CHAPTER 1 – INTRO TO MANAGEMENT

1. The four functions of management, as identified by Henri Fayol, are

a) leading, organizing, decision making, and disseminating.
b) planning, innovating, decision making, and disseminating.
c) planning, organizing, leading, and controlling.
d) leading, controlling, resource allocating, and monitoring.
e) planning, organizing, leading, and negotiating.

2. After her annual performance appraisal, Marla received a promotion based on her
sales skills and her ability to develop insight into a key market for future business
development. She is demonstrating
a) human and technical skills.
b) technical and conceptual skills.
c) human and conceptual skills.
d) human and management skills.
e) a high intellectual and emotional intelligence.

3. ______________________ manage the whole organization and may report to a

board of directors.
a) First line supervisors
b) Top managers
c) Middle managers
d) Executive vice-presidents
e) Team leaders

4. A manager's lifestyle is often characterized by status, financial rewards, high

workload, __________________________.
a) significant responsibility, and long hours.
b) extra-long vacations and long hours.
c) few responsibilities and long vacations.
d) downsizing, and easy decisions.
e) None of these.

5. When managers are engaged in setting goals for an organization, they are engaged
in the management function of ____________________.
a) planning
b) organizing
c) leading
d) controlling
e) information processing

6. When Mintzberg followed managers around to figure out what they actually did,
he found that they usually focused on a discrete task _____________________.

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 a) for only a short time.
b) with a lot of attention for a long time.
c) first thing in the morning
d) for a long time in a team.
e) by delegating quite quickly to a follower.

7. Mintzberg's interpersonal roles include

______________________________________.
a) liaison, figurehead, and leader.
b) liaison, negotiator, entrepreneur, and disseminator.
c) figurehead, monitor, and disseminator.
d) leader, negotiator, entrepreneur, and crisis handler.
e) figurehead, entrepreneur, and disseminator.

8. When Iris went overseas to develop a new business for her company, she was
engaged in the overarching ___________________ role and in the
___________________ subrole.
a) interpersonal; liaison
b) figurehead; spokesperson
c) decisional; entrepreneur
d) negotiator; entrepreneur
e) liaison; interpersonal

9. Chandra decided to adopt a new HRIS system that facilitated the restructuring of
the organization into high-performance teams and gave each team leader a small
budget for team development. He is engaged in the management function of
______________________ and in Mintzberg's overarching ____________ role.
a) decision making; entrepreneurship
b) planning; resource allocator
c) allocating resources; informational
d) leadering; negotiator
e) organizing; resource allocator

10. Given the different functions of management, managers spend most of their time
_______________________.
a) leading
b) planning
c) organizing
d) deciding
e) controlling

11. In an organization, the purpose of planning, organizing, leading, and controlling is

to ______________________.
a) maximize profitability.

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 b) increase productivity and maximize profits.
c) provide employees with work-life balance.
d) grow a company more rapidly than the competition.
e) fulfill organizational goals.

12. One of Mintzberg's subroles, that of _______________________, involves being

proactive to voluntarily initiate, design, and support change and to innovate.
a) leader
b) entrepreneur
c) planner
d) resource allocator
e) negotiator
13. Mintzberg's subrole of _________________ is the public view of planning, which
involves communicating decisions and information up and down the
organizational hierarchy as well as to outside stakeholders and the public.
a) spokesperson
b) director of public relations
c) marketing communicator
d) CEO
e) chief information officer

14. _______________________ is/are necessary for managers to meet the demands

of the management function called leading.
a) Construction skills
b) Interpersonal skills
c) Negotiating tactics
d) Strategic planning
e) Visioning

15. In the ________________ role, the important subrole of _________________

requires managers to facilitate the distribution of internal and external information
to their own departments.
a) planning; monitor
b) planning; resource allocator
c) leading; negotiator
d) leading; disseminator
e) monitoring; negotiator

16. The _________________ function of management is important to achieving

consistency between organizational values and actions.
a) organizing
b) performance management
c) managing
d) controlling

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 e) leading

17. Arkadia constantly scans the newspapers, listens to radio talk shows about
business, and assembles information from different trade shows as part of the
managerial subrole of _________________.
a) monitor.
b) bureaucrat
c) information programmer
d) leader
e) organizer

18. Being a figurehead, crisis handler, and monitor aligns with the
______________________ managerial function.
a) planning
b) strategic
c) controlling
d) multitasking
e) Multistream
19. _______________ managers seek to select goals that align with the nature of their
organizations.
a) Leaders who are
b) Morally right
c) Righteous
d) Efficient
e) Effective

20. ______________________ managers address how to maximize output from

inputs.
a) Leaders who are
b) Morally right
c) Righteous
d) Efficient
e) Effective

21. When people ask what would be the right thing to do, they are asking a question
related to _______________.
a) effectiveness
b) efficiency
c) environmental scanning
d) engaging committed employees
e) essential staff members

22. When people ask how to do things right, they are asking a question related to
_______________.

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 a) effectiveness
b) efficiency
c) environmental scanning
d) engaging committed employees
e) essential staff members

23. Two distinct characteristics of Mainstream management are

a) being first or second in leading profitability in an industry and maximizing
productivity.
b) effective managers and proactive leaders.
c) effectiveness and financial well-being.
d) materialism and winning.
e) materialism and individualism

24. "Lookout for number one" is a statement that reflects ______________________.

a) a Mainstream approach
b) a Multistream approach
c) Fayol's management functions
d) Mintzberg's roles of management
e) Weber's bureaucratic approach

25. Stakeholders from a Multistream perspective on management include

a) owners, employees, competitors, suppliers, and customers.
b) only community members, creditors, and customers.
c) government regulators, politicians, lawyers, and legal councils.
d) state regulators, foreign importers, and exporters.
e) None of these.

26. Multistream management is concerned only with

a) financial well-being.
b) social justice.
c) meaningful work.
d) ecological sustainability.
e) All of these.

27. Multistream management aims to model and support practices related only to the
cardinal virtues of
a) self-control and courage.
b) courage and justice.
c) justice and wisdom.
d) wisdom and self-control.
e) All of these.

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28. When Takata developed a compensation system for his employees, he aimed to
make sure the lowest-paid employee received a living wage. This is consistent
with the Multistream management goal of __________________.
a) social justice
b) cost minimization
c) quality maximization
d) economic sustainability
e) courage

29. Multistream managers make decisions that tend to address the needs of multiple
a) stakeholders.
b) shareholders.
c) competitors.
d) social judges.
e) employees.

30. The Mainstream approach considers people as ___________________, whereas

the Multistream approach considers people as _________________.
a) independent individuals; embedded in a community
b) dependent individuals; embedded in a community
c) dependent individual; employees only
d) independent individuals; future leaders
e) None of these

31. Multistream managers may forgo maximizing profit in order to

a) achieve increased market share and customer satisfaction.
b) achieve optimal quality and zero tolerance for defects.
c) achieve mutually accepted goals and treat others with dignity.
d) All of these.
e) None of these.
32. The value chain is used to
a) examine the activities between input and output.
b) tie production stages together.
c) integrate the Mainstream and Multistream views of management.
d) determine where a management team is located on the Multistream-to-
Mainstream continuum.
e) shift the key managerial activities along the Multistream-to-Mainstream
continuum.

33. One of the advantages of learning about Mainstream and Multistream approaches
to management is that it
a) helps to improve self-understanding.
b) guarantees a sustainable competitive advantage.
c) provides support for a differentiation strategy.

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 d) increases effective clan control.
e) enables managers to develop a more effective control system to monitor
employee performance.

34. The context of management includes studying

a) the international environment only.
b) the history of management only.
c) ethics only.
d) the international environment and ethics.
e) All of these.

35. The environment of management includes _____________________ factors.

a) political, legal, technological, and sociocultural
b) ecological, economic, and equity
c) sociocultural, legal, and psychological
d) anthropological, technological, and regulatory
e) business cycles, fashion trends, and diversity

Essay

1. Compare and contrast the two major approaches to management.

Ans: The two major approaches are Mainstream and Multistream. The Mainstream
approach is more established and traditional than Multistream management.
Materialism and individualism are two major characteristics of Mainstream
management. The focus is on achieving maximum productivity with the least amount
of input. The primary goal is to maximize capital gain and profit for shareholders,
which sometimes happens at significant expense to the well-being of different
dimensions of life. The goals are often established by managers based on the
directions of the shareholders. In contrast, Multistream managers attempt to
balance the well-being of different stakeholders. The focus is on creating a
nurturing community by working together in a collaborative manner. The four
functions of management are practiced differently in the two approaches.

2. Explain the difference and relationship between effectiveness and efficiency.

Ans: Effectiveness entails deciding what to do and selecting the "right" thing to do.
In order to determine what is "right," managers have to understand their own
morals and values. Managers who believe that product quality and safety are
important will make decisions to invest in the necessary processes, systems, and
training to achieve high quality and safety standards above and beyond regulatory
limits. Efficiency entails choosing to minimize input while maximizing output.
Whereas choosing high quality is an effectiveness decision, decisions on how to
achieve high quality are focused on efficiency.