttoMintzberg’smanagementroles.14.Therolesoffigurehead,leader,andliaisonareallinterpersonalroles.15.DisturbancehandlerisoneofMintzberg’sinterpersonalroles.16.Mintzberg’sinformationalmanagementroleinvolvesreceiving,collecting,anddisseminatinginformation.217.Mintzberg’sresourceallocationroleissimilartoFayol’splanningfunctionbecauseitinvolvesthecoordinationofemployee’sactivities.18.Resourceallocationanddisturbancehandlingarebothconsidereddecisionalroles.19.AfinancemanagerwhoreadstheWallStreetJournalonaregularbasiswouldbeperformingthefigureheadrole.20.Katzfoundthatmanagersneededthreeessentialskills:technical,human,andinformational.21.Technicalskillsbecomelessimportantasamanagermovesintohigherlevelsofmanagement.22.Conceptualskillsbecomelessimportantasamanagermovesintotopmanagement.23.Interpersonalskillsinvolveamanager’sabilitytothinkaboutabstractsituations.24.Coachingandbudgetingareskillscloselyrelatedtothemanagementfunctionofleading.25.Budgetingisaskillthatisrelatedtobothplanningandcontrolling.26.Intoday’sworld,organizationalmanagersatalllevelsandinallareasneedtoencouragetheiremployeestobeonthelook-outfornewideasandnewapproaches.27.Onlyfirst-linemanagersandemployeesneedtobeconcernedwithbeingcustomer-responsive.28.Innovationisonlyimportantinhigh-techfirms.WHATISANORGANIZATION?29.Adistinctpurposeisimportantindefininganorganization.30.Anontaxableorganization,suchastheUnitedWay,cannotbeconsideredanorganization.MULTIPLE-CHOICEQUESTIONSForeachofthefollowingchoosetheanswerthatmostcompletelyanswersthequestion.AMANAGER’SDILEMMA31.Whichofthefollowingstatementsregardingmanagersintoday’sworldisaccurate?a.Theiragerangeislimitedtobetween30and65.b.Theyarefoundonlyinlargecorporations.c.Theycanbefoundexclusivelyinfor-profitorganizations.d.Thesinglemostimportantvariableinemployeeproductivityandloyaltyisthequalityoftherelationshipbetweenemployeesandtheirdirectsupervisors.332.AccordingtodatacollectedbyCatalyst,anonprofitresearchgroup,_________percentofcorporateofficersinFortune500companiesarewomen.a.55.3b.15.7c.39.7d.21.9WHOAREMANAGERS?33.Someonewhoworkswithandthroughotherpeoplebycoordinatingtheirworkactivitiesinordertoaccomplishorganizationalgoalsis___________.a.anassemblylineworkerb.alaborerc.amanagerd.asalesperson34.Inthepast,nonmanagerialemployeeswereviewedasemployeeswho___________.a.reportedtotopexecutivesb.reportedtomiddlemanagersc.supervisedothersd.hadnoothersreportingtothem35.Whichofthefollowingtypesofmanagersisresponsibleformakingorganization-widedecisionsandestablishingtheplansandgoalsthataffecttheentireorganization?a.first-linemanagersb.topmanagersc.productionmanagersd.researchmanagers36.Alllevelsofmanagementbetweenthesupervisorylevelandthetopleveloftheorganizationaretermed_____________.a.middlemanagersb.first-linemanagersc.supervisorsd.foremen37.Whichofthefollowinglevelsofmanagementisassociatedwithpositionssuchasexecutivevicepresident,chiefoperatingofficer,chiefexecutiveofficer,andchairmanoftheboard?a.teamleadersb.middlemanagersc.first-linemanagersd.topmanagers38.Agencyheadorplantmanagerismostlikelyassociatedwithwhichofthefollowing?4a.teamleadersb.middlemanagersc.first-linemanagersd.topmanagers39.Thelowestlevelofmanagementis______________.a.anonmanagerialemployeeb.adepartmentofresearchmanagerc.avicepresidentd.afirst-linemanager40.Supervisorisanothernameforwhichofthefollowing?a.teamleaderb.middlemanagerc.first-linemanagerd.topmanager41.Managerswithtitlessuchasregionalmanager,projectleader,orplantmanagerare_______________.a.first-linemanagersb.topmanagersc.productionmanagersd.middlemanagers42.Whichofthefollowingbestreflectsthemanagementstructureofatraditionalorganization?a.pyramidb.circlec.hubwithspokesd.infiniteline43.Divisionmanagerisassociatedwithwhichofthefollowinglevelsofmanagement?a.teamleadersb.middlemanagersc.first-linemanagersd.topmanagersWHATISMANAGEMENT?44._____________istheprocessofgettingactivitiescompletedefficientlyandeffectivelywithandthroughotherpeople.a.Leadingb.Managementc.Supervisiond.Controlli