Introduction To Management: Chapter 1
Quiz
Questions and Answers
1.
What are the types of managers associated with specific areas within the
organization? (Select all that apply)
Discuss
o A.
Marketing managers
o B.
Financial managers
o C.
Operations managers
o D.
Human resource managers
o E.
Administrative managers
o F.
Top managers
o G.
Middle managers
o H.
First-line managers
2.
Setting the organization’s goals and deciding how best to achieve those goals is
defined as
Discuss
o A.
Organizing
o B.
Planning and decision making
o C.
Controlling
o D.
Leading
3.
Determining how best to group activities and resoures is defined as
Discuss
o A.
Organizing
o B.
Planning and decision making
o C.
Controlling
o D.
Leading
4.
Monitoring and correcting ongoing activities that facilitate goal attainment is defined
as
Discuss
o A.
Organizing
o B.
Planning and decision making
o C.
Controlling
o D.
Leading
5.
Motivating members of the organization to work in the best interests of the
organization is defined as
Discuss
o A.
Organizing
o B.
Planning and decision making
o C.
Controlling
o D.
Leading
6.
skills are necessary to accomplish or understand the specific kind of work
done in an organization.
Discuss
o A.
Technical
o B.
Interpersonal
o C.
Conceptual
o D.
Decision-making
o E.
Time management
7.
skills depend on the manager's ability to think in the abstract.
Discuss
o A.
Technical
o B.
Interpersonal
o C.
Conceptual
o D.
Decision-making
o E.
Time management
8.
skills refer to the manager's ability to prioritize work, to work efficiently,
and to delegate appropriately.
Discuss
o A.
Technical
o B.
Interpersonal
o C.
Conceptual
o D.
Decision-making
o E.
Time management
9.
What are the major branches of the classical management perspective? (Select all that
apply)
Discuss
o A.
Scientific management
o B.
Behavioral management
o C.
Administrative management
o D.
Quantitative management
o E.
Contingency management
10.
The behavioral management perspective:
Discuss
o A.
Proposes that workers respond primarily to the social context of the
workplace.
o B.
Is concerned with improving the performance of individual workers.
o C.
Focuses on managing the organization as a whole.
o D.
Is a framework for organizing knowledge and providing a blue print for
action.
o E.
Emphasizes individual attitudes and behaviors and group processes.
11.
Scientific management was concerned with improving efficiency and work methods
for individual workers.
Discuss
o A.
True
o B.
False
12.
Scientific management was concerned with how organizations should be structured to
ensure efficient operations.
o A.
True
o B.
False
13.
The quantitative management perspective:
Discuss
o A.
Proposes that workers respond primarily to the social context of the
workplace.
o B.
Focuses on managing the organization as a whole.
o C.
Is everything outside an organization's boundaries that might affect it.
o D.
Focuses on decision making, cost effectiveness, mathematical models, and the
use of computers.
o E.
Emphasizes individual attitudes and behaviors and group processes.
Student Centre Chapter 1: The Management Challenge
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Multiple Choice Quiz
1-1. The function of management that determines the objectives of business and
how best to achieve them is called:
a. planning.
b. organizing.
c. leading.
d. controlling.
1-2. The function of management that involves monitoring performance,
comparing results with planned objectives, and providing feedback and, if
necessary, correction is called:
a. planning.
b. organizing.
c. leading.
d. controlling.
1-3. The function of management concerned with demonstrating by example
and by teaching, directing, and motivating employees to perform effectively to
achieve the objectives of the organization is called:
a. planning.
b. organizing.
c. leading.
d. controlling.
1-4. The function of management that arranges appropriate staffing and
assigns responsibilities and tasks to individuals and groups, in order to best
achieve the objectives established by planning is called:
a. planning.
b. organizing.
c. leading.
d. controlling
1-5. Which of the following is a unique feature of Canada which has an
influence on Canadian management?
a. individual and family incomes in Canada far exceed those in most of
the rest of the world.
b. geography.
c. heavy dependence on foreign trade.
d. all of the above.
1-6. The titles Chairman, CEO and COO are examples of:
a. top management.
b. middle management.
c. first line management.
d. entrepreneur.
1-7. The ability to think in abstract terms, to analyze and diagnose problems,
and to make use of lateral thinking is called:
a. analytical skills.
b. conceptual skills.
c. decision-making skills.
d. communication skills.
1-8. Which of the following is not an example of a decisional role?
a. resource allocator.
b. disturbance handler.
c. negotiator.
d. figurehead.
1-9. According to Mintzberg, managerial roles can be broken down into
interpersonal, informational, and
a. liaison.
b. decisional.
c. technical.
d. conceptual.
1-10. The theory that there is one best way to do any particular job, that it can
be ascertained and taught to employees, and that workers are motivated
primarily by money is called:
a. Theory Z.
b. classical organizational theory.
c. bureaucracy.
d. scientific management.
1-11. A management approach based on formal organizational structure with
set rules and regulations that relies on specialization of labour, an authority
hierarchy and rigid promotion and selection criteria is called:
a. Theory Y.
b. bureaucracy.
c. classical organizational theory.
d. human relations approach.
1-12. Theory Z was introduced by:
a. Mary Parker Follet.
b. Elton Mayo.
c. William Ouchi.
d. none of the above.
1-13. The theory of management that presupposes that for every problem
there is a "best" answer and that the manager's task is to find that answer and
apply it universally is called:
a. universalist management approach.
b. contingency management approach.
c. contemporary management.
d. Theory Z.
1-14. Michael Porter, in explaining corporate strategy, identified four generic
strategies. Which of the following is not one of these strategies?
a. cost leadership.
b. differentiation.
c. cost focus.
d. feedback
1-15. Conceptual skills are most important to what level of management?
a. first line managers.
b. middle managers.
c. functional manager.
d. top managers.
True/False Quiz
1-1. Cultural differences from country to country have a profound impact on which
management approaches will be effective in a particular location.
True
False
1-2. Efficiency is doing the right thing, at the right time, to achieve the right results.
True
False
1-3. Middle managers are responsible for developing long range plans for the
business.
True
False
1-4. First line managers coordinate the work of others who aren't themselves
managers.
True
False
1-5. An example of a middle manager is a manager of a retail store.
True
False
1-6. Conceptual skills are extremely critical to first line managers.
True
False
1-7. An example of a figurehead role would be the manager who "makes an
appearance" at the wedding of a subordinate's daughter.
True
False
1-8. The liaison role involves observing the internal and external environments to
discover information, changes, opportunities, and problems that affect the work.
True
False
1-9. Frederick Taylor has been called "the father of scientific management."
True
False
1-10. Henri Fayol is associated with "bureaucracy."
True
False
1-11. The Hawthorne Effect is associated with the "Behavorial Science Approach."
True
False
1-12. The systems approach to management consider organization and
management problems by focusing on the interaction of the individual components to
form a functional whole.
True
False
1-13. Tom Peters and Robert Waterman wrote "In Search of Excellence."
True
False
1-14. W. Edwards Deming is known for developing the concept of total quality
management.
True
False
1-15. "Zero Defects" means that managers must learn that goods cannot be
produced with zero defects.
True
False
HAPTER 2 QUIZ
1. The management approach that emphasized ways to manage work more eciently is the
___
approach.
a. CLASSICAL
2. _______ suggested that organiza!ons should be operated as "communi!es," with managers
&
subordinates working together in harmony. For example, in a publishing company run as a
community, editors, editorial assistants, & publishers would work together to determine
which
books should be published.
a. MARY PARKER FOLLETT
3. Management science stresses the use of ra!onal, science-based techniques & mathema!cal
models to improve
a. DECISION MAKING & STRATEGIC PLANNING.
4. The systems viewpoint sees organiza!ons as en!!es made up of 4 interrelated parts known
as
a. INPUTS, OUTPUTS, TRANSFORMATION PROCESSES, & FEEDBACK.
5. Frank & Lillian Gilbreth iden!;ed 17 basic units of mo!on that they called
a. THERBLIGS
6. Abraham Maslow proposed the
a. HIERARCHY OF HUMAN NEEDS.
7. Behavioral science relies on scien!;c research for developing theories about human
behavior
that can be
a. USED TO PROVIDE PRACTICAL TOOLS FOR MANAGERS.
8. A pay structure in which more ecient workers earn higher wages, as suggested by
Frederick W.
Taylor, is known as a(n) _____ system.
a. DIFFERENTIAL RATE
9. The classical viewpoint of management emphasized ways to
a. MANAGE WORK MORE EFFICIENTLY.
10. Mary Parker FolleF an!cipated some of today's workplace trends, such as
a. SELF-MANAGED TEAMS & WORKER EMPOWERMENT
8. When a manager assesses a parcular situaon and decides what to do
according to the individual and environmental situaon, the manager is
ulizing the conngency viewpoint.
Response Feedback: The conngency viewpoint emphasizes that a
manager’s approach should vary according to, or be conngent on, the
individual and the environmental situaon. Thus, the manager who
assesses a parcular situaon and decides what to do is using a
conngency viewpoint.
9. Because business was slow at her Grove Tailgate Setup company, Lauren
decided to drop the price of setup. This price decrease resulted in a large
increase in setup orders. The increase in orders is a type of feedback.
Response Feedback: Feedback is informaon about the reacon of the
environment to the outputs that aects the inputs. Are the customers
buying or not buying the product?
10.Greg is using a contemporary perspecve when he sets up a system with
inputs, outputs, transformaon processes, and feedback and then ulizes a
management style that varies according to the individual and
environmental situaon, with a strategy for minimizing errors by managing
each stage of producon.
Response Feedback: The contemporary perspecve includes three
viewpoints: systems, conngency, and quality management: the systems
viewpoint sees organizaons as a system, either open or closed, with
inputs, outputs, transformaon processes, and feedback. The conngency
viewpoint emphasizes that a manager’s approach should vary according to
the individual and environmental situaon. The quality-management
viewpoint has two tradional approaches: quality control, the strategy for
minimizing errors by managing each stage of producon, and quality
assurance, which focuses on the performance of workers, urging
employees to strive for zero defects
