Preview Extract
Chapter 1 Introducing Modern Management
1) The four basic management functions are planning, organizing, influencing, and controlling.
Answer: True
Rationale:
This statement is true. Planning involves setting objectives and determining a course of action to
achieve them. Organizing involves arranging resources to implement the plan. Influencing
involves guiding the activities of organization members. Controlling involves monitoring
activities to ensure they are being accomplished as planned.
2) Planning involves choosing tasks that must be performed to attain organizational goals,
outlining how the tasks must be performed, and indicating when they should be performed.
Answer: True
Rationale:
This statement is true. Planning is the process of setting goals and determining the best course of
action to achieve them. It involves deciding what needs to be done, how it will be done, and
when it will be done.
3) Planning is concerned with organizational success in the short term, while organizing is
concerned with the long term.
Answer: False
Rationale:
This statement is false. Planning is concerned with both short-term and long-term goals, while
organizing is primarily concerned with arranging resources and tasks to achieve those goals,
which can be for both short and long term.
4) Influencing is the process of assigning the tasks developed under the planning function to
various individuals or groups within the organization.
Answer: False
Rationale:
This statement is false. Influencing involves motivating, leading, and communicating with
individuals or groups to achieve organizational goals. Assigning tasks is typically part of the
organizing function.
5) Organizing is also commonly referred to as motivating, leading, directing, or actuating.
Answer: False
Rationale:
This statement is false. Organizing is the process of arranging resources and tasks to achieve
organizational goals. Motivating, leading, directing, and actuating are more closely related to the
influencing function.
6) Controlling is the management function through which managers compare present
performance to pre-established performance standards.
Answer: True
Rationale:
This statement is true. Controlling involves monitoring performance, comparing it to preestablished standards, and taking corrective action as needed to ensure that organizational goals
are achieved.
7) The four basic types of organizational resources are: planning, organizing, leading, and
controlling.
Answer: False
Rationale:
This statement is false. The four basic types of organizational resources are human resources,
financial resources, physical resources, and informational resources.
8) Efficient means that a small proportion of total resources contributes to productivity during
the manufacturing process; inefficient means that a large proportion of resources contributes to
productivity.
Answer: False
Rationale:
This statement is false. Efficiency refers to achieving maximum productivity with minimum
wasted effort or expense. It does not depend on the proportion of resources contributing to
productivity but rather on how effectively resources are used.
9) Management jobs vary but management principles are universal. They apply to all types of
organization and organizational levels.
Answer: True
Rationale:
This statement is true. While management jobs may vary based on the type of organization and
level within the organization, the fundamental principles of management, such as planning,
organizing, leading, and controlling, apply universally.
10) Technical skills involve the ability to apply specialized knowledge and expertise to workrelated techniques and procedures.
Answer: True
Rationale:
This statement is true. Technical skills refer to the ability to use specific tools, techniques, and
procedures related to a particular field or industry. These skills are essential for performing jobspecific tasks effectively.
11) Human skills, unlike technical skills, involve the ability to see the organization as a whole.
Answer: False
Rationale:
This statement is false. Human skills, also known as interpersonal skills, involve the ability to
work well with others, understand their needs and motivations, and communicate effectively.
They are not specifically about seeing the organization as a whole.
12) As one moves from lower-level management to upper-level management, conceptual skills
become more important and technical skills less important.
Answer: True
Rationale:
This statement is true. As individuals move into higher levels of management, such as from firstline supervisor to middle manager to top executive, the ability to think conceptually and
understand the organization as a whole becomes more important, while the need for technical
skills decreases because they are more focused on managing people and resources.
13) In an organization, short-term planning, clarifying objectives of jobs in organizations, and
monitoring operations and performance are task-related activities.
Answer: True
Rationale:
This statement is true. These activities are all directly related to the tasks that need to be
accomplished within the organization, such as setting short-term goals, clarifying job roles and
responsibilities, and monitoring progress towards those goals.
14) Providing recognition for achievements and contributions, and developing skill and
confidence of organization members are change-related activities.
Answer: False
Rationale:
This statement is false. These activities are actually more related to the people or human side of
the organization, rather than change-related activities. Providing recognition and developing
skills and confidence are important for maintaining employee motivation and engagement.
15) A career is a sequence of work-related positions occupied by a person over the course of a
lifetime.
Answer: True
Rationale:
This statement is true. A career typically refers to the series of jobs or positions that a person
holds throughout their working life, often progressing in skill and responsibility.
16) The exploration stage occurs at the beginning of a career and is characterized by self-analysis
and the exploration of different types of available jobs.
Answer: True
Rationale:
This statement is true. The exploration stage is typically early in a person's career when they are
exploring different career paths, assessing their skills and interests, and trying out different jobs
to find the right fit.
17) The second stage in career evolution is the establishment stage, during which individuals
about 25 to 45 years old start to become more productive, or higher performers.
Answer: True
Rationale:
This statement is true. The establishment stage is a period in mid-career when individuals are
typically more settled in their careers, have gained experience and skills, and are focused on
advancing and becoming more productive in their roles.
18) Career plateauing is a period of declining performance and productivity.
Answer: False
Rationale:
This statement is false. Career plateauing refers to a period in a person's career where there is a
lack of vertical movement or advancement. It does not necessarily imply declining performance
or productivity, but rather a period of stability or stagnation in terms of career progression.
19) ________ managers run manufacturing operations that produce the clothes we wear, the food
we eat, and the automobiles we drive.
A) Personnel
B) Plant
C) Sales
D) Accounting
E) Human Resources
Answer: B
Rationale:
Plant managers are responsible for overseeing the operations of manufacturing plants, which
produce various consumer goods such as clothes, food, and automobiles.
20) Sara is a manager in a food processing company. Her primary function is to see that
organizational goals are achieved. Which of the following must she discourage in order to
promote this?
A) Ben spends a lot of time on Facebook, but gets his work done on time.
B) Ted organizes an interdepartmental soccer game every month.
C) Ashley's consumer relations activities for the company sometimes delay her work.
D) During lull periods at work, Sally works on her Master's thesis.
E) Clare is the top performer in the department, but has no interest in the industry.
Answer: C
Rationale:
Sara must discourage activities that could potentially hinder the achievement of organizational
goals. In this case, Ashley's consumer relations activities sometimes delay her work, which could
impact the company's overall performance. Therefore, Sara should discourage this behavior to
promote goal achievement.
21) Management strives to encourage individual activity that will ________.
A) promote the individual's growth
B) always produce outstanding results
C) utilize the maximum amount of resources
D) lead to reaching organizational goals
E) always generate the highest revenue
Answer: D
Rationale:
Management aims to align individual activities with organizational goals to ensure that the
efforts of individuals contribute to the overall success of the organization. Encouraging activities
that lead to reaching organizational goals is a fundamental aspect of effective management.
22) When devising goals for his team to achieve, which of the following points should Kevin
consider most important?
A) his career goals
B) individual abilities
C) internal politics
D) organizational goals
E) employee goals
Answer: D
Rationale:
When devising goals for his team, Kevin should consider organizational goals as most important.
This ensures that the team's efforts are aligned with the broader objectives of the organization,
leading to greater overall success.
23) Which of the following statements is true for the management function?
A) It refers to the activities that make up the management process.
B) It is a one-time function in an organization.
C) It is a series of continuing and unrelated activities.
D) It involves and concentrates on reaching individual goals.
E) It does not consider the people aspect of organizations.
Answer: A
Rationale:
The management function refers to the activities that make up the management process,
including planning, organizing, influencing, and controlling. These activities are ongoing and
interconnected, rather than one-time or unrelated.
24) Jacob, an upper-level manager, recently saw a project fail because he did not establish
objectives for all important organizational areas during the initial stages. Jacob made a mistake
during the ________ stage of the management process.
A) organizing
B) influencing
C) controlling
D) monitoring
E) planning
Answer: E
Rationale:
Jacob made a mistake during the planning stage of the management process. Planning involves
setting objectives and determining the activities required to achieve them. By not establishing
objectives for all important organizational areas, Jacob failed to properly plan for the project's
success.
25) Which of the following is an error managers make during the planning stage of
management?
A) not establishing departments appropriately
B) not emphasizing coordination of organization members
C) not exploring enough viable alternatives for reaching objectives
D) not monitoring progress in carrying out plans
E) not taking the time to communicate properly with organization members
Answer: C
Rationale:
Not exploring enough viable alternatives for reaching objectives is an error managers make
during the planning stage of management. Effective planning involves considering and
evaluating different courses of action to determine the best approach for achieving organizational
goals.
26) ________ involves choosing tasks that must be performed to attain organizational goals,
outlining how the tasks must be performed, and indicating when they should be performed.
A) Organizing
B) Influencing
C) Controlling
D) Monitoring
E) Planning
Answer: E
Rationale:
Planning involves choosing tasks that must be performed to attain organizational goals, outlining
how the tasks must be performed, and indicating when they should be performed. It is a crucial
management function that sets the direction for the organization.
27) ________ includes determining tasks and groupings of work. It should not be rigid, but
adaptable and flexible to meet challenges as circumstances change.
A) Organizing
B) Influencing
C) Controlling
D) Monitoring
E) Planning
Answer: A
Rationale:
Organizing involves determining tasks and groupings of work within an organization. It is
important for organizing to be adaptable and flexible to meet challenges as circumstances
change, ensuring that the organization can effectively respond to its environment.
28) Neil is the plant manager at Serieux Manufacturing. He has just been given the production
targets for the month and has determined the activities necessary to achieve these. He now has to
decide who will perform the various activities best so that the output will be maximized, and he
must assign the activities to those workers. Neil is performing the ________ function of
management.
A) organizing
B) influencing
C) controlling
D) monitoring
E) planning
Answer: A
Rationale:
Neil is performing the organizing function of management. Organizing involves determining
tasks, grouping them, and assigning them to individuals or groups within the organization to
achieve specific goals.
29) Which of the following is an error managers make during the organizing stage of
management?
A) not exploring enough viable alternatives for reaching objectives
B) not establishing appropriate performance standards
C) establishing improper communication networks
D) not monitoring progress in carrying out plans
E) establishing inappropriate spans of management
Answer: E
Rationale:
Establishing inappropriate spans of management is an error managers make during the
organizing stage of management. Span of management refers to the number of subordinates a
manager can efficiently supervise. If the span is too narrow, it can lead to inefficiency and
micromanagement; if it is too wide, it can lead to a lack of control and oversight.
30) Seth, a manager in a growing organization, believes that creating departments leads to the
formation of barriers in an organization. Not establishing departments appropriately can be a
huge management mistake in the ________.
A) organizing process
B) influencing process
C) controlling process
D) monitoring process
E) planning process
Answer: A
Rationale:
Not establishing departments appropriately can be a huge management mistake in the organizing
process. Departments help to organize and group related activities within an organization,
ensuring efficiency and coordination. If departments are not established appropriately, it can lead
to confusion, duplication of efforts, and barriers to communication and collaboration.
31) Which of the following situations best demonstrates an error made during the organizing
stage of management?
A) LMN Tree has embarked on a new long-term project. Though the project is progressing,
employees feel that there were many better ways to achieve the desired result.
B) Vista International took on a project at short notice and wasn't able to go into details of the
strategy. As a result, some departments have clear objectives, while others do not.
C) The project team at Walton's is dissatisfied with the functioning of the department, but has no
communication system through which they can convey their concerns to the management.
D) Though DLB's projects are usually very similar, employees have no way of comparing
performance as there are no set standards.
E) Two teams at Crimson Blue had been working separately on a project for three weeks before
they discovered that there was a lot of duplicated effort.
Answer: E
Rationale:
Option E demonstrates an error made during the organizing stage of management because it
shows a lack of coordination and communication between teams, leading to duplicated efforts.
Organizing involves structuring and coordinating resources and activities to achieve
organizational goals efficiently, which includes ensuring that teams are aware of each other's
work to avoid duplication.
32) ________ can be defined as guiding the activities of organization members in appropriate
directions.
A) Organizing
B) Influencing
C) Controlling
D) Monitoring
E) Planning
Answer: B
Rationale:
Influencing involves guiding the activities of organization members in appropriate directions by
motivating, leading, and communicating with them to achieve organizational goals.
33) Roland, a firm believer in management policies, always manages his team by the book. His
team members agree that he is more of a manager than a leader. This indicates that Roland
should work on ________ his team.
A) organizing
B) influencing
C) controlling
D) monitoring
E) planning
Answer: B
Rationale:
Since Roland's team members view him more as a manager than a leader, he should work on
influencing his team. Influencing involves guiding and motivating team members to achieve
organizational goals, which requires leadership skills.
34) Becky's department has seen a number of layoffs in the last two months, and employee
morale is very low. This is affecting the work atmosphere and productivity is declining. In this
situation, the department manager's primary task will be to ________.
A) organize
B) influence
C) control
D) monitor
E) plan
Answer: B
Rationale:
In this situation, the department manager's primary task will be to influence. Influencing involves
motivating and guiding employees to improve morale and productivity in the department.
35) Motivating employees to perform better so that they can achieve the organization's goals is
known as ________.
A) organizing
B) influencing
C) controlling
D) monitoring
E) planning
Answer: B
Rationale:
Motivating employees to perform better so that they can achieve the organization's goals is
known as influencing. Influencing involves guiding and motivating employees to achieve desired
outcomes.
36) ________ is the management function through which managers compare present
performance to pre-established performance standards.
A) Organizing
B) Influencing
C) Controlling
D) Monitoring
E) Planning
Answer: C
Rationale:
Controlling is the management function through which managers compare present performance
to pre-established performance standards to ensure that organizational goals are being met.
37) Gathering information that measures recent performance within the organization is part of
the ________ management function.
A) motivating
B) controlling
C) influencing
D) organizing
E) planning
Answer: B
Rationale:
Gathering information that measures recent performance within the organization is part of the
controlling management function. Controlling involves monitoring and measuring performance
to ensure that organizational goals are being achieved.
38) Gayle has not established appropriate performance standards for her team. This is a fault in
the ________ function of management.
A) organizing
B) influencing
C) controlling
D) monitoring
E) planning
Answer: C
Rationale:
Gayle's failure to establish appropriate performance standards for her team is a fault in the
controlling function of management. Controlling involves setting and measuring performance
standards to ensure that organizational goals are being met.
39) Which of the following is an error managers make during the controlling stage of
management?
A) not establishing departments appropriately
B) not taking the time to communicate properly with organization members
C) establishing improper communication networks
D) not monitoring progress in carrying out plans
E) not exploring enough viable alternatives for reaching objectives
Answer: D
Rationale:
Not monitoring progress in carrying out plans is an error managers make during the controlling
stage of management. Controlling involves monitoring performance to ensure that plans are
being implemented effectively.
40) ________ refers to all the organizational assets available for activation during the production
process.
A) Supplies
B) Plans
C) Technologies
D) Strategies
E) Resources
Answer: E
Rationale:
Resources refer to all the organizational assets available for activation during the production
process, including materials, equipment, human resources, and financial resources.
41) ________ resources are those ingredients that are used directly in the manufacturing of
products.
A) Hardware
B) Capital
C) Technology
D) Raw material
E) Monetary
Answer: D
Rationale:
Raw material resources are those ingredients that are used directly in the manufacturing of
products. These can include materials such as metals, plastics, or chemicals that are transformed
into finished goods.
42) ________ resources refer to the machines used during the manufacturing process.
A) Hardware
B) Capital
C) Technology
D) Raw material
E) Monetary
Answer: B
Rationale:
Capital resources refer to the machines used during the manufacturing process. These machines
are essential for the production of goods and services.
43) Capital resources can be a major factor in ________.
A) the net profits the organization generates at the end of the financial year
B) the ingredients used directly in the manufacturing of products
C) maintaining desired production levels
D) all the financial assets that the organization possesses
E) the amounts of money that managers use to purchase goods and services for the organization
Answer: C
Rationale:
Capital resources can be a major factor in maintaining desired production levels. These resources
include machinery, equipment, and other physical assets that are used in the production process.
44) Ben is a manager at Transit Logistics, a logistics company involved in transportation and
storage. He is in charge of monitoring the schedules of the truck drivers who transport the goods.
In this scenario, the capital resource(s) of the organization is/are the ________.
A) work-schedule
B) transported goods
C) manager
D) drivers
E) trucks
Answer: E
Rationale:
In this scenario, the capital resource(s) of the organization is/are the trucks. Capital resources
refer to the physical assets used in the production process, such as machinery, equipment, and
vehicles.
45) Green Energy Inc. (GEI) is involved in obtaining energy from natural resources. As a
manager at this organization, Jim must use his resources and strive to be both effective and
efficient. To be an effective manager, Jim must ________.
A) focus on GEI's monetary resources more than its human resources
B) expand GEI's capital and help the organization's growth, even if that is not their goal
C) update knowledge by organizing training for all managers
D) use GEI's resources to attain the organization's goals
E) maximize the use of GEI's human and capital resources
Answer: D
Rationale:
To be an effective manager, Jim must use GEI's resources to attain the organization's goals.
Effectiveness in management refers to achieving the desired outcomes or goals of the
organization.
46) In terms of management efficiency during the manufacturing process, efficient means that
________.
A) a small proportion of total resources contributes to productivity
B) a small proportion of total skilled employees contributes to productivity
C) an equal proportion of skilled and unskilled employees contributes to productivity
D) a large proportion of resources contributes to productivity
E) a small proportion of total human and capital resources contributes to productivity
Answer: D
Rationale:
In terms of management efficiency during the manufacturing process, efficient means that a large
proportion of resources contributes to productivity. Efficiency in management refers to using
resources such as time, money, and materials effectively to achieve organizational goals.
47) The more resources unused during the production process, the more ________ the manager.
A) inefficient
B) efficient
C) ineffective
D) effective
E) efficient and ineffective
Answer: A
Rationale:
The more resources unused during the production process, the more inefficient the manager.
Inefficiency occurs when resources are not utilized effectively to achieve organizational goals.
48) As a manager in a manufacturing plant, Rex is not utilizing all his resources during the
production process, but due to the high demand for the plant's products, he can get an extremely
high price per unit sold and thus absorb inefficiency costs. In this scenario, as a manager Rex is
________.
A) efficient without being effective
B) effective without being efficient
C) effective and efficient
D) neither effective nor efficient
E) highly efficient but not effective
Answer: B
Rationale:
In this scenario, Rex is effective in meeting the high demand for the plant's products but is not
efficient because he is not utilizing all his resources effectively. Efficiency involves using
resources effectively to achieve organizational goals, which Rex is not doing.
49) Managerial efficiency is the proportion of total organizational resources that contribute to
productivity during the manufacturing process. The ________ this proportion, the more
________ the manager.
A) lower; effective
B) higher; efficient
C) lower; efficient
D) higher; ineffective
E) higher; inefficient
Answer: B
Rationale:
The higher this proportion, the more efficient the manager. Managerial efficiency is measured by
the proportion of total resources that contribute to productivity, with higher efficiency indicating
that more resources are contributing to productivity.
50) Which of the following situations demonstrates effectiveness but not efficiency?
A) Workers at MNS worked overtime for two weeks, but were unable to achieve their target
production.
B) Managers at MNS aimed to complete a particular project by August, but only completed it in
September.
C) The manager told Stella to do a report, even though Ray was better qualified for the task.
However, Stella managed it successfully.
D) Following a number of layoffs, Gianna's team was very demotivated and hence the
performance of the department suffered.
E) MNS aimed to complete construction of the new plant in two weeks, but a workers' strike
delayed construction.
Answer: C
Rationale:
Option C demonstrates effectiveness but not efficiency because although the manager
successfully completed the report by assigning it to Stella, who was not the most qualified, it
may not have been the most efficient use of resources. Efficiency involves using resources
effectively to achieve organizational goals, which may not have been the case in this scenario.
51) A manager is considered efficient and effective if the manager ________.
A) does not reach goals and does not waste resources
B) reaches goals and does not waste resources
C) does not reach goals and wastes resources
D) reaches goals and wastes resources
E) wastes resources on unattainable goals
Answer: B
Rationale:
A manager is considered efficient and effective if they reach goals (effectiveness) and do so
without wasting resources (efficiency). This means they achieve desired outcomes while making
the best use of resources.
52) If a manager reaches goals but wastes resources, the manager is considered to be ________.
A) efficient and effective
B) neither effective nor ineffective
C) ineffective and efficient
D) effective and inefficient
E) inefficient and ineffective
Answer: D
Rationale:
If a manager reaches goals but wastes resources, they are considered effective (reaching goals)
but inefficient (wasting resources). Efficiency is about achieving goals using the fewest
resources possible.
53) Management principles are considered to be universal because ________.
A) production processes and strategies remain the same across organizations
B) employees in all organizations have the same skill sets
C) all organizations have the same organizational hierarchy
D) organizational goals and methods do not change from organization to organization
E) the principles of planning, organizing, influencing, and controlling are the same across
organizations
Answer: E
Rationale:
Management principles are considered universal because the fundamental principles of planning,
organizing, influencing, and controlling apply to all organizations, regardless of their specific
industry, size, or goals.
54) Management skill is ________.
A) the specialized knowledge employees require to complete their tasks
B) the ability to carry out the process of reaching organizational goals by working with and
through people and other organizational resources
C) the method by which managers plan for unforeseen projects
D) the efficiency and effectiveness with which managers interact with the environment outside
the company
E) a product of the culture of a certain country that is limited to managers of that culture
Answer: B
Rationale:
Management skill is the ability to carry out the process of reaching organizational goals by
working with and through people and other organizational resources. It involves coordinating
and utilizing resources effectively to achieve desired outcomes.
55) According to Katz, technical skills involve ________.
A) working with people, both individuals and groups, to achieve organizational goals
B) understanding how the organization relates to its environment
C) working with people, but not their attitudes and communication
D) applying specialized knowledge and expertise to work-related techniques and procedures
E) understanding how changes in one part of the organization affect the rest of it
Answer: D
Rationale:
According to Katz, technical skills involve applying specialized knowledge and expertise to
work-related techniques and procedures. These skills are specific to a particular job or industry.
56) Nathan is the plant manager for Arwen Manufacturing. Though he does not work hands-on
on the manufacturing process, he needs to know the ins and outs of the processes so that he can
guide his employees effectively and help them if necessary. According to Katz, this involves
developing Nathan's ________ skills.
A) technical
B) moral
C) conceptual
D) human
E) interpersonal
Answer: A
Rationale:
Nathan needs to develop his technical skills to understand the manufacturing processes, even
though he may not work hands-on. This knowledge helps him guide his employees effectively.
57) According to Katz, applying specialized knowledge and expertise to work-related techniques
is a characteristic of ________.
A) interpersonal skills
B) human skills
C) conceptual skills
D) technical skills
E) strategic skills
Answer: D
Rationale:
According to Katz, applying specialized knowledge and expertise to work-related techniques is a
characteristic of technical skills. These skills are specific to a particular job or industry.
58) According to Katz, human skills are required for ________.
A) designing work processes and procedures
B) understanding how the organization relates to its environment
C) understanding how changes in one part of the organization affect the rest of it
D) applying specialized knowledge and expertise to work-related techniques
E) working with individual and group interests
Answer: E
Rationale:
According to Katz, human skills are required for working with individual and group interests,
which is important for effective management.
59) Sarah's team is relatively new and inexperienced. As the manager, she needs to motivate the
team and encourage them to cooperate with each other to perform better. According to Katz, this
involves using ________ skills.
A) technical
B) moral
C) conceptual
D) human
E) technological
Answer: D
Rationale:
Sarah needs to use her human skills to motivate and encourage her team to perform better.
Human skills involve working with and through people to achieve organizational goals.
60) ________ skills are very important to managers at the lower, middle and top levels.
A) Human
B) Conceptual
C) Technical
D) Strategic
E) Tactical
Answer: A
Rationale:
Human skills, which involve working with and through people, are important for managers at all
levels to effectively lead and manage their teams.
61) Sandra holds a top-level post in her organization and is a part of the top management at
Silica Inc. A key policy governing the manufacturing processes was recently changed, and
Sandra needs to analyze the effects of the change on the various departments of the company and
predict the effect on the output. This process involves using her ________ skills.
A) technical
B) moral
C) conceptual
D) human
E) interpersonal
Answer: C
Rationale:
Conceptual skills involve the ability to understand how various functions of the organization
complement one another and how changes in policies or strategies may impact different
departments. Sandra, in her top-level role, needs to analyze the effects of the policy change
across the organization, requiring a high level of conceptual thinking.
62) According to Katz, conceptual skills involve ________.
A) working with people, both individuals and groups, to achieve organizational goals
B) working with processes or physical objects dealing with production
C) working with groups, but not individuals, to achieve organizational goals
D) applying specialized knowledge and expertise to work-related techniques
E) understanding how various functions of the organization complement one another
Answer: E
Rationale:
Conceptual skills involve understanding how various functions of the organization complement
one another. This includes the ability to see the organization as a whole and understand how
changes in one area may impact other areas.
63) Which of the following skills become more important when a manager moves from lowerlevel management to upper-level management?
A) conceptual skills
B) technical skills
C) interpersonal skills
D) communication skills
E) presentation skills
Answer: A
Rationale:
Conceptual skills become more important as a manager moves from lower-level to upper-level
management because they involve understanding the broader implications of decisions and how
various parts of the organization work together.
64) Which of the following activities include short-term planning, clarifying objectives of jobs in
organizations, and monitoring operations and performance?
A) people-related activities
B) change-related activities
C) task-related activities
D) skill-related activities
Answer: C
Rationale:
Task-related activities include short-term planning, clarifying job objectives, and monitoring
operations and performance to ensure tasks are completed efficiently and effectively.
65) In an organization, task-related activities include ________.
A) empowering others to solve problems
B) consulting when making decisions
C) providing recognition for achievements and contributions
D) encouraging innovative thinking
E) short-term planning
Answer: E
Rationale:
Task-related activities include short-term planning, which involves setting goals and determining
the steps needed to achieve them in the short term.
66) People-related activities within an organization include ________.
A) clarifying objectives of jobs in organizations
B) consulting when making decisions
C) proposing new strategies and vision
D) encouraging innovative thinking
E) short-term planning
Answer: B
Rationale:
People-related activities involve working with individuals and groups to achieve organizational
goals, which can include consulting with others when making decisions.
67) Which of the following is an example of a people-related activity in an organization?
A) Jonathan plans the team's schedule for the next three months.
B) Anoia Systems awards employees who perform well each month.
C) FRO keeps track of changes in government policy that could affect the company.
D) Faced with a volatile market, Tiffany has invited employees to provide suggestions to change
the company strategy.
E) Claire monitors production to see if it meets company targets.
Answer: B
Rationale:
Anoia Systems awarding employees who perform well each month is an example of a peoplerelated activity because it involves recognizing and rewarding employees, which can help
motivate and engage them.
68) In any organization, change-related activities include ________.
A) clarifying objectives of jobs in organizations
B) consulting when making decisions
C) providing recognition for achievements and contributions
D) encouraging innovative thinking
E) short-term planning
Answer: D
Rationale:
Change-related activities involve encouraging innovative thinking and new approaches to
solving problems, which can help drive organizational change and adaptation.
69) One of the important skills that managers need to develop is sensitivity to ________.
A) political issues
B) economic issues
C) ethical issues
D) technological issues
E) conceptual issues
Answer: C
Rationale:
Sensitivity to ethical issues is important for managers because they often face ethical dilemmas
and must make decisions that align with ethical principles and values.
70) In developing management skills, managers should keep in mind that the value of individual
management skills will tend to vary from manager to manager, depending on the ________.
A) corresponding supervisor
B) specific organizational situations faced
C) amount of recognition and reward given
D) the skills of employees
E) attitudes of those involved
Answer: B
Rationale:
The value of individual management skills can vary depending on the specific organizational
situations faced by a manager. Different situations may require different skills, and managers
must be adaptable and responsive to these variations.
71) In building a career, an individual should be focused on ________ to qualify for the next
planned job and not simply taking a job with the highest salary.
A) making the most money
B) developing skills necessary
C) the application process
D) interviews
E) unit performance
Answer: B
Rationale:
Developing necessary skills is crucial for career advancement because it prepares individuals for
the next planned job and enhances their qualifications. Simply choosing a job with the highest
salary may not lead to long-term career growth if it does not align with skill development.
72) Which of the following is the correct order representing the stages in a career?
A) establishment; exploration; maintenance; decline
B) exploration; maintenance; establishment; decline
C) establishment; maintenance; plateauing; decline
D) exploration; establishment; maintenance; decline
E) establishment; plateauing; exploration; maintenance
Answer: D
Rationale:
The correct order of stages in a career is exploration, establishment, maintenance, and decline.
Exploration involves self-analysis and exploring different job options, followed by establishing
oneself in a particular career path. Maintenance involves staying in a job and developing
expertise, while decline refers to the eventual decrease in career activities.
73) The first stage in career evolution is the ________ stage.
A) establishment
B) decline
C) exploration
D) plateauing
E) maintenance
Answer: C
Rationale:
The exploration stage is the first stage in career evolution, where individuals engage in selfanalysis and explore different job options to determine their career path.
74) The ________ is characterized by self-analysis and the exploration of different types of
available jobs.
A) decline stage
B) career plateauing stage
C) maintenance stage
D) establishment stage
E) exploration stage
Answer: E
Rationale:
The exploration stage of a career is characterized by self-analysis and the exploration of different
types of available jobs to determine the most suitable career path.
75) At what stage do individuals commonly move to different jobs within the same company, to
different companies, or even to different industries?
A) exploration stage
B) establishment stage
C) maintenance stage
D) career plateauing stage
E) decline stage
Answer: B
Rationale:
In the establishment stage of a career, individuals commonly move to different jobs within the
same company, to different companies, or even to different industries as they establish
themselves in their chosen career path.
76) Sarah has been working full-time at Eves Golf Inc. for three years. While at college, she
worked as a part-time employee at Burger King and as an office assistant for a manufacturing
organization. She was recently promoted to manager, and manages a small team that is
responsible for procuring raw materials for their line of golf bags, hats, and other accessories.
Considering that careers evolve through a series of stages, in this scenario Sarah's career is at the
________ stage.
A) exploration
B) establishment
C) maintenance
D) plateauing
E) decline
Answer: B
Rationale:
Sarah's career is at the establishment stage, as she has been working full-time in her chosen
career path and has recently been promoted to a managerial position, indicating a period of
establishing herself in her career.
77) Jonah has been a team manager for eight years now. In that time, his performance has
remained consistently satisfactory, but there have been no drastic changes. A junior colleague
was recently promoted to department head and Jonah now reports to him. Jonah's career can best
be described as being in the ________ stage.
A) exploration
B) establishment
C) exponential
D) plateauing
E) decline
Answer: D
Rationale:
Jonah's career is in the plateauing stage, as he has been in the same position for eight years with
no significant changes or advancements. The recent promotion of his junior colleague indicates
that others are advancing while he remains in a stable position.
78) At which one of these stages is career plateauing generally observed ?
A) exploration
B) establishment
C) monitoring
D) maintenance
E) decline
Answer: D
Rationale:
Career plateauing is generally observed in the maintenance stage of a career, where individuals
may find it difficult to advance or maintain prior performance levels, leading to a period of
stability or stagnation.
79) People in the ________ stage may find it difficult to maintain prior performance levels,
perhaps because they have lost interest in their careers or have failed to keep their job skills upto-date.
A) exploration
B) establishment
C) maintenance
D) decline
E) plateauing
Answer: D
Rationale:
People in the plateauing stage of their careers may find it difficult to maintain prior performance
levels, possibly due to a lack of interest or failure to keep their job skills up-to-date, leading to a
period of stagnation or decline.
80) What should a person do to enhance his career success?
A) be proactive
B) be reactive
C) be adventurous
D) be knowledgeable
E) be submissive
Answer: A
Rationale:
To enhance career success, a person should be proactive, taking initiative in seeking
opportunities for growth and advancement, rather than waiting for opportunities to come to them.
Being proactive can lead to more fulfilling and successful career experiences.
81) Define management and explain how the four functions of management are related.
Answer: Management is the process of reaching organizational goals by working with and
through people and other organizational resources.
Planning, organizing, influencing, and controlling, the four functions of management, are
integrally related and therefore cannot be separated in practice. Managers use these activities
solely for reaching organizational goals. Organizing is based on well-thought out plans
developed during the planning process, and influencing systems must be tailored to reflect both
these plans and the organizational design used to implement them. The fourth function,
controlling, involves possible modifications to existing plans, organizational structure, or the
motivation system used to develop a more successful effort.
82) List the basic types of organizational resources. Give an example for each organizational
resource in any one organization of your choice.
Answer: Management must always be aware of the status and use of organizational resources.
These resources, composed of all assets available for activation during the production process,
are of four basic types:
1. Human
2. Monetary
3. Raw materials
4. Capital
Student answers may vary. In a shoe-making organization the human resources are the
employees, monetary resources are the amounts of money that managers use to purchase goods
and services for that organization, raw materials are the leather, sole, glue, rivets, etc. that are
required for manufacturing and packing shoes, and the capital is the machinery used for
manufacturing shoes.
83) What are human skills and why are they important at all levels of management? Which of
these three skills — human, technical and conceptual — should a CEO of an organization focus
on and why?
Answer: Human skills build cooperation within the team being led. They involve working with
attitudes and communication, individual and group interests — in short, working with people.
Human skills are extremely important to managers at top, middle, and lower (or supervisory)
levels because the common denominator of all management levels, after all, is people.
The CEO of an organization should focus on human and conceptual skills because human skills
will help him in dealing with people and conceptual skills will help him in guiding the
organization as a whole rather than focusing on just actual production activity or technical areas.
84) Briefly explain the three major activities that modern managers typically perform.
Answer: The major activities that modern managers typically perform are of three basic types.
1. Task-related activities are management efforts aimed at carrying out critical managementrelated duties in organizations. Such activities include short-term planning, clarifying objectives
of jobs in organizations, and monitoring operations and performance.
2. People-related activities are management efforts aimed at managing people in organizations.
Such activities include providing support and encouragement to others, providing recognition for
achievements and contributions, developing skill and confidence of organization members,
consulting when making decisions, and empowering others to solve problems.
3. Change-related activities are management efforts aimed at modifying organizational
components. Such activities include monitoring the organization's external environment,
proposing new strategies and vision, encouraging innovative thinking, and taking risks to
promote needed change.
85) How do managers help in enhancing their employees' career development?
Answer: A manager can assist in employee career development by assuming responsibility for
employee development. The manager can provide information by holding up a mirror of reality:
helping the employee see how the manager views the employee, how others view the employee,
how things work in the organization. The manager can help employees assess their career
development plans and can provide coaching and relevant information on opportunities.
Test Bank for Modern Management: Concepts and Skills
Samuel C. Certo, S. Trevis Certo
9780133059922, 9780133254105, 9780135983546
