Chapter 01

Topics: Management, Project management, Skills management Pages: 14 (3197 words) Published: March 17, 2015
Chapter 1—Innovative Management for Turbulent Times

1.The nature of management is to cope with ____ and far-reaching challenges. a.
simple
b.
planned
c.
diverse
d.
organized
e.
controlled

2. Managers, in today's work environment, rely less on ____ and more on ____. a.
coordination and communication; control and command
b.
command and control; coordination and communication
c.
empowerment and innovation; productivity and efficiency
d.
effectiveness and efficiency; quality and profit
e.
ethics and social responsibility; profit and cost-savings

3.Without ____, no company can survive over the long run.
a.
cost-cutting
b.
outsourcing
c.
command-and-control approach
d.
total quality teamwork
e.
innovation

4.Managers are the ____ of the organization, responsible for building and coordinating an entire system rather than performing specific tasks. a.
control mechanisms
b.
backbone breakers
c.
executive function
d.
operators
e.
communicators

5.One of the important ideas in the text's definition of management is a.
the management functions of planning, organizing, leading, and controlling. b.
the attainment of societal goals.
c.
effectiveness is more important than efficiency.
d.
management is unique to for-profit organizations.
e.
efficiency is more important than effectiveness.

6.When senior managers at Gap, Inc. decided to become the number one service-quality clothing company in the world, they were engaging in the management function of a.
planning.
b.
organizing.
c.
leading.
d.
controlling.
e.
dreaming.

7.Selecting goals and ways to attain them refers to
a.
controlling.
b.
planning.
c.
organizing.
d.
staffing.
e.
leading.

8.Which of these can best describe organizing?
a.
Assigning responsibility for task accomplishment.
b.
Using influence to motivate employees.
c.
Monitoring activities and making corrections.
d.
Selecting goals and ways to attain them.
e.
None of these.

9.Which of the following is not a function of management?
a.
Plan
b.
Control
c.
Organize
d.
Lead
e.
Performance

10.How an organization goes about accomplishing a plan is a key part of the management function of a.
planning.
b.
organizing.
c.
leading.
d.
controlling.
e.
motivating.

11.When Terry Doyle of CommuniCom, Inc. created smaller, more independent maintenance units, he was performing the function of a.
controlling.
b.
human relations skills.
c.
leading.
d.
organizing.
e.
resourcing.

12.Using influence to motivate employees describes which of these functions? a.
Controlling
b.
Planning
c.
Leading
d.
Monitoring
e.
Organizing

13.Which of these is the use of influence to motivate employees to achieve organizational goals? a.
Leading
b.
Controlling
c.
Organizing
d.
Planning
e.
Staffing

14.Nicollette Spring, President of Autos-R-Us, recognizes the factory employees for their outstanding performance at the monthly awards banquet on the shop floor by presenting a plaque and a check for $100. She is engaging in the management function of a.

bribery.
b.
organizing.
c.
technical skills.
d.
leading.
e.
controlling.

15.Monitoring activities and making corrections refer to
a.
organizing.
b.
planning.
c.
leading.
d.
staffing.
e.
controlling.

16.Basket Makers uses phone surveys of customers to gather information about service and quality. This is an example of the management function of a.
planning.
b.
technical skills.
c.
organizing.
d.
controlling.
e.
conceptual skills.

ANS:DPTS:1DIF:2REF:7
NAT:AACSB Analytic | Leadership PrinciplesTYP:A

17.____ is the management function concerned with monitoring employees' activities, keeping the organization on track toward its goals, and making corrections as needed. a.
Planning
b.
Resource allocation
c.
Controlling
d.
Organizing
e....
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