MGT101 - CH 1 2 4 6 7 8 9 10 11 15 - MULTIPLE
CHOICE QUESTIONS WITH VERIFIED ACCURATE
ANSWERS
1. Management is the process of
a. maintaining the status quo.
b. planning, organizing and staffing, leading, and controlling.
c. keeping labor from taking over.
d. facilitating groups. - Answers -b
2. Crafting a strategic vision is typically the responsibility of a
a. first-level manager.
b. middle-level manager.
c. staff professional.
d. top-level manager. - Answers -d
3. Three roles or activities within entrepreneurial work that arouse passion do NOT
include:
a. opportunity recognition
b. venture growth
c. human resources
d. venture creation - Answers -c
4. Nick is a successful entrepreneur, so he probably emphasizes which of the following
dimensions in his work?
a. innovativeness
b. minimizing risks
c. reacting to events rather than being proactive
d. a love for the status quo - Answers -a
5. On the job, Candice coordinates the work of a small group of people and acts as a
catalyst. Her job title is most likely
a. vice president.
b. CEO.
c. plant general manager.
d. team leader. - Answers -d
6. An important role for the team leader is to
a. act as a catalyst and facilitator.
b. tightly control the work of team members.
c. set a strategic direction for the firm.
d. avoid interactions with team members. - Answers -a
,7. Sherri Jackson is a sales manager. She searches the Internet to find new potential
markets for her products. Jackson is most directly making use of ____ resources.
a. Human
b. Financial
c. Physical
d. information - Answers -d
8. Which function of management is most involved with energizing, directing, activating,
and persuading others?
a. Leading
b. controlling
c. Planning
d. organizing and staffing - Answers -a
9. With respect to creating visions, leaders often fail because they do not
a. have fancy enough visions.
b. convert their visions into results.
c. use visions for inspiration.
d. bribe people for accomplishing a vision. - Answers -b
10. Controlling is primarily concerned with
a. making rational decisions.
b. comparing actual performance to a predetermined standard.
c. influencing people to perform better.
d. laying out work in a logical manner. - Answers -b
11. The two planning roles for manager involve
a. monitoring and disturbance handling.
b. strategy and operations.
c. being a figurehead and a spokesperson.
d. team building and team play. - Answers -b
12. Making sure that competent persons fill positions is part of which managerial role?
a. organizer
b. liaison
c. staffing coordinator
d. resource allocator - Answers -c
13. With respect to managers, poor interpersonal skills
a. have a neutral impact on performance.
b. can lead to job failure.
c. are not important because "Nice guys and gals finish last."
d. only create problems at the first two levels of management. - Answers -b
14. Political skills should be regarded as a
a. supplement to job competence.
,b. way to overcome job incompetence.
c. way of creating ambiguity on the job.
d. privilege of top management. - Answers -a
15. A key part of developing your managerial skills would be to
a. forget about practice as soon as you acquire a skill.
b. practice kick boxing to sharpen your reflexes.
c. obtain feedback on your performance.
d. ignore the comments of others on how well you are doing. - Answers -c
16. At the higher levels of management, the four roles that are the most important
include::
a. organizer, visionary, team builder, facilitator.
b. liaison, spokesperson, figurehead, and strategic planner
c. environmental specialist, mentor, coach, ethics officer.
d. administrator, implementor, entrepreneur, task coordinator - Answers -b
17. According to Mintzberg, management is a practice, rather than a science or a
profession because
a. science is about the development of systematic knowledge through research.
b. management follows an ethical code.
c. the major purpose of management is to help get things done.
d. both a & c - Answers -d
18. Management as a practice,
a. began during the Industrial Revolution.
b. probably has an almost unlimited history.
c. dates back to World War II.
d. dates back to the Civil War. - Answers -b
19. The primary concern of the administrative management aspect of classical
management was
a. managing a company's information system.
b. teaching nonprofit organizations how to be successful.
c. how organizations should be managed and structured.
d. the application of scientific methods to increase workers' productivity. - Answers -c
20. According to the historically important work of Alfred D. Chandler, when choosing an
organization structure, managers should first
a. study what the competition is doing.
b. be aware of the strategy.
c. draw a hundred boxes to choose from.
d. look for the least expensive structure. - Answers -b
21. The behavioral approach to management emphasizes
a. developing systems for dealing with personnel problems.
, b. the interaction of the firm with the environment.
c. finding the most efficient systems of production.
d. understanding people. - Answers -d
22. An organization may experience entropy when
a. its total output exceeds the sum of the parts.
b. it does not receive fresh inputs from the external environment.
c. too many employees call in sick in a given year.
d. three consecutive new products are winners. - Answers -b
23. An important subset of interpersonal skills for managers is__________the ability to
work effectively and conduct business with people from different cultures.
a. multiculturalism
b. bilingualism
c. diversity
d. multinationalism - Answers -a
24. You are using evidence-based management when your practice is based on
a. a recent fad.
b. what your CEO thinks is hot.
c. thinking by philosophers.
d. an established principle. - Answers -d
25. Evidence-based management chooses an organizational practice based on
a. the best evidence available.
b. qualitative evidence only.
c. quantitative evidence only.
d. careful forecasts. - Answers -a
1. A distinguishing feature of a multinational corporation is that it
a. exports some of its products and services.
b. pays comparable wages wherever it conducts business.
c. has a culturally diverse group of executives.
d. has units in two or more countries in addition to its own. - Answers -d
2. The North American Free Trade Agreement (NAFTA) creates liberal trading
relationships among
a. North American and Pacific Rim countries.
b. North American and European countries.
c. the United States and Canada.
d. the United States, Canada, and Mexico. - Answers -d
3. A concern many labor union officials have about NAFTA is that it has created
a. wealthy Canadian and Mexican workers at the expense of U.S. workers.
b. a job loss for American workers.
c. widespread violations of child labor laws.
CHOICE QUESTIONS WITH VERIFIED ACCURATE
ANSWERS
1. Management is the process of
a. maintaining the status quo.
b. planning, organizing and staffing, leading, and controlling.
c. keeping labor from taking over.
d. facilitating groups. - Answers -b
2. Crafting a strategic vision is typically the responsibility of a
a. first-level manager.
b. middle-level manager.
c. staff professional.
d. top-level manager. - Answers -d
3. Three roles or activities within entrepreneurial work that arouse passion do NOT
include:
a. opportunity recognition
b. venture growth
c. human resources
d. venture creation - Answers -c
4. Nick is a successful entrepreneur, so he probably emphasizes which of the following
dimensions in his work?
a. innovativeness
b. minimizing risks
c. reacting to events rather than being proactive
d. a love for the status quo - Answers -a
5. On the job, Candice coordinates the work of a small group of people and acts as a
catalyst. Her job title is most likely
a. vice president.
b. CEO.
c. plant general manager.
d. team leader. - Answers -d
6. An important role for the team leader is to
a. act as a catalyst and facilitator.
b. tightly control the work of team members.
c. set a strategic direction for the firm.
d. avoid interactions with team members. - Answers -a
,7. Sherri Jackson is a sales manager. She searches the Internet to find new potential
markets for her products. Jackson is most directly making use of ____ resources.
a. Human
b. Financial
c. Physical
d. information - Answers -d
8. Which function of management is most involved with energizing, directing, activating,
and persuading others?
a. Leading
b. controlling
c. Planning
d. organizing and staffing - Answers -a
9. With respect to creating visions, leaders often fail because they do not
a. have fancy enough visions.
b. convert their visions into results.
c. use visions for inspiration.
d. bribe people for accomplishing a vision. - Answers -b
10. Controlling is primarily concerned with
a. making rational decisions.
b. comparing actual performance to a predetermined standard.
c. influencing people to perform better.
d. laying out work in a logical manner. - Answers -b
11. The two planning roles for manager involve
a. monitoring and disturbance handling.
b. strategy and operations.
c. being a figurehead and a spokesperson.
d. team building and team play. - Answers -b
12. Making sure that competent persons fill positions is part of which managerial role?
a. organizer
b. liaison
c. staffing coordinator
d. resource allocator - Answers -c
13. With respect to managers, poor interpersonal skills
a. have a neutral impact on performance.
b. can lead to job failure.
c. are not important because "Nice guys and gals finish last."
d. only create problems at the first two levels of management. - Answers -b
14. Political skills should be regarded as a
a. supplement to job competence.
,b. way to overcome job incompetence.
c. way of creating ambiguity on the job.
d. privilege of top management. - Answers -a
15. A key part of developing your managerial skills would be to
a. forget about practice as soon as you acquire a skill.
b. practice kick boxing to sharpen your reflexes.
c. obtain feedback on your performance.
d. ignore the comments of others on how well you are doing. - Answers -c
16. At the higher levels of management, the four roles that are the most important
include::
a. organizer, visionary, team builder, facilitator.
b. liaison, spokesperson, figurehead, and strategic planner
c. environmental specialist, mentor, coach, ethics officer.
d. administrator, implementor, entrepreneur, task coordinator - Answers -b
17. According to Mintzberg, management is a practice, rather than a science or a
profession because
a. science is about the development of systematic knowledge through research.
b. management follows an ethical code.
c. the major purpose of management is to help get things done.
d. both a & c - Answers -d
18. Management as a practice,
a. began during the Industrial Revolution.
b. probably has an almost unlimited history.
c. dates back to World War II.
d. dates back to the Civil War. - Answers -b
19. The primary concern of the administrative management aspect of classical
management was
a. managing a company's information system.
b. teaching nonprofit organizations how to be successful.
c. how organizations should be managed and structured.
d. the application of scientific methods to increase workers' productivity. - Answers -c
20. According to the historically important work of Alfred D. Chandler, when choosing an
organization structure, managers should first
a. study what the competition is doing.
b. be aware of the strategy.
c. draw a hundred boxes to choose from.
d. look for the least expensive structure. - Answers -b
21. The behavioral approach to management emphasizes
a. developing systems for dealing with personnel problems.
, b. the interaction of the firm with the environment.
c. finding the most efficient systems of production.
d. understanding people. - Answers -d
22. An organization may experience entropy when
a. its total output exceeds the sum of the parts.
b. it does not receive fresh inputs from the external environment.
c. too many employees call in sick in a given year.
d. three consecutive new products are winners. - Answers -b
23. An important subset of interpersonal skills for managers is__________the ability to
work effectively and conduct business with people from different cultures.
a. multiculturalism
b. bilingualism
c. diversity
d. multinationalism - Answers -a
24. You are using evidence-based management when your practice is based on
a. a recent fad.
b. what your CEO thinks is hot.
c. thinking by philosophers.
d. an established principle. - Answers -d
25. Evidence-based management chooses an organizational practice based on
a. the best evidence available.
b. qualitative evidence only.
c. quantitative evidence only.
d. careful forecasts. - Answers -a
1. A distinguishing feature of a multinational corporation is that it
a. exports some of its products and services.
b. pays comparable wages wherever it conducts business.
c. has a culturally diverse group of executives.
d. has units in two or more countries in addition to its own. - Answers -d
2. The North American Free Trade Agreement (NAFTA) creates liberal trading
relationships among
a. North American and Pacific Rim countries.
b. North American and European countries.
c. the United States and Canada.
d. the United States, Canada, and Mexico. - Answers -d
3. A concern many labor union officials have about NAFTA is that it has created
a. wealthy Canadian and Mexican workers at the expense of U.S. workers.
b. a job loss for American workers.
c. widespread violations of child labor laws.
