Test Bank for Management 4th Asia Pacific Edition by Samson



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Test Bank for Management 4th Asia Pacific Edition by Samson

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1. The nature of management is to motivate and coordinate others to cope with diverse and far-reaching challenges.

ANS: T PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Introduction
2. The current management paradigm emphasises tight top-down control, employee separation and specialisation, and management by impersonal measurement and analysis.

ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Introduction
3. We must consider the new challenges of the workplace at three levels: government, business and individual.

ANS: T PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Current challenges for managers
4. Management is the attainment of organisational goals in an effective and efficient manner through planning, organising, leading and controlling organisational resources.

ANS: T PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Current challenges for managers
5. Managers within the government setting are able to influence firms directly in their compliance with policies.

ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Current challenges for managers
6. The turbulence and change in today’s competitive business environment has led to demand for a new kind of leader. Organisations now need leaders who can guide their organisation through turbulence and be able to see patterns in the complexity of changing external environments.

ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Current challenges for managers
7. ‘Controlling’ defines where an organisation wants to be in the future and how to get there.

ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Management functions
8. ‘Organising’ typically follows planning and reflects the way the organisation tries to accomplish their plans..

ANS: T PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Management functions
9. The four management functions that are integral to the manager’s role in an organisation are: planning, organising, directing and delivering shareholder profit.

ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Management functions
10. Organising may be defined as the tasks associated with the motivation of employees in achieving organisational goals.

ANS: F PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Management functions
11. Controlling concerns monitoring employees’ activities, determining whether the organisation is on target towards its goals, and making corrections as necessary.

ANS: T PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Management functions
12. ‘Organising’ refers to the use of influence to motivate employees to achieve organisational goals.

ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Management functions
13. The current management trend towards the empowerment of employees has led many companies to place less emphasis on top-down control.

ANS: T PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Management functions
14. In a large company, the ideal control mechanism is for the CEO to supervise all the managers personally.

ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Management functions
15. An organisation is a social entity that is goal directed and deliberately structured.

ANS: T PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Organisational performance
16. A current trend in contemporary management theory has been the greatly reduced interest in planning, with a much greater emphasis on strong leadership.

ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Organisational performance
17. Effectiveness refers to the amount of resources used to achieve an organisational goal.

ANS: F PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Organisational performance
18. The ultimate responsibility of the manager is to make money for the organisation’s stockholders, even if organisational performance is low.

ANS: F PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Organisational performance
19. Only the top managers in organisations are involved in the planning process.

ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Management skills
20. Conceptual skill is the manager’s ability to work with and through other people and to work effectively as a group member.

ANS: F PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Management skills
21. Efficiency refers to the amount of resources used to achieve an organisational goal.

ANS: T PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Organisational performance
22. Technical skills are most important at lower organisational levels, while human skills become more important as managers move up the organisational hierarchy.

ANS: T PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Management skills
23. Technical skill refers to a manager’s understanding of and proficiency in perceiving the organisation as a whole and the relationship between its parts.

ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Management skills
24. Ellie is responsible for a temporary work project that involves the participation of people from various functional departments in the organisation. Ellie should be classified as a ‘functional manager’.

ANS: F PTS: 1 DIF: Difficult NAT: AACSB Analytic

TOP: Management types
25. Top-line managers are the managers who have the responsibility for making the significant strategic policy decisions, often with staff managers assisting them in these decisions.

ANS: T PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Management types
26. The informational role describes the activities used to maintain and develop an information network.

ANS: T PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Manager roles
27. The liaison role involves the negotiation of union contracts, sales, purchases, budgets; represents departmental interests.

ANS: F PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Manager roles
28. A project manager is one who is responsible at the first or second management level and is directly responsible for the production of goods and services.

ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Management types
29. Companies are required to innovate more, and more quickly than ever, in today's hypercompetitive global environment.

ANS: T PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Why innovation matters
30. The challenge of pollution control and sustainable development is an exclusive challenge for the business sector.

ANS: F PTS: 1 DIF: Easy NAT: AACSB Sustainability

TOP: Current challenges for managers
31. Since being hired as an apprentice for the firm 10 years ago, John has been promoted due to his excellence in developing new methods and techniques in carpentry and design. John’s promotion is likely to have been based on his human skills.

ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Management skills
32. The relationship that exists between ‘top managers’ and ‘middle managers’ of an organisation may be described as a ‘horizontal relationship’.

ANS: F PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Management types
33. The three categories of management roles include informational, interpersonal, and decisional.

ANS: T PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Management types
34. ‘Sustainable development’ practices are exclusively expressed in terms of environmental performance.

ANS: F PTS: 1 DIF: Moderate NAT: AACSB Sustainability

TOP: Sustainable development
35. The Triple Bottom Line reports organisational performance in terms of financial bottom line, environmental performance, and social/community performance.

ANS: T PTS: 1 DIF: Moderate NAT: AACSB Sustainability

TOP: Sustainable development
MULTIPLE CHOICE
1. The ‘disturbance handler’ role involves:

a.

motivating and communicating with staff

b.

initiating change

c.

taking corrective action during disputes or crises

d.

developing information sources within the organisation

e.

staying well informed about current affairs.

ANS: C PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Manager roles
2. One of the most important challenges for managers in the government context might be:

a.

management is unique to the government context

b.

the attainment of organisational goals

c.

the need to emphasise effectiveness over efficiency

d.

competitive health care options

e.

the need to emphasise efficiency over effectiveness.

ANS: E PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Current challenges for managers
3. How an organisation goes about accomplishing a plan is a key part of the management function of:

a.

planning

b.

organising

c.

leading

d.

controlling

e.

motivating.

ANS: B PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Management functions
4. How an organisation goes about defining their future, and the most effective and efficient way of achieving this outcome is a key part of the management function of:

a.

planning

b.

organising

c.

leading

d.

controlling

e.

motivating.

ANS: A PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Management functions
5. How a manager goes about influencing the activities of their colleagues, subordinates and superiors is a key part of the management function of:

a.

planning

b.

organising

c.

leading

d.

controlling

e.

motivating.

ANS: C PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Management functions
6. Conceptual, human and technical skills are important for which type of employee:

a.

top managers

b.

middle-managers

c.

first-line managers

d.

non-managers

e.

all of these choices.

ANS: E PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Management functions
7. __________ skill is the cognitive ability to view the organisation holistically and understand the relationships that exist between its parts.

a.

Conceptual

b.

Organising

c.

Human

d.

Technical

e.

Strategic

ANS: A PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Management functions
8. People with titles such as managing director, chairperson, chief executive officer and general manager would be considered part of what management group?

a.

Non-management

b.

Top-management

c.

Middle-management

d.

Functional-management

e.

None of these choices

ANS: B PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Management type
9. Which of the following is NOT a function of management?

a.

Controlling

b.

Planning

c.

Delegating

d.

Leading

e.

Organising

ANS: C PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Management functions
10. One of the most effective ways a manager can control their worker’s output is through the use of __________.

a.

performance management

b.

teams

c.

executive management

d.

mission statements

e.

strategic plans

ANS: A PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Management type
11. __________ is the management function concerned with monitoring employees’ activities, keeping the organisation on track toward its goals and making corrections as needed.

a.

Resource allocation

b.

Planning

c.

Controlling

d.

Efficiency

e.

Organising

ANS: C PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Management function
12. When managers undertake efforts to forecast possible changes in their circumstances, they can be said to be using their:

a.

technical skills

b.

project skills

c.

conceptual skills

d.

leadership skills

e.

ability to control the uncontrollable.

ANS: C PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Management skills
13. A social entity that is goal directed and deliberately structured is referred to as:

a.

an organisation

b.

management

c.

employees

d.

students

e.

tasks.

ANS: A PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Management skills
14. When a manager achieves an organisation’s goal, but at too great a cost, they can said to have been:

a.

efficient, but not effective

b.

effective, but not efficient

c.

neither efficient nor effective

d.

a poor controller of costs

e.

both efficient and effective.

ANS: B PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Organisational Performance
15. When managers calculate the number of worker hours required to complete a given task, they are measuring:

a.

organisational effectiveness

b.

organisational efficiency

c.

organisational performance

d.

organisational structure

e.

two of the above.

ANS: B PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Organisational performance
16. The ultimate responsibility of managers is to achieve high:

a.

resources

b.

performance

c.

shareholder satisfaction

d.

profitability

e.

turnover.

ANS: B PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Organisational performance
17. Which of the following skills are most important at the ‘first-line’ management level?

a.

Conceptual skills

b.

Technical skills

c.

Human skills

d.

Project skills

e.

None of these choices

ANS: C PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Management skills
18. Managers of eco-tourism operations constantly face issues related to the natural environment, government regulation and competition. These managers will rely most heavily on their:

a.

conceptual skills

b.

technical skills

c.

human skills

d.

controlling skills

e.

interpersonal skills.

ANS: A PTS: 1 DIF: Difficult NAT: AACSB Analytic

TOP: Management skills
19. Coaching football, nurturing the ill, and leading a local rock band are all associated with which of the following managerial skills?

a.

Planning skills

b.

Human skills

c.

Technical skills

d.

Organising skills

e.

Intellectual skills

ANS: B PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Management skills
20. Charlotte is the executive director of the local ‘Save our Forests’ action group. Her level in terms of the management hierarchy is that of a:

a.

project manager

b.

consultant

c.

top manager

d.

first-line manager

e.

middle manager.

ANS: C PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Management type
21. The greatest threat to a manager’s skill is considered to be:

a.

technological obsolescence

b.

age and experience

c.

the inability to apply skills consistently

d.

rapid change in the external environment.

ANS: D PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Management skills
22. Which of the following sets of skills are most important at lower organisational levels?

a.

Planning skills

b.

Human skills

c.

Conceptual skills

d.

Technical skills

e.

Intellectual skills

ANS: D PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Management skills
23. Which of the following types of skills is the understanding of and proficiency in the performance of specific tasks?

a.

Human skill

b.

Leadership skill

c.

Technical skill

d.

Conceptual skill

e.

Social skill

ANS: C PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Management skills
24. Peter Bolton is the head of the finance department in his national company. His level in the management hierarchy is that of a:

a.

chief executive officer

b.

top manager

c.

first-line manager

d.

middle manager

e.

conceptual manager.

ANS: D PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Management type
25. A set of expectations for a manager’s behaviour is known as:

a.

an expectation

b.

a task set

c.

a broad system of control

d.

a role

e.

none of these choices.

ANS: D PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Manager roles
26. Which of the following is a functional manager?

a.

Project manager

b.

First-line manager

c.

Vice-president

d.

Financial vice-president

ANS: C PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Management types
27. Elton Jones is a functional manager. Which of the following best describes his position?

a.

He is responsible for a number of departments that perform varying functions.

b.

He organises people across departments to perform a specific task.

c.

He supervises employees with similar skills and training.

d.

He is responsible for a fully integrated division and all the departments within it.

ANS: C PTS: 1 DIF: Difficult NAT: AACSB Analytic

TOP: Management types
28. Which of the following words describes the set of behaviours to be performed by a manager?

a.

Leadership

b.

Roles

c.

Consultant

d.

Identity

e.

Position

ANS: B PTS: 1 DIF: Difficult NAT: AACSB Analytic

TOP: Manager roles
29. According to Mintzberg, which of the following is an interpersonal role?

a.

Spokesperson

b.

Liaison

c.

Negotiator

d.

Monitor

e.

Disturbance handler

ANS: B PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Manager roles
30. The informational role, according to Mintzberg, is a(n) __________ role?

a.

entrepreneur

b.

leader

c.

figurehead

d.

celebratory

e.

monitor

ANS: E PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Manager roles
31. The Salvation Army, the Girl Guides, state universities, hospitals, public schools, orchestras and art museums are all examples of what type of organisation?

a.

Public organisations

b.

Not-for-profit organisations

c.

Private organisations

d.

Unprofitable organisations

e.

None of these choices

ANS: B PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Organisation type
32. Maintaining information links is an activity consistent with the __________ role.

a.

leader

b.

spokesperson

c.

figurehead

d.

monitor

e.

liaison

ANS: D PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Manager roles
33. In small businesses, which of the following is the most important managerial role?

a.

Liaison

b.

Resource allocator

c.

Monitor

d.

Leader

e.

Figurehead

ANS: B PTS: 1 DIF: Difficult NAT: AACSB Analytic

TOP: Manager roles
34. As the world of small and not-for-profit organisations becomes increasingly complex, managers should carefully integrate all of the following roles except:

a.

manage by information

b.

manage through people

c.

manage through action

d.

manage by exception

e.

all of these choices should be integrated.

ANS: D PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Organisation type
35. The transition to the "new workplace" includes all the following except:

a.

empowered employees

b.

efficient performance

c.

frequent crises

d.

experimentation.

ANS: B PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: New workplace
36. Major changes underway for which managers must prepare include all of the following except:

a.

work place diversity

b.

globalisation

c.

paradigm shifts

d.

technology

e.

the increased importance of organising.

ANS: E PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: New workplace
37. Managing crises in turbulent times requires all the following, except:

a.

focusing on business needs

b.

staying calm

c.

being visible

d.

putting people first

e.

maintaining the truth.

ANS: A PTS: 1 DIF: Difficult NAT: AACSB Analytic

TOP: New workplace
38. In the current management paradigm, the primary responsibility of managers is not to make decisions, but to:

a.

create autocratic leaders among homogeneous employees

b.

convert electronic technology to mechanical

c.

create learning capability throughout the organisation

d.

emphasise individual performance over team, to get the ‘best’ from workers

e.

push decision making vertically upwards.

ANS: C PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: New workplace
39. Given that all managerial jobs are not the same, what generic skills are deemed important for all managers?

a.

The ability to create an exciting and demanding working environment

b.

The ability to inspire confidence in the organisation and its leadership group

c.

The ability to hide any mistake they might make from their superiors

d.

Both B and C are correct

e.

Both A and B are correct

ANS: E PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: New workplace
40. The new paradigm emphasises work by:

a.

individuals within a team

b.

top managers

c.

teams

d.

union approved labour

e.

individuals.

ANS: C PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: New workplace
41. The spokesperson role includes the following activities:

a.

seek and receive information

b.

transmit information to external stakeholders

c.

maintain information links both inside and outside the organisation

d.

direct and motivate subordinates

e.

decide to get organisational resources.

ANS: B PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Manager roles
42. The negotiator role includes the following activities:

a.

seek and receive information

b.

transmit information to external stakeholders

c.

maintain information links both inside and outside the organisation

d.

direct and motivate subordinates

e.

represent departments during union contract discussions.

ANS: E PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Manager roles
43. The liaison role includes the following activities:

a.

maintains information links both inside and outside the organisation

b.

transmit information to external stakeholders

c.

maintain information links both inside and outside the organisation

d.

direct and motivate subordinates

e.

decide to get organisational resources.

ANS: A PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Manager roles
44. The monitor role includes the following activities:

a.

seek and receive information

b.

transmit information to external stakeholders

c.

maintain information links both inside and outside the organisation

d.

direct and motivate subordinates

e.

decide to get organisational resources

ANS: A PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Manager roles
45. The figurehead role includes the following activities:

a.

seek and receive information

b.

transmit information to external stakeholders

c.

perform ceremonial and symbolic duties (for example, greeting visitors to the organisation)

d.

direct and motivate subordinates

e.

decide to get organisational resources.

ANS: C PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Manager roles
46. The issue of providing competitive services and combating anti-competitive behaviour represents a:

a.

challenge for the government

b.

challenge for individuals

c.

challenge for business

d.

none of these.

ANS: A PTS: 1 DIF: Easy NAT: AACSB Analytic

TOP: Manager roles
47. The cognitive ability to see the organisation as a whole and the relationship between its parts is considered a:

a.

human skill

b.

conceptual skill

c.

technical skill

d.

scanning skill.

ANS: B PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Management skills
48. All the following are considered strengths of Australian managers, except:

a.

hard-working

b.

philanthropic

c.

honest an ethical

d.

innovative

e.

technically sound.

ANS: B PTS: 1 DIF: Moderate NAT: AACSB Analytic

TOP: Managerial roles
49. Sustainable development includes all the following activities, except:

a.

using materials that can be effectively recycled

b.

conducting energy and water audits and reducing energy use

c.

providing employees with flexible working conditions

d.

working proactively with suppliers and customers on issues such as reducing the amount of packaging required

e.

a clear focus on the short term.

ANS: E PTS: 1 DIF: Moderate NAT: AACSB Sustainability

TOP: Sustainable development



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