TEST BANK
Contemporary Management | 12th Edition
By Jennifer M. George
TE
ST
SO
LU
TI
O
N
,Table of Content
PART ONE: MANAGEMENT
1. Managers and Managing
2. The Evolution of Management Thought
3. Values, Attitudes, Emotions, and Culture The Manager as a Person
PART TWO: THE ENVIRONMENT OF MANAGEMENT
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4. Ethics and Social Responsibility
5. Managing Diverse Employees in a Multicultural Environment
6. Managing in the Global Environment
ST
PART THREE: DECISION MAKING, PLANNING, AND STRATEGY
7. Decision Making, Learning, Creativity, and Entrepreneurship
8. The Manager as a Planner and Strategist
SO
9. Value Chain Management Functional Strategies for Competitive Advantage
PART FOUR: ORGANIZING AND CONTROLLING
10. Managing Organizational Structure and Culture
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11. Organizational Control and Change
12. Human Resource Management
PART FIVE: LEADING INDIVIDUALS AND GROUPS
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13. Motivation and Performance
14. Leadership
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15. Effective Groups and Teams
PART SIX: MANAGING CRITICAL ORGANIZATIONAL PROCESSES
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16. Promoting Effective Communication
17. Managing Conflict, Politics, and Negotiation
18. Using Advanced Information Technology to Increase Performance
19. Starting a New Business
,Student name:__________
At a recent staff meeting, Jeremy was praised by his CEO for choosing the right goals to pursue.
The quality that Jeremy displays here is efficiency.
true
false
TE
Patel Brothers Company uses a formal system of task and reporting relationships that coordinates
and motivates its employees so that they work together to achieve organizational goals. This is
an example of an organizational structure.
ST
true
false
SO
As a middle manager, Jobeth selects the goals for her team. The function that Jobeth is
demonstrating is called leading.
true
LU
false
Categorizing people by salary levels lays out the lines of authority and responsibility between
different individuals and groups.
TI
true
false
O
N
Malik supervises the daily work of the employees who help customers and ring up sales in the
shoe department of a major retail store. Malik is a first-line manager.
true
false
Version 1 1
, The importance of planning, organizing, leading, and controlling remains the same irrespective
of a manager's position in the managerial hierarchy.
true
false
TE
If you were a manager at an accounting firm and spent your days processing invoices and
payments and ensuring tax compliance, you would be using your technical skills.
ST
true
false
SO
When Tech Innovators needed to reduce costs to meet its annual profitability goal, it reduced
levels in its hierarchy and laid off 9 percent of its workers. This is an example of restructuring.
true
false
LU
A self-managed team is a group of employees who work independently but report to their
respective managers about the progress of the team’s work.
TI
true
false
O
N
The building blocks of competitive advantage are efficiency, quality, innovation and flexibility,
and responsiveness to customers.
true
false
Version 1 2
Contemporary Management | 12th Edition
By Jennifer M. George
TE
ST
SO
LU
TI
O
N
,Table of Content
PART ONE: MANAGEMENT
1. Managers and Managing
2. The Evolution of Management Thought
3. Values, Attitudes, Emotions, and Culture The Manager as a Person
PART TWO: THE ENVIRONMENT OF MANAGEMENT
TE
4. Ethics and Social Responsibility
5. Managing Diverse Employees in a Multicultural Environment
6. Managing in the Global Environment
ST
PART THREE: DECISION MAKING, PLANNING, AND STRATEGY
7. Decision Making, Learning, Creativity, and Entrepreneurship
8. The Manager as a Planner and Strategist
SO
9. Value Chain Management Functional Strategies for Competitive Advantage
PART FOUR: ORGANIZING AND CONTROLLING
10. Managing Organizational Structure and Culture
LU
11. Organizational Control and Change
12. Human Resource Management
PART FIVE: LEADING INDIVIDUALS AND GROUPS
TI
13. Motivation and Performance
14. Leadership
O
15. Effective Groups and Teams
PART SIX: MANAGING CRITICAL ORGANIZATIONAL PROCESSES
N
16. Promoting Effective Communication
17. Managing Conflict, Politics, and Negotiation
18. Using Advanced Information Technology to Increase Performance
19. Starting a New Business
,Student name:__________
At a recent staff meeting, Jeremy was praised by his CEO for choosing the right goals to pursue.
The quality that Jeremy displays here is efficiency.
true
false
TE
Patel Brothers Company uses a formal system of task and reporting relationships that coordinates
and motivates its employees so that they work together to achieve organizational goals. This is
an example of an organizational structure.
ST
true
false
SO
As a middle manager, Jobeth selects the goals for her team. The function that Jobeth is
demonstrating is called leading.
true
LU
false
Categorizing people by salary levels lays out the lines of authority and responsibility between
different individuals and groups.
TI
true
false
O
N
Malik supervises the daily work of the employees who help customers and ring up sales in the
shoe department of a major retail store. Malik is a first-line manager.
true
false
Version 1 1
, The importance of planning, organizing, leading, and controlling remains the same irrespective
of a manager's position in the managerial hierarchy.
true
false
TE
If you were a manager at an accounting firm and spent your days processing invoices and
payments and ensuring tax compliance, you would be using your technical skills.
ST
true
false
SO
When Tech Innovators needed to reduce costs to meet its annual profitability goal, it reduced
levels in its hierarchy and laid off 9 percent of its workers. This is an example of restructuring.
true
false
LU
A self-managed team is a group of employees who work independently but report to their
respective managers about the progress of the team’s work.
TI
true
false
O
N
The building blocks of competitive advantage are efficiency, quality, innovation and flexibility,
and responsiveness to customers.
true
false
Version 1 2
