test bank for management seventh edition williams

, TESTQBANKQFORQMANAGEMENTQ7THQEDITIONQWILLIAMS



TableQofQContent



1. Management.

2. HistoryQofQManagement.

3. OrganizationalQEnvironmentsQandQCultures.

4. EthicsQandQSocialQResponsibility.

5. PlanningQandQDecisionQMaking.

6. OrganizationalQStrategy.

7. InnovationQandQChange.

8. GlobalQManagement.

9. DesigningQAdaptiveQOrganizations.

10. ManagingQTeams.

11. ManagingQHumanQResourceQSystems.

12. ManagingQIndividualsQandQaQDiverseQWorkQForce.

13. Motivation.

14. Leadership.

15. ManagingQCommunication.

16. Control.

17. ManagingQInformation.

18. ManagingQServiceQandQManufacturingQOperations.

,Chapter 1: Management
Q Q




TRUE/FALSE

1. WhileQgoodQmanagementQisQbasicQtoQstartingQandQgrowingQaQbusiness,QonceQsomeQmeasure
QofQsuccessQhasQbeenQachieved,QgoodQmanagementQbecomesQlessQimportant.




ANS:Q F
GoodQmanagementQisQbasicQtoQstartingQaQbusiness,QgrowingQaQbusiness,QandQmaintainingQaQbusinessQonce
QitQhasQachievedQsomeQmeasureQofQsuccess.




PTS:Q Q 1 DIF: Easy REF:Q Q 6 TOP:Q AACSBQAnalytic
KEY:Q CreationQofQValue

2. ManagersQareQresponsibleQforQdoingQtheQbasicQworkQinQtheQcompany.

ANS:Q F
TheQmanager’sQjobQisQnotQtoQdoQtheQbasicQworkQinQtheQcompany,QbutQtoQhelpQothersQdoQtheirQwork.

PTS:Q 1 DIF: Easy REF:Q 7
TOP:Q AACSBQReflectiveQThinkingQKEY:Q CreationQofQValue

3. CompaniesQthatQplanQhaveQlargerQprofitsQandQfasterQgrowthQthanQcompaniesQthatQdon’t.

ANS:Q T PTS:Q Q 1 DIF: Easy REF:Q Q 9
TOP:Q AACSBQReflectiveQThinking KEY:Q CreationQofQValue

4. TheQclassicalQfunctionsQofQmanagementQareQ(1)QmakingQthingsQhappen,Q(2)QmeetingQt
heQcompetition,Q(3)QorganizingQpeople,Qprojects,QandQprocesses,QandQ(4)Qleading.

ANS:Q F
TheQclassicalQfunctionsQofQmanagementQareQplanning,Qorganizing,Qleading,QandQcontrolling.

PTS:Q 1 DIF: Moderate REF:Q 8
TOP:Q AACSBQReflectiveQThinkingQKEY:Q LeadershipQPrinciplesQ|QHRMQ|QStra
tegyQ|QCreationQofQValue

5. AccordingQtoQWhatQReallyQWorks,QMeta-Analysis,Qmeta-
analysisQisQaQresearchQtoolQthatQcombinesQtheQresultsQofQaQnumberQofQresearchQstudies.

ANS:Q T PTS:Q Q 1 DIF: Easy REF:Q Q 10-11
TOP:Q AACSBQReflectiveQThinking KEY:Q CreationQofQValue

6. AccordingQtoQtheQWhatQReallyQWorksQbox,Qmeta-
analysisQisQusefulQforQmanagementQtheoristsQandQresearchers,QbutQitQhasQlittleQvalueQforQtheQpracticingQ
manager.

ANS:Q F
Meta-
analysisQisQalsoQusefulQforQpracticingQmanagers,QbecauseQitQshowsQwhatQworksQandQtheQconditionsQunderQ
whichQmanagementQtechniquesQmayQworkQbetterQorQworseQinQtheQ“realQworld.”

, PTS:Q 1 DIF: Moderate REF:Q 10-11
TOP:Q AACSBQReflectiveQThinkingQKEY:Q CreationQofQValue

7. TopQmanagersQareQresponsibleQforQcreatingQaQcontextQforQchangeQinQtheQorganization.

ANS:Q T PTS:Q Q 1 DIF: Moderate REF:Q Q 13-14
TOP:Q AACSBQReflectiveQThinking KEY:Q CreationQofQValue

8. TopQmanagersQareQtheQmanagersQresponsibleQforQfacilitatingQteamQactivitiesQtowardQgo
alQaccomplishment.

ANS:Q F
TopQmanagersQareQexecutivesQresponsibleQforQtheQoverallQdirectionQofQtheQorganization;QteamQleadersQareQtheQmana
gersQresponsibleQforQfacilitatingQteamQactivitiesQtowardQgoalQaccomplishment.

PTS:Q 1 DIF: Moderate REF:Q 13-
14Q(ExhibitQ1.2)QTOP:Q AACSBQReflectiveQThinking
KEY:Q GroupQDynamics

9. AsQtheQhealth-
careQteamQleaderQforQCommerceQBank,QEmmettQConlonQisQresponsibleQforQfacilitatingQhisQteam’sQperform
anceQandQshouldQnotQbeQinvolvedQwithQanyQemployeesQoutsideQofQhisQteam.

ANS:Q F
TeamQleadersQareQresponsibleQnotQonlyQforQfacilitatingQteamQperformance,QbutQalsoQforQactingQasQliaisonsQ
betweenQtheirQteamsQandQotherQcompanyQteams.

PTS:Q 1 DIF: Moderate REF:Q 16-17
TOP:Q AACSBQAnalyticQKEY:Q GroupQDynamicsQ|QLeadershipQPrin
ciples

10. TypicalQtitlesQusedQforQtopQmanagersQareQgeneralQmanager,QplantQmanager,QregionalQmanager,Qa
ndQdivisionalQmanager.

ANS:Q F
TheseQareQtypicalQtitlesQforQmiddleQmanagers,QnotQtopQmanagers.QSeeQExhibitQ1.2.

PTS:Q 1 DIF: Moderate REF:Q 13-
14Q(ExhibitQ1.2)Q TOP:Q AACSBQReflectiveQThinking
KEY:Q CreationQofQValueQ|QHRM

11. First-
lineQmanagersQareQresponsibleQforQsettingQobjectivesQconsistentQwithQorganizationalQgoalsQandQplanningQa
ndQimplementingQsubunitQstrategiesQforQachievingQtheseQobjectives.

ANS:Q F
ThisQisQtheQresponsibilityQofQmiddleQmanagers.QSeeQExhibitQ1.2.

PTS:Q 1 DIF: Moderate REF:Q 15
TOP:Q AACSBQReflectiveQThinkingQKEY:Q Strategy

12. Bandai,QtheQthird-
largestQtoyQmakerQinQtheQworld,QhasQembarkedQonQaQseriesQofQacquisitionsQinQanQeffortQtoQbecomeQtheQl
eadingQtoyQmakerQinQtheQworld.Q TheQdecisionQtoQadoptQthisQgoalQwasQmostQlikelyQmadeQbyQitsQtopQma