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1Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallManagement,11e(Robbins/Coulter)Chapter1ManagementandOrganizations1)Agreatmanagermakesajobmoreenjoyableandproductive.Answer:TRUEPageRef:4Objective:1Difficulty:EasyClassification:Conceptual2)Managersplayanimportantroleindealingwithvariouschallengesbeingfacedbyorganizationstoday.Answer:TRUEPageRef:4Topic:WhyAreManagersImportantObjective:1Difficulty:EasyClassification:Conceptual3)Today'smanagersarejustaslikelytobewomenastheyaremen.Answer:TRUEPageRef:5Objective:2Difficulty:EasyClassification:Conceptual4)Amanagermustcoordinateandoverseetheworkofotherpeoplesothatorganizationalgoalscanbeaccomplished.Answer:TRUEPageRef:5Topic:WhoAreManagers?Objective:2Difficulty:EasyClassification:Conceptual5)Amanager'sjobisallaboutpersonalachievement.Answer:FALSEPageRef:5Objective:2Difficulty:EasyClassification:Conceptual2Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHall6)Intraditionallystructuredorganizationsmanagerscanbeclassifiedasfirst-linemanagers,middlemanagers,ortopmanagers.Answer:TRUEPageRef:6Objective:2Difficulty:EasyClassification:Conceptual7)Middlemanagersareresponsibleformakingorganization-widedecisionsandestablishingtheplansandgoalsthataffecttheentireorganization.Answer:FALSEPageRef:6Objective:2Difficulty:EasyClassification:Conceptual8)Effectivenessreferstogettingthemostoutputfromtheleastamountofinput.Answer:FALSEPageRef:8Topic:WhatIsManagement?Objective:3Difficulty:EasyClassification:Conceptual9)Efficiencyisdescribedasdoingthingsright.Answer:TRUEPageRef:8Topic:WhatIsManagement?Objective:3Difficulty:EasyClassification:Conceptual10)Thefourcontemporaryfunctionsofmanagementareplanning,organizing,leading,andcontrolling.Answer:TRUEPageRef:9Topic:WhatDoManagersDo?Objective:3Difficulty:EasyClassification:Conceptual11)Determiningwhoreportstowhomispartofthecontrollingfunctionofmanagement.Answer:FALSEPageRef:9Topic:WhatDoManagersDo?Objective:3Difficulty:EasyClassification:Conceptual3Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHall12)Directingandmotivatingarepartofthecontrollingfunctionofmanagement.Answer:FALSEPageRef:9Topic:WhatDoManagersDo?Objective:3Difficulty:EasyClassification:Conceptual13)Whenamanagerperformsthecontrollingfunctionofmanagement,hemustmonitorandevaluateperformance.Answer:TRUEPageRef:9Objective:3Difficulty:EasyClassification:Conceptual14)Figurehead,leader,andliaisonareallinterpersonalmanagerialrolesaccordingtoMintzberg.Answer:TRUEPageRef:10Topic:WhatDoManagersDo?Objective:3Difficulty:EasyClassification:Conceptual15)DisturbancehandlerisoneofMintzberg'sinterpersonalroles.Answer:FALSEPageRef:10Topic:WhatDoManagersDo?Objective:3Difficulty:EasyClassification:Conceptual16)AccordingtoRobertL.Katz,managersneedtohavetechnical,human,andconceptualskills.Answer:TRUEPageRef:12Topic:WhatDoManagersDo?Objective:3Difficulty:EasyClassification:Conceptual17)Technicalskillsbecomelessimportantasamanagermovesintohigherlevelsofmanagement.Answer:TRUEPageRef:12Topic:WhatDoManagersDo?Objective:3Difficulty:EasyClassification:Conceptual18)Conceptualskillsarelessimportanttotopmanagers.4Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHallAnswer:FALSEPageRef:13Topic:WhatDoManagersDo?Objective:3Difficulty:EasyClassification:Conceptual19)Inorderfororganizationstosurvivesuccessfully,managersmustcreateacustomer-responsiveorganization.Answer:TRUEPageRef:15Objective:4Difficulty:EasyClassification:Conceptual20)Innovationisconfinedtohigh-techandothertechnologicallysophisticatedorganizations.Answer:FALSEPageRef:16Objective:4Difficulty:EasyClassification:Conceptual21)Managementisuniversallyneededinallorganizations.Answer:TRUEPageRef:17Objective:5Difficulty:EasyClassification:Conceptual22)Aportionofamanager'sjob,especiallyatlowerorganizationallevelsmayentaildutiesthatareoftenmoreclericalthanmanagerial.Answer:TRUEPageRef:18Objective:5Difficulty:EasyClassification:Conceptual5Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHall23)Whichofthefollowingstatementsregardingmanagersintoday'sworldisaccurate?A)Theiragerangeislimitedtobetween30and65years.B)Theyarefoundonlyinlargecorporations.C)Theycanbefoundexclusivelyinfor-profitorganizations.D)Thesinglemostimportantvariableinemployeeproductivityandloyaltyisthequalityoftherelationshipbetweenemployeesandtheirdirectsupervisors.Answer:DPageRef:5Topic:WhoAreManagers?Objective:1Difficulty:EasyClassification:Conceptual24)Anindividualwhoworkswithandthroughotherpeoplebycoordinatingtheirworkactivitiesinordertoaccomplishorganizationalgoalsis________.A)anassemblylineworkerB)alaborerC)amanagerD)asalespersonAnswer:CPageRef:5Topic:WhoAreManagers?Objective:2Difficulty:EasyClassification:Conceptual25)Supervisorisanothernameforwhichofthefollowing?A)teamleaderB)middlemanagerC)first-linemanagerD)topmanagerAnswer:CPageRef:6Topic:WhoAreManagers?Objective:2Difficulty:EasyClassification:Conceptual6Copyright©2012PearsonEducation,Inc.PublishingasPrenticeHall26)A________isanexampleofafirst-linemanager.A)divisionmanagerB)storemanagerC)regionalmana