Chapter 1 Introduction to Management and Organizations

Chapter 1 Introduction to Management and Organizations
 
TRUE/FALSE QUESTIONS

A MANAGER’S DILEMMA
1. According to the discussion in a “A Manager’s Dilemma,” Tom Gegax believes that believes that helping
employees balance personal and work lives will lead to increased performance.
(True; moderate; p. 3)




2. As CEO, Tom Gegax’s managerial philosophies are likely to significantly impact whether his company
achieves its goals.
(True; moderate; p. 10)
WHO ARE MANAGERS?

3. In order to be considered a manager, an individual must coordinate the work of others.
(True; moderate; p. 5)

4. Supervisors and foremen may both be considered first-line managers.
(True; moderate; p. 6)

WHAT IS MANAGEMENT?

5. The four contemporary functions of management are planning, organizing, leading, and controlling.(True; easy; p. 9)

6. Effectiveness refers to the relationship between inputs and outputs.
(False; moderate; p. 7)

7. Whereas effectiveness is concerned with the means of getting things done, efficiency is concerned with the ends, or the attainment of organizational goals.
(False; difficult; p. 8)

8. According to the textbook, the goal of efficiency is to minimize resource costs.
(True; moderate; p. 7)

9. Efficiency is often referred to as “doing things right.”
(True; moderate; p. 7)

What do Manager do?
 
10. When managers meet organizational goals, they are efficient and effective.
(False; difficult; p. 8)

11. Determining who reports to whom is part of the controlling function of management.
(False; easy; p. 9)

12. Directing and motivating are part of the controlling function.
(False; moderate; p. 9)

13. Fayol’s management functions and Mintzberg’s management roles are basically the same.
(False; moderate; p. 10)

14. The roles of figurehead, leader, and liaison are all interpersonal roles.
(True; difficult; p. 10)

15. Disturbance handler is one of Mintzberg’s interpersonal roles.
(False; difficult; p. 10)

16. According to Mintzberg’s management roles, the informational role involves receiving, collecting, and disseminating information.
(True; moderate; p. 10)

17. Mintzberg’s resource allocation role is similar to Fayol’s planning function.
 (True; difficult; p. 11)

18. Resource allocation and disturbance handling are both considered decisional roles.
(True; moderate; p. 11)

19. A finance manager who reads the Wall Street Journal on a regular basis would be performing the
figurehead role.
(False; moderate; p. 11)

20. Katz found that managers needed three essential skills: technical, human, and informational.
(False; difficult; p. 12)

21. Technical skills become less important as a manager moves into higher levels of management.
(True; moderate; p. 12))

22. Conceptual skills become less important as a manager moves into top management.
(False; easy; p. 12)

23. Interpersonal skills are described by terms such as abstract situations and visualization.
(False; moderate; p. 12)

24. Coaching and budgeting are skills closely related to the management function of leading.
(False; difficult; p. 13)

25. Budgeting is a skill that is related to both planning and controlling.
(True; moderate; p. 13)

26. In today’s world, organizational managers at all levels and in all areas need to encourage their employees to be on the look-out for new ideas and new approaches.
(True; moderate; p. 16)

27. Only first-line managers and employees need to be concerned with being customer-responsive.(False; moderate; p. 15)

28. Innovation is only important in high-tech firms.
(False; moderate; p. 16)

WHAT IS AN ORGANIZATION?

29. A distinct purpose is important in defining an organization.
(True; easy; p. 16)

30. A nontaxable organization, such as the United Way, cannot be considered an organization.
(False; moderate; p.16)