TEST BANK FOR MANAGEMENT 7TH EDITION BY CHUCK WILLIAMS CHAPTER 1-18 COMPLETE GUIDE. Table of Content 1. Management. 2. History of Management. 3. Organizational Environments and Cultures. 4. Ethics and Social Responsibility. 5. Planning and Decision Making. 6. Organizational Strategy. 7. Innovation ...
3. Organizational Environments and Cultures.
C
4. Ethics and Social Responsibility.
5. Planning and Decision Making.
O
6. Organizational Strategy.
N
7. Innovation and Change.
8. Global Management.
N
9. Designing Adaptive Organizations.
O
10. Managing Teams.
11. Managing Human Resource Systems.
IS
12. Managing Individuals and a Diverse Work Force.
SE
13. Motivation.
14. Leadership.
15. Managing Communication.
U
16. Control.
17. Managing Information.
R
18. Managing Service and Manufacturing Operations.
, Chapter 1: Management
TRUE/FALSE
M
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.
ED
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: 6 TOP: AACSB Analytic
KEY: Creation of Value
C
2. Managers are responsible for doing the basic work in the company.
ANS: F
O
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: 7 TOP: AACSB Reflective Thinking
N
KEY: Creation of Value
3. Companies that plan have larger profits and faster growth than companies that don’t.
N
ANS: T PTS: 1 DIF: Easy REF: 9
TOP: AACSB Reflective Thinking KEY: Creation of Value
O
4. The classical functions of management are (1) making things happen, (2) meeting the
competition, (3) organizing people, projects, and processes, and (4) leading.
IS
ANS: F
The classical functions of management are planning, organizing, leading, and controlling.
PTS: 1 DIF: Moderate REF: 8 TOP: AACSB Reflective Thinking
SE
KEY: Leadership Principles | HRM | Strategy | Creation of Value
5. According to What Really Works, Meta-Analysis, meta-analysis is a research tool that combines
the results of a number of research studies.
ANS: T PTS: 1 DIF: Easy REF: 10-11
U
TOP: AACSB Reflective Thinking KEY: Creation of Value
6. According to the What Really Works box, meta-analysis is useful for management theorists and
researchers, but it has little value for the practicing manager.
R
ANS: F
Meta-analysis is also useful for practicing managers, because it shows what works and the conditions
under which management techniques may work better or worse in the “real world.”
, PTS: 1 DIF: Moderate REF: 10-11 TOP: AACSB Reflective Thinking
KEY: Creation of Value
7. Top managers are responsible for creating a context for change in the organization.
M
ANS: T PTS: 1 DIF: Moderate REF: 13-14
TOP: AACSB Reflective Thinking KEY: Creation of Value
8. Top managers are the managers responsible for facilitating team activities toward goal
ED
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.
C
PTS: 1 DIF: Moderate REF: 13-14 (Exhibit 1.2)
TOP: AACSB Reflective Thinking KEY: Group Dynamics
O
9. As the health-care team leader for Commerce Bank, Emmett Conlon is responsible for facilitating
his team’s performance and should not be involved with any employees outside of his team.
ANS: F
N
Team leaders are responsible not only for facilitating team performance, but also for acting as liaisons
between their teams and other company teams.
N
PTS: 1 DIF: Moderate REF: 16-17 TOP: AACSB Analytic
KEY: Group Dynamics | Leadership Principles
O
10. Typical titles used for top managers are general manager, plant manager, regional manager, and
divisional manager.
ANS: F
IS
These are typical titles for middle managers, not top managers. See Exhibit 1.2.
PTS: 1 DIF: Moderate REF: 13-14 (Exhibit 1.2)
TOP: AACSB Reflective Thinking KEY: Creation of Value | HRM
SE
11. 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. See Exhibit 1.2.
U
PTS: 1 DIF: Moderate REF: 15 TOP: AACSB Reflective Thinking
KEY: Strategy
R
12. Bandai, the third-largest toy maker in the world, has embarked on a series of acquisitions in an
effort to become the leading toy maker in the world. The decision to adopt this goal was most likely
made by its top management.
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