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MGMT 2009 2nd Edition Chuck Williams - Test Bank
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MGMT 2009 2nd Edition Chuck Williams - Test Bank
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,Chapter 1—ManagementTRUE/FALSE
1. While good management is basic to starting and growing a business, once some measure of success
has been achieved, good management becomes less important.
ANS: F
Good management is basic to starting a business, growing a business, and maintaining a business once
it has achieved some measure of success.
PTS: 1 DIF: Easy REF: 2 TOP: AACSB Analytic
KEY: Leadership Principles
2. Managers are responsible for doing the basic work in the company.
ANS: F
The manager's job is not to do the basic work in the company, but to help others do their work.
PTS: 1 DIF: Easy REF: 3 TOP: AACSB Analytic
KEY: Leadership Principles
3. Companies that plan have larger profits and faster growth than companies that don’t.
ANS: T PTS: 1 DIF: Easy REF: 5
TOP: AACSB Analytic KEY: Leadership Principles | Strategy
4. Top managers are the managers responsible for facilitating team activities toward goal
accomplishment.
ANS: F
Top managers are executives responsible for the overall direction of the organization; team leaders are
the managers responsible for facilitating team activities toward goal accomplishment.
PTS: 1 DIF: Moderate REF: 6-9 TOP: AACSB Analytic
KEY: Leadership Principles
5. Typical titles used for top managers are general manager, plant manager, regional manager, and
divisional manager.
ANS: F
These are typical titles for middle managers, not top managers.
PTS: 1 DIF: Moderate REF: 7 TOP: AACSB Analytic
KEY: Leadership Principles
6. Top managers are responsible for creating a context for change in the organization.
ANS: T PTS: 1 DIF: Moderate REF: 6
TOP: AACSB Analytic KEY: Leadership Principles
, 7. First-line managers are responsible for setting objectives consistent with organizational goals and
planning and implementing subunit strategies for achieving these objectives.
ANS: F
This is the responsibility of middle managers.
PTS: 1 DIF: Moderate REF: 7 TOP: AACSB Analytic
KEY: Leadership Principles
8. Middle managers are typically responsible for coordinating and linking groups, departments, and
divisions within a company.
ANS: T PTS: 1 DIF: Moderate REF: 7
TOP: AACSB Analytic KEY: Leadership Principles
9. First-line managers are the only managers who do not supervise other managers.
ANS: T PTS: 1 DIF: Easy REF: 8
TOP: AACSB Analytic KEY: Leadership Principles
10. Middle managers engage in plans and actions that typically produce results within two weeks.
ANS: F
First-line managers engage in such plans and actions. Middle managers plan 6 to 18 months out.
PTS: 1 DIF: Moderate REF: 8 TOP: AACSB Analytic
KEY: Leadership Principles
11. The job of team leader would NOT be considered a management position.
ANS: F
The job of team leader is indeed one of the four kinds of management jobs, which are top managers,
middle managers, first-line managers, and team leaders.
PTS: 1 DIF: Easy REF: 9 TOP: AACSB Analytic
KEY: Leadership Principles
12. Team leaders are responsible for managing both internal team relationships and external relationships
with other teams, departments, and divisions in a company.
ANS: T PTS: 1 DIF: Moderate REF: 9
TOP: AACSB Analytic KEY: Leadership Principles
13. While interpersonal conflict management is a critical skill for first-line managers, it is not a very
important skill for team leaders.
ANS: F
This is a critical skill for team leaders. Team leaders are responsible for internal team relations. Since
the entire team suffers when a conflict arises between members, it is critical for team leaders to know
how to help team members resolve conflicts.
PTS: 1 DIF: Easy REF: 10 TOP: AACSB Analytic
KEY: Leadership Principles
, 14. The three interpersonal subroles are monitor, disseminator, and spokesperson.
ANS: F
The three interpersonal subroles are figurehead, leader, and liaison. See Exhibit 1.2.
PTS: 1 DIF: Moderate REF: 10 TOP: AACSB Analytic
KEY: Leadership Principles
15. The decisional roles consist of four subroles. They are entrepreneur, disturbance handler, resource
allocator, and spokesperson.
ANS: F
The four subroles are entrepreneur, disturbance handler, resource allocator, and negotiator.
PTS: 1 DIF: Difficult REF: 10 TOP: AACSB Analytic
KEY: Leadership Principles
16. In the entrepreneur role, managers adapt themselves, their subordinates, and their units to incremental
change.
ANS: T PTS: 1 DIF: Moderate REF: 11
TOP: AACSB Analytic KEY: Leadership Principles
17. Companies look for a total of four sets of skills in individuals to identify potential managers. These
desired skills are technical skills, human skills, conceptual skills, and motivation to manage.
ANS: T PTS: 1 DIF: Easy REF: 13
TOP: AACSB Analytic KEY: Leadership Principles | HRM
18. Technical skill refers to the ability to see the organization as a whole, how the different parts affect
each other, and how the company fits into or is affected by its environment.
ANS: F
Technical skill refers to the ability to apply the specialized procedures, techniques, and knowledge
required to get the job done. The foregoing defines conceptual skill.
PTS: 1 DIF: Moderate REF: 13-14 TOP: AACSB Analytic
KEY: Leadership Principles | HRM
19. Conceptual skills are most important for lower-level managers.
ANS: F
Technical skills are most important for lower-level managers.
PTS: 1 DIF: Easy REF: 13 TOP: AACSB Analytic
KEY: Leadership Principles | HRM
20. Upper-level managers may actually spend more time dealing with people than lower-level managers.
ANS: T PTS: 1 DIF: Moderate REF: 14
TOP: AACSB Analytic KEY: Leadership Principles | HRM
21. The motivation to manage tends to be higher among managers at higher levels in the organization than
it is among managers at lower levels in the organization.
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