This OpenStax ancillary resource is © Rice University under a CC BY 4.0 International license; it may be reproduced or modified but must be
attributed to OpenStax, Rice University and any changes must be noted.
Chapter 1 MANAGING AND PERFORMING
TRUE-FALSE QUESTIONS
Title: ANSWER: T REFERENCE: What Do Managers Do? LEARNING OUTCOME: 1
1. According to Mintzberg, managers averaged 36 written and 16 verbal contacts per day with most of
these activities lasting less than nine minutes.
a. True
b. False
Title: ANSWER: F REFERENCE: What Do Managers Do? LEARNING OUTCOME: 1
2. Kotter studied a number of successful general managers over a five-year period and found that they
spend most of their time by themselves drawing up plans or worrying about important decisions.
a. True
b. False
Title: ANSWER: F REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
3. The influence of managers is most clearly seen, according to Mintzberg, in the figurehead role.
a. True
b. False
Title: ANSWER: T REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
4. While the entrepreneur role describes managers who initiate change, the disturbance or crisis handler
role depicts managers who must involuntarily react to conditions.
a. True
b. False
Title: ANSWER: F REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
5. In the leader role, managers pass privileged information directly to subordinates, whereas in the
disseminator role, managers send information to people outside of their organizations.
a. True
b. False
Title: ANSWER: T REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
6. As monitors, managers are constantly scanning the environment for information, talking with liaison
contacts and subordinates, and receiving unsolicited information.
a. True
b. False
Title: ANSWER: F REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
7. According to Mintzberg, disturbance handler is an interpersonal role.
a. True
b. False
Title: ANSWER: T REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
8. In a leader role, a manager counsels, communicates, and directs subordinates.
a. True
b. False
, Principles of Management
Title: ANSWER: F REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
9. In a liaison role, a manager performs formal duties like greeting customers and signing contracts.
a. True
b. False
Title: ANSWER: T REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME: 3
10. For managers, threats include technological breakthroughs on the part of competitors, obsolescence in
their organization, and dramatically shortened product cycles.
a. True
b. False
Title: ANSWER: F REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME: 3
11. For managers, in any organization, threats include product or service niches that are underserved, out-
of-cycle hiring possibilities, mergers, purchases, or upgrades in equipment, space, or other assets.
a. True
b. False
Title: ANSWER: F REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME: 3
12. Community relations and external consulting are self-described activities of a manager’s
responsibilities.
a. True
b. False
Title: ANSWER: F REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME: 3
13. As part of their responsibilities, all managers get involved in planning, scheduling, and monitoring the
design, development, production, and delivery of the organization’s products and services.
a. True
b. False
Title: ANSWER: T REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME: 3
14. Executive managers are at the top of the hierarchy and are responsible for the entire organization,
especially its strategic direction.
a. True
b. False
Title: ANSWER: F REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME: 3
15. Front-line managers in organizations devote more of their time to conceptual issues.
a. True
b. False
This OpenStax ancillary resource is © Rice University under a CC BY 4.0 International license; it may be reproduced or modified but must be
April 30, 2019 2
, Principles of Management
MULTIPLE-CHOICE QUESTIONS
Title: ANSWER: A REFERENCE: What Do Managers Do? LEARNING OUTCOME: 1
1. According to Mintzberg, managers averaged ____ written and _____ verbal contacts per day with most
of these activities lasting less than ____ minutes.
A. 36; 16; 9
B. 9; 18; 30
C. 5; 10; 15
D. 20; 10; 25
E. 33; 44; 20
Title: ANSWER: B REFERENCE: What Do Managers Do? LEARNING OUTCOME: 1
2. Kotter studied a number of successful general managers over a five-year period and found that they
spend most of their time
A. by themselves.
B. with others.
C. worrying about important decisions.
D. drawing up plans.
E. giving orders.
Title: ANSWER: D REFERENCE: What Do Managers Do? LEARNING OUTCOME: 1
3. The interactive nature of management means that most management work is
A. passive.
B. abstract.
C. unimportant.
D. conversational.
E. done alone.
Title: ANSWER: D REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
4. When Samantha, manager at ABC International, seeks and receives information from both web and
industry journals, she is acting as a
A. leader.
B. disseminator.
C. resource allocator.
D. monitor.
E. liaison.
Title: ANSWER: B REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
5. When Olamede, the Marketing department chair, passes information to his faculty and staff about new
policies through memos and emails, he is acting as a
A. leader.
B. disseminator.
C. resource allocator.
D. monitor.
E. liaison.
Title: ANSWER: C REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
April 30, 2019 3
, Principles of Management
6. Amani is the newly hired manager at MyCoffee, a global coffee roasting company. As part of her
responsibilities, Amani often gives interviews to media outlets and speeches to community organizations.
Amani is playing the role of a
A. leader.
B. disseminator.
C. spokesperson.
D. monitor.
E. liaison.
Title: ANSWER: D REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
7. As the Chief Executive Officer (CEO) of Organic Foods International, Rebecca signs major contracts with
various food suppliers as well as many legal documents. Rebecca is playing the role of a
A. leader.
B. disseminator.
C. spokesperson.
D. figurehead.
E. liaison.
Title: ANSWER: E REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
8. According to Mintzberg, which of the following are informational roles?
A. Leader, liaison, and figurehead.
B. Negotiator, disseminator, and liaison.
C. Disturbance handler, leader, and spokesperson.
D. Entrepreneur, disturbance handler, and negotiator.
E. Disseminator, monitor, and spokesperson.
Title: ANSWER: A REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
9. According to Mintzberg, which of the following are interpersonal roles?
A. Leader, liaison, and figurehead.
B. Negotiator, disseminator, and liaison.
C. Disturbance handler, leader, and spokesperson.
D. Entrepreneur, disturbance handler, and negotiator.
E. Disseminator, monitor, and spokesperson.
Title: ANSWER: D REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
10. According to Mintzberg, which of the following are decisional roles?
A. Leader, liaison, and figurehead.
B. Negotiator, disseminator, and liaison.
C. Disturbance handler, leader, and spokesperson.
D. Entrepreneur, disturbance handler, and negotiator.
E. Disseminator, monitor, and spokesperson.
Title: ANSWER: A REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
11. James is the production manager at a large toy manufacturing company. James believes that one of his
critical role is to train, counsel, motivate, and direct his subordinates. This represents which role, according
to Mintzberg?
A. Leader
This OpenStax ancillary resource is © Rice University under a CC BY 4.0 International license; it may be reproduced or modified but must be
April 30, 2019 4
attributed to OpenStax, Rice University and any changes must be noted.
Chapter 1 MANAGING AND PERFORMING
TRUE-FALSE QUESTIONS
Title: ANSWER: T REFERENCE: What Do Managers Do? LEARNING OUTCOME: 1
1. According to Mintzberg, managers averaged 36 written and 16 verbal contacts per day with most of
these activities lasting less than nine minutes.
a. True
b. False
Title: ANSWER: F REFERENCE: What Do Managers Do? LEARNING OUTCOME: 1
2. Kotter studied a number of successful general managers over a five-year period and found that they
spend most of their time by themselves drawing up plans or worrying about important decisions.
a. True
b. False
Title: ANSWER: F REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
3. The influence of managers is most clearly seen, according to Mintzberg, in the figurehead role.
a. True
b. False
Title: ANSWER: T REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
4. While the entrepreneur role describes managers who initiate change, the disturbance or crisis handler
role depicts managers who must involuntarily react to conditions.
a. True
b. False
Title: ANSWER: F REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
5. In the leader role, managers pass privileged information directly to subordinates, whereas in the
disseminator role, managers send information to people outside of their organizations.
a. True
b. False
Title: ANSWER: T REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
6. As monitors, managers are constantly scanning the environment for information, talking with liaison
contacts and subordinates, and receiving unsolicited information.
a. True
b. False
Title: ANSWER: F REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
7. According to Mintzberg, disturbance handler is an interpersonal role.
a. True
b. False
Title: ANSWER: T REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
8. In a leader role, a manager counsels, communicates, and directs subordinates.
a. True
b. False
, Principles of Management
Title: ANSWER: F REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
9. In a liaison role, a manager performs formal duties like greeting customers and signing contracts.
a. True
b. False
Title: ANSWER: T REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME: 3
10. For managers, threats include technological breakthroughs on the part of competitors, obsolescence in
their organization, and dramatically shortened product cycles.
a. True
b. False
Title: ANSWER: F REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME: 3
11. For managers, in any organization, threats include product or service niches that are underserved, out-
of-cycle hiring possibilities, mergers, purchases, or upgrades in equipment, space, or other assets.
a. True
b. False
Title: ANSWER: F REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME: 3
12. Community relations and external consulting are self-described activities of a manager’s
responsibilities.
a. True
b. False
Title: ANSWER: F REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME: 3
13. As part of their responsibilities, all managers get involved in planning, scheduling, and monitoring the
design, development, production, and delivery of the organization’s products and services.
a. True
b. False
Title: ANSWER: T REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME: 3
14. Executive managers are at the top of the hierarchy and are responsible for the entire organization,
especially its strategic direction.
a. True
b. False
Title: ANSWER: F REFERENCE: Major Characteristics of the Manager's Job LEARNING OUTCOME: 3
15. Front-line managers in organizations devote more of their time to conceptual issues.
a. True
b. False
This OpenStax ancillary resource is © Rice University under a CC BY 4.0 International license; it may be reproduced or modified but must be
April 30, 2019 2
, Principles of Management
MULTIPLE-CHOICE QUESTIONS
Title: ANSWER: A REFERENCE: What Do Managers Do? LEARNING OUTCOME: 1
1. According to Mintzberg, managers averaged ____ written and _____ verbal contacts per day with most
of these activities lasting less than ____ minutes.
A. 36; 16; 9
B. 9; 18; 30
C. 5; 10; 15
D. 20; 10; 25
E. 33; 44; 20
Title: ANSWER: B REFERENCE: What Do Managers Do? LEARNING OUTCOME: 1
2. Kotter studied a number of successful general managers over a five-year period and found that they
spend most of their time
A. by themselves.
B. with others.
C. worrying about important decisions.
D. drawing up plans.
E. giving orders.
Title: ANSWER: D REFERENCE: What Do Managers Do? LEARNING OUTCOME: 1
3. The interactive nature of management means that most management work is
A. passive.
B. abstract.
C. unimportant.
D. conversational.
E. done alone.
Title: ANSWER: D REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
4. When Samantha, manager at ABC International, seeks and receives information from both web and
industry journals, she is acting as a
A. leader.
B. disseminator.
C. resource allocator.
D. monitor.
E. liaison.
Title: ANSWER: B REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
5. When Olamede, the Marketing department chair, passes information to his faculty and staff about new
policies through memos and emails, he is acting as a
A. leader.
B. disseminator.
C. resource allocator.
D. monitor.
E. liaison.
Title: ANSWER: C REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
April 30, 2019 3
, Principles of Management
6. Amani is the newly hired manager at MyCoffee, a global coffee roasting company. As part of her
responsibilities, Amani often gives interviews to media outlets and speeches to community organizations.
Amani is playing the role of a
A. leader.
B. disseminator.
C. spokesperson.
D. monitor.
E. liaison.
Title: ANSWER: D REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
7. As the Chief Executive Officer (CEO) of Organic Foods International, Rebecca signs major contracts with
various food suppliers as well as many legal documents. Rebecca is playing the role of a
A. leader.
B. disseminator.
C. spokesperson.
D. figurehead.
E. liaison.
Title: ANSWER: E REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
8. According to Mintzberg, which of the following are informational roles?
A. Leader, liaison, and figurehead.
B. Negotiator, disseminator, and liaison.
C. Disturbance handler, leader, and spokesperson.
D. Entrepreneur, disturbance handler, and negotiator.
E. Disseminator, monitor, and spokesperson.
Title: ANSWER: A REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
9. According to Mintzberg, which of the following are interpersonal roles?
A. Leader, liaison, and figurehead.
B. Negotiator, disseminator, and liaison.
C. Disturbance handler, leader, and spokesperson.
D. Entrepreneur, disturbance handler, and negotiator.
E. Disseminator, monitor, and spokesperson.
Title: ANSWER: D REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
10. According to Mintzberg, which of the following are decisional roles?
A. Leader, liaison, and figurehead.
B. Negotiator, disseminator, and liaison.
C. Disturbance handler, leader, and spokesperson.
D. Entrepreneur, disturbance handler, and negotiator.
E. Disseminator, monitor, and spokesperson.
Title: ANSWER: A REFERENCE: The Roles Managers Play LEARNING OUTCOME: 2
11. James is the production manager at a large toy manufacturing company. James believes that one of his
critical role is to train, counsel, motivate, and direct his subordinates. This represents which role, according
to Mintzberg?
A. Leader
This OpenStax ancillary resource is © Rice University under a CC BY 4.0 International license; it may be reproduced or modified but must be
April 30, 2019 4
