Chapter 6 MANAGEMENT AND LEADERSHIP IN TODAY’S ORGANIZATIONS Show TRUE-FALSE QUESTIONS Title: ANSWER: T REFERENCE: The Role of Management LEARNING OUTCOME: 1
Title: ANSWER: T REFERENCE: The Role of Management LEARNING OUTCOME: 1
Title: ANSWER: T REFERENCE: Planning LEARNING OUTCOME: 2
Title: ANSWER: F REFERENCE: Planning LEARNING OUTCOME: 2 RATIONALE: Strategic planning must always consider the organization's external and internal environment.
Title: ANSWER: F REFERENCE: Planning LEARNING OUTCOME: 2 RATIONALE: The lowest level of management uses operational planning
Title: ANSWER: F REFERENCE: Planning LEARNING OUTCOME: 2 RATIONALE: The short-range, detailed planning that focuses on current operations is called operational planning.
Title: ANSWER: F REFERENCE: Organizing LEARNING OUTCOME: 2 RATIONALE: Even with contingency plans, a manager cannot foresee all possible problems 7. A good manager is never faced with unforeseen problems.
. Title: ANSWER: T REFERENCE: Organizing LEARNING OUTCOME: 3
Title: ANSWER: T REFERENCE: Organizing LEARNING OUTCOME: 3
Title: ANSWER: T REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4
Title: ANSWER: T REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4
Title: ANSWER: F REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4 RATIONALE: The three participative leadership styles are democratic, consensual, and consultative.
Title: ANSWER: T REFERENCE: Controlling LEARNING OUTCOME: 5
Title: ANSWER: F REFERENCE: Controlling LEARNING OUTCOME: 5 RATIONALE: The first step in the control process is to set performance standards and goals.
Title: ANSWER: F REFERENCE: Controlling LEARNING OUTCOME: 5 RATIONALE: They are part of the controlling function.
Title: ANSWER: T REFERENCE: Managerial Roles LEARNING OUTCOME: 6
Title: ANSWER: T REFERENCE: Managerial Roles LEARNING OUTCOME: 6
Title: ANSWER: F REFERENCE: Managerial Roles LEARNING OUTCOME: 6 RATIONALE: These would be examples of acting in the interpersonal role.
Title: ANSWER: T REFERENCE: Managerial Skills LEARNING OUTCOME: 7
Title: ANSWER: T REFERENCE: Managerial Skills LEARNING OUTCOME: 7
Title: ANSWER: F REFERENCE: Managerial Skills LEARNING OUTCOME: 7 RATIONALE: Supervisory managers need human relations skills.
Title: ANSWER: F REFERENCE: Managerial Skills LEARNING OUTCOME: 7 RATIONALE: This would be an example of technical skills.
Title: ANSWER: F REFERENCE: Trends in Management and Leadership EARNING OUTCOME: 8 RATIONALE: It depends on his or her global management skills.
Title: ANSWER: F REFERENCE: Trends in Management and Leadership LEARNING OUTCOME: 8 RATIONALE: Crisis can hit even the best-managed organizations.
Title: ANSWER: F REFERENCE: Trends in Management and Leadership LEARNING OUTCOME: 8 RATIONALE: Cutting edge technology is essential to the success of many businesses.
MULTIPLE CHOICE QUESTIONS Title: ANSWER: E REFERENCE: The Role of Management LEARNING OUTCOME: 1
Title: ANSWER: E REFERENCE: The Role of Management LEARNING OUTCOME: 1
Title: ANSWER: D REFERENCE: The Role of Management LEARNING OUTCOME: 1
Title: ANSWER: A REFERENCE: Planning LEARNING OUTCOME: 2 RATIONALE: Planning is the process of deciding what needs to be done to achieve organizational objectives; identifying when and how it will be done, and determining by whom it should be done.
Title: ANSWER: D REFERENCE: Planning LEARNING OUTCOME: 2 RATIONALE: Planning is the process of reaching organizational objectives by coordinating the organization’s resources.
Title: ANSWER: B REFERENCE: Planning LEARNING OUTCOME: 2
Title: ANSWER: D REFERENCE: Planning EARNING OUTCOME: 2 RATIONALE: Strategic planning is the process of creating long-range, broad goals for the organization and determining what resources will be needed to accomplish these goals.
Title: ANSWER: D REFERENCE: Planning LEARNING OUTCOME: 2 RATIONALE: Strategic planning is the process of creating long-range, broad goals for the organization and determining what resources will be needed to accomplish these goals.
Title: ANSWER: B REFERENCE: Planning LEARNING OUTCOME: 2
Title: ANSWER: A REFERENCE: Planning LEARNING OUTCOME: 2
Title: ANSWER: B REFERENCE: Planning LEARNING OUTCOME: 2 RATIONALE: Tactical planning is short-range, detailed planning that is based on long-range planning. It focuses on current operations.
Title: ANSWER: B REFERENCE: Planning LEARNING OUTCOME: 2 RATIONALE: Tactical planning is short-range, detailed planning that is based on long-range planning. It focuses on current operations.
Title: ANSWER: B REFERENCE: Planning LEARNING OUTCOME: 2
Title: ANSWER: B REFERENCE: Planning LEARNING OUTCOME: 2
Title: ANSWER: B REFERENCE: Planning LEARNING OUTCOME: 2
Title: ANSWER: D REFERENCE: Planning LEARNING OUTCOME: 2
Title: ANSWER: E REFERENCE: Planning LEARNING OUTCOME: 2
Title: ANSWER: A REFERENCE: Planning LEARNING OUTCOME: 2 RATIONALE: Management needs to be prepared to deal with problems and seize opportunities as they arise. A company often identifies alternative courses of action to be taken if events undercut a strategic or tactical plan. These are called contingency plans.
Title: ANSWER: A REFERENCE: Planning LEARNING OUTCOME: 2 RATIONALE: Management needs to be prepared to deal with problems and seize opportunities as they arise. A company often identifies alternative courses of action to be taken if events undercut a strategic or tactical plan. These are called contingency plans.
Title: ANSWER: B REFERENCE: Organizing LEARNING OUTCOME: 3
Title: ANSWER: C REFERENCE: Organizing LEARNING OUTCOME: 3
Title: ANSWER: A REFERENCE: Organizing LEARNING OUTCOME: 3 RATIONALE: Organizing is the process of arranging the structures and relationships of human and material resources to carry out an organization's plans.
Title: ANSWER: A REFERENCE: Organizing LEARNING OUTCOME: 3 RATIONALE: Organizing is the process of arranging the structures and relationships of human and material resources to carry out an organization's plans.
Title: ANSWER: E REFERENCE: Organizing LEARNING OUTCOME: 3 RATIONALE: Organizing is the process of arranging the structures and relationships of human and material resources to carry out an organization's plans.
Title: ANSWER: C REFERENCE: Organizing LEARNING OUTCOME: 3
Title: ANSWER: D REFERENCE: Organizing LEARNING OUTCOME: 3
Title: ANSWER: D REFERENCE: Organizing LEARNING OUTCOME: 3
Title: ANSWER: C REFERENCE: Organizing LEARNING OUTCOME: 3
Title: ANSWER: C REFERENCE: Organizing LEARNING OUTCOME: 3
Title: ANSWER: E REFERENCE: Organizing LEARNING OUTCOME: 3 RATIONALE: Aquino is part of a relatively small group of managers at the head of an organization that establishes overall strategy and long-range goals.
Title: ANSWER: B REFERENCE: Organizing LEARNING OUTCOME: 3
Title: ANSWER: D REFERENCE: Organizing LEARNING OUTCOME: 3 RATIONALE: Middle managers are the managers concerned with implementing the plans and policies of top managers and supervising lower-level managers.
Title: ANSWER: C REFERENCE: Organizing LEARNING OUTCOME: 3 RATIONALE: The lowest level of management, which usually has the most people to manage, is called supervisory management.
Title: ANSWER: C REFERENCE: Organizing LEARNING OUTCOME: 3 RATIONALE: The lowest level of management, which usually has the most people to manage, is called supervisory management.
Title: ANSWER: A REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4
Title: ANSWER: E REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4 RATIONALE: Leadership is the process of guiding and motivating others toward the achievement of organizational goals.
Title: ANSWER: C REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4
Title: ANSWER: E REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4
Title: ANSWER: E REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4
Title: ANSWER: C REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4 RATIONALE: Reward power is power derived from an individual's control over rewards.
Title: ANSWER: D REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4 RATIONALE: Legitimate power is power that is derived from an individual's position in the organization.
Title: ANSWER: E REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4 RATIONALE: Coercive power is power that is derived from an individual's ability to threaten negative outcomes.
Title: ANSWER: A REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4 RATIONALE: Expert power is power derived from an individual's extensive knowledge on one or more areas.
Title: ANSWER: C REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4 RATIONALE: Referent power is power derived from an individual's personal charisma.
Title: ANSWER: C REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4 RATIONALE: Coercive power is power that is derived from an individual's ability to threaten negative outcomes.
Title: ANSWER: D REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4 RATIONALE: Reward power is power derived from an individual's control over rewards.
Title: ANSWER: B REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4
Title: ANSWER: D REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4
Title: ANSWER: B REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4 RATIONALE: Autocratic leaders are directive leaders who prefer to make decisions and solve problems on their own with little input from subordinates.
Title: ANSWER: E REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4 RATIONALE: Autocratic leaders are directive leaders who prefer to make decisions and solve problems on their own with little input from subordinates.
Title: ANSWER: D REFERENCE: Leading, Guiding, and Motivating LEARNING OUTCOME: 4 RATIONALE: A democratic leader solicits inputs from all members of the group and then allows members to make the final decision through a vote.
Title: ANSWER: D REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4 RATIONALE: Participative leaders share decision making with employees.
Title: ANSWER: C REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4 RATIONALE: A democratic leader solicits inputs from all members of the group and then allows members to make the final decision through a vote.
Title: ANSWER: B REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4
Title: ANSWER: A REFERENCE: Leading, Guiding, and Motivating LEARNING UTCOME: 4 RATIONALE: Autocratic leaders are directive leaders who prefer to make decisions and solve problems on their own with little input from subordinates.
Title: ANSWER: B REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4 RATIONALE: Consensual leaders encourage discussions about issues and then require that all parties involved agree to a final decision.
Title: ANSWER: A REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4 RATIONALE: Consultative leaders confer with subordinates before making a decision.
Title: ANSWER: C REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4 RATIONALE: Free-rein leaders turn over all authority and control to subordinates.
Title: ANSWER: D REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4
Title: ANSWER: E REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4
Title: ANSWER: E REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4
Title: ANSWER: D REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4
Title: ANSWER: E REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4
Title: ANSWER: D REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4 RATIONALE: Corporate culture is the set of attitudes, values, and standards that distinguishes one organization from another.
Title: ANSWER: C REFERENCE: Controlling LEARNING OUTCOME: 5
Title: ANSWER: C REFERENCE: Controlling LEARNING OUTCOME: 5
Title: ANSWER: E REFERENCE: Controlling LEARNING OUTCOME: 5
Title: ANSWER: C REFERENCE: Controlling LEARNING OUTCOME: 5
Title: ANSWER: B REFERENCE: Controlling LEARNING OUTCOME: 5
Title: ANSWER: CREFERENCE: Controlling LEARNING OUTCOME: 5
Title: ANSWER: C REFERENCE: Managerial Roles LEARNING OUTCOME: 6
Title: ANSWER: A REFERENCE: Managerial Roles LEARNING OUTCOME: 6 RATIONALE: Scott is engaging in monitoring, an information role.
Title: ANSWER: E REFERENCE: Managerial Roles LEARNING OUTCOME: 6 RATIONALE: A disseminator has an informational role.
Title: ANSWER: A REFERENCE: Managerial Roles LEARNING OUTCOME: 6 RATIONALE: She is monitoring the competitive environment.
Title: ANSWER: D REFERENCE: Managerial Roles LEARNING OUTCOME: 6
Title: ANSWER: B REFERENCE: Managerial Roles LEARNING OUTCOME: 6
Title: ANSWER: D REFERENCE: Managerial Roles LEARNING OUTCOME: 6 RATIONALE: The interpersonal role of a manager consists of relationships with other people as figurehead, leader, and liaison.
Title: ANSWER: A REFERENCE: Managerial Roles LEARNING OUTCOME: 6
Title: ANSWER: C REFERENCE: Managerial Roles LEARNING OUTCOME: 6
Title: ANSWER: A REFERENCE: Managerial Roles LEARNING OUTCOME: 6 RATIONALE: Resource allocation is one of the functions of a decisional role.
Title: ANSWER: E REFERENCE: Managerial Roles LEARNING OUTCOME: 6 RATIONALE: Nonprogrammed decisions are made in response to infrequent, unforeseen, or very unusual problems.
Title: ANSWER: B REFERENCE: Managerial Roles LEARNING OUTCOME: 6 RATIONALE: Programmed decisions are made in response to frequently occurring routine situations.
Title: ANSWER: C REFERENCE: Managerial Roles LEARNING OUTCOME: 6
Title: ANSWER: B REFERENCE: Managerial Skills LEARNING OUTCOME: 7 RATIONALE: The specialized knowledge and ability that a person brings to a job, such as computer programming or cooking ability, is called a technical skill.
Title: ANSWER: B REFERENCE: Managerial Skills LEARNING OUTCOME: 7
Title: ANSWER: E REFERENCE: Managerial Skills LEARNING OUTCOME: 7, 8
Title: ANSWER: C REFERENCE: Managerial Skills LEARNING OUTCOME: 7
Title: ANSWER: E REFERENCE: Managerial Skills LEARNING OUTCOME: 7
Title: ANSWER: A REFERENCE: Managerial Skills LEARNING OUTCOME: 7
Title: ANSWER: A REFERENCE: Managerial Skills LEARNING OUTCOME: 7
Title: ANSWER: C REFERENCE: Managerial Skills LEARNING OUTCOME: 7
Title: ANSWER: D REFERENCE: Trends in Management and Leadership LEARNING OUTCOME: 8
Title: ANSWER: C REFERENCE: Trends in Management and Leadership LEARNING OUTCOME: 8
Title: ANSWER: A REFERENCE: Trends in Management and Leadership LEARNING OUTCOME: 8
FILL-IN-THE-BLANK QUESTIONS Title: ANSWER: Management REFERENCE: The Role of Management LEARNING OUTCOME: 1
Title: ANSWER: Efficiency REFERENCE: The Role of Management LEARNING OUTCOME: 1
Title: ANSWER: Planning REFERENCE: Planning LEARNING OUTCOME: 2
Title: ANSWER: Strategic REFERENCE: Planning LEARNING OUTCOME: 2
Title: ANSWER: tactical REFERENCE: Planning LEARNING OUTCOME: 2
Title: ANSWER: contingency REFERENCE: Planning LEARNING OUTCOME: 2
Title: ANSWER: Organizing REFERENCE: Organizing LEARNING OUTCOME: 3
Title: ANSWER: supervisory REFERENCE: Organizing LEARNING OUTCOME: 3
Title: ANSWER: Leadership REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4
Title: ANSWER: autocratic REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4
Title: ANSWER: free-rein or laissez-faire REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4
Title: ANSWER: controlling REFERENCE: Controlling LEARNING OUTCOME: 5
Title: ANSWER: feedback REFERENCE: Controlling LEARNING OUTCOME: 5
Title: ANSWER: informational REFERENCE: Managerial Roles LEARNING OUTCOME: 6
Title: ANSWER: technical REFERENCE: Managerial Skills LEARNING OUTCOME: 7
Title: ANSWER: conceptual REFERENCE: Managerial Skills LEARNING OUTCOME: 7
Title: ANSWER: Global management REFERENCE: Trends in Management and Leadership LEARNING OUTCOME: 8
SHORT ANSWER QUESTIONS Title: ANSWER: the process of guiding the development, maintenance, and allocation of resources to attain organizational goals REFERENCE: The Role of Management LEARNING OUTCOME: 1
Title: ANSWER: strategic, tactical, operational, and contingency REFERENCE: Planning LEARNING OUTCOME: 2
Title: ANSWER: the process of coordinating and allocating a firm’s resources in order to carry out its plans REFERENCE: Organizing LEARNING OUTCOME: 3
Title: ANSWER: tactical planning REFERENCE: Organizing LEARNING OUTCOME: 3
Title: ANSWER: supervisory managers REFERENCE: Organizing LEARNING OUTCOME: 3
Title: ANSWER: legitimate, reward, coercive, expert, and referent REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4
Title: ANSWER: the relatively consistent way that individuals in leadership positions attempt to influence the behavior of others. REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME:4 7. What is a leadership style? Title: ANSWER: democratic, consensual, and consultative REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4
Title: ANSWER: participative and laissez-faire (or free-rein) leaders REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4
Title: ANSWER: laissez-faire REFERENCE: Leading, Guiding, and Motivating Others LEARNING OUTCOME: 4
Title: ANSWER: setting performance standards (goals) REFERENCE: Controlling LEARNING OUTCOME: 5
Title: ANSWER: informational, decisional, and interpersonal REFERENCE: Managerial Roles LEARNING OUTCOME: 6
Title: ANSWER: Recognize or identify a problem or opportunity. REFERENCE: Managerial Roles LEARNING OUTCOME: 6
Title: ANSWER: global management, conceptual, human relations, and technical skills REFERENCE: Managerial Skills LEARNING OUTCOME: 7
Title: ANSWER: crisis management REFERENCE: Trends in Management and Leadership LEARNING OUTCOME: 8
Title: ANSWER: a manager’s ability to operate in diverse cultural environments REFERENCE: Trends in Management and Leadership LEARNING OUTCOME: 8
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What is the shortThe short-range, detailed planning that focuses on current operations is called functional planning. A good manager is never faced with unforeseen problems. Arranging a firm's human and material resources to carry out plans is called organizing.
What planning is the creation of long range comprehensive objectives and the development of long term courses of action?Strategic planning is long-range, formulated by top management, and made as if the company operated in a vacuum.
Which activity is part of the planning function of management?Planning is the function of management that involves setting objectives and determining a course of action for achieving those objectives. Planning requires that managers be aware of environmental conditions facing their organization and forecast future conditions.
Is management the process of guiding the development maintenance and allocation of objectives?Management is the process of guiding the development, maintenance, and allocation of resources to attain organizational goals. Managers are the people in the organization responsible for developing and carrying out this management process.
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