TEST BANK
MGMT 12th Edition Principles of Management
by Chuck Williams Chapters 1 - 18, Complete
,TABLE OF CONTENTS 6 6 6
Part I: INTRODUCTION TO MANAGEMENT.
6 6 6 6
1. Management.
6
2. The History of Management.
6 6 6 6
3. Organizational Environments and Cultures.
6 6 6 6
4. Ethics and Social Responsibility.
6 6 6 6
Part II: PLANNING.
6 6
5. Planning and Decision Making.
6 6 6 6
6. Organizational Strategy.
6 6
7. Innovation and Change.
6 6 6
8. Global Management.
6 6
Part III: ORGANIZING.
6 6
9. Designing Adaptive Organizations.
6 6 6
10. Managing Teams.
6 6
11. Managing Human Resource Systems.
6 6 6 6
12. Managing Individuals and a Diverse Work Force.
6 6 6 6 6 6 6
Part IV: LEADING.
6 6
13. Motivation.
6
14. Leadership.
6
15. Managing Communication.
6 6
Part V: CONTROLLING.
6 6
16. Control.
6
17. Managing Information.
6 6
18. Managing Service and Manufacturing Operations.
6 6 6 6 6
,Chapter 01_Management
6
1.6_____6is6defined6as6getting6work6done6through6others.
6
a.6 Orientation
6
b.6Marketing
6
c.6 Management
6
d.6Accounting
ANS:66c
2.6When6Ruth6was6hired6by6Graham6Services6Inc.6to6head6its6customer6service6operations,6she6wa
s6told6that6her6role6involved6supervising6the6work6of6her6employees6and6ensuring6that6they6did6th
eir6jobs6well.6Ruth's6job6is6related6to:
6
a.6 marketing.
6
b.6recruitment.
6
c.6 management.
6
d.6finance.
ANS:66c
3.6At6Troysten6Inc.,6a6construction6company,6Edwin's6job6responsibilities6include6monitoring6the6
work6carried6out6by6the6company's6site6engineers.6He6is6also6responsible6for6ensuring6that6all6the6
engineers6are6provided6with6ample6guidance6and6supervision6so6that6they6can6perform6all6the6assi
gned6tasks6to6the6best6of6their6ability.6In6the6given6scenario,6Edwin's6job6is6related6to6_____.
6
a.6 accounting
6
b.6sales
, 6
c.6 management
6
d.6production
ANS:66c
4.6Trent6Automobiles6Inc.6was6expecting6a6large6shipment6of6scrap6metal6a6week6earlier.6As6the6s
hipment6did6not6arrive6on6time,6the6supply6manager6at6Trent6Automobiles6was6forced6to6place6an
other6order6for6the6same6quantity6of6scrap6metal6from6a6local6manufacturer.6As6a6result,6its6car6ma
nufacturing6processes6got6delayed6and6expenses6increased.6In6this6scenario,6Trent6Automobiles6is
6 demonstrating6a6lack6of6_____.
6
a.6 synergy
6
b.6disintermediation
6
c.6 automation
6
d.6efficiency
ANS:66d
6.6To6reduce6manual6errors,6Debronth6Inc.,6a6machinery6manufacturing6company,6automated6mo
st6of6its6production6processes6using6Computer6Numeric6Control6(CNC)6machines.6This6reduced6t
he6labor6cost,6wastage6of6raw6materials,6and6rejection6of6finished6goods6due6to6quality6issues.6In6th
e6context6of6management,6the6automation6of6production6processes6at6Debronth6Inc.6exemplifies6_
____.
6
a.6 synergy
6
b.6efficiency
6
c.6 autonomy
6
d.6contingency
MGMT 12th Edition Principles of Management
by Chuck Williams Chapters 1 - 18, Complete
,TABLE OF CONTENTS 6 6 6
Part I: INTRODUCTION TO MANAGEMENT.
6 6 6 6
1. Management.
6
2. The History of Management.
6 6 6 6
3. Organizational Environments and Cultures.
6 6 6 6
4. Ethics and Social Responsibility.
6 6 6 6
Part II: PLANNING.
6 6
5. Planning and Decision Making.
6 6 6 6
6. Organizational Strategy.
6 6
7. Innovation and Change.
6 6 6
8. Global Management.
6 6
Part III: ORGANIZING.
6 6
9. Designing Adaptive Organizations.
6 6 6
10. Managing Teams.
6 6
11. Managing Human Resource Systems.
6 6 6 6
12. Managing Individuals and a Diverse Work Force.
6 6 6 6 6 6 6
Part IV: LEADING.
6 6
13. Motivation.
6
14. Leadership.
6
15. Managing Communication.
6 6
Part V: CONTROLLING.
6 6
16. Control.
6
17. Managing Information.
6 6
18. Managing Service and Manufacturing Operations.
6 6 6 6 6
,Chapter 01_Management
6
1.6_____6is6defined6as6getting6work6done6through6others.
6
a.6 Orientation
6
b.6Marketing
6
c.6 Management
6
d.6Accounting
ANS:66c
2.6When6Ruth6was6hired6by6Graham6Services6Inc.6to6head6its6customer6service6operations,6she6wa
s6told6that6her6role6involved6supervising6the6work6of6her6employees6and6ensuring6that6they6did6th
eir6jobs6well.6Ruth's6job6is6related6to:
6
a.6 marketing.
6
b.6recruitment.
6
c.6 management.
6
d.6finance.
ANS:66c
3.6At6Troysten6Inc.,6a6construction6company,6Edwin's6job6responsibilities6include6monitoring6the6
work6carried6out6by6the6company's6site6engineers.6He6is6also6responsible6for6ensuring6that6all6the6
engineers6are6provided6with6ample6guidance6and6supervision6so6that6they6can6perform6all6the6assi
gned6tasks6to6the6best6of6their6ability.6In6the6given6scenario,6Edwin's6job6is6related6to6_____.
6
a.6 accounting
6
b.6sales
, 6
c.6 management
6
d.6production
ANS:66c
4.6Trent6Automobiles6Inc.6was6expecting6a6large6shipment6of6scrap6metal6a6week6earlier.6As6the6s
hipment6did6not6arrive6on6time,6the6supply6manager6at6Trent6Automobiles6was6forced6to6place6an
other6order6for6the6same6quantity6of6scrap6metal6from6a6local6manufacturer.6As6a6result,6its6car6ma
nufacturing6processes6got6delayed6and6expenses6increased.6In6this6scenario,6Trent6Automobiles6is
6 demonstrating6a6lack6of6_____.
6
a.6 synergy
6
b.6disintermediation
6
c.6 automation
6
d.6efficiency
ANS:66d
6.6To6reduce6manual6errors,6Debronth6Inc.,6a6machinery6manufacturing6company,6automated6mo
st6of6its6production6processes6using6Computer6Numeric6Control6(CNC)6machines.6This6reduced6t
he6labor6cost,6wastage6of6raw6materials,6and6rejection6of6finished6goods6due6to6quality6issues.6In6th
e6context6of6management,6the6automation6of6production6processes6at6Debronth6Inc.6exemplifies6_
____.
6
a.6 synergy
6
b.6efficiency
6
c.6 autonomy
6
d.6contingency
