Chapterg1:gManagement
TRUE/FALSE
1. Whileggoodgmanagementgisgbasicgtogstartinggandggrowinggagbusiness,goncegsomegmeasureg
ofgsuccessghasgbeengachieved,ggoodgmanagementgbecomesglessgimportant.
ANS:g F
Goodgmanagementgisgbasicgtogstartinggagbusiness,ggrowinggagbusiness,gandgmaintaininggagbusinessgonce
gitghasgachievedgsomegmeasuregofgsuccess.
PTS:g g 1 DIF: Easy REF:g g 6 TOP:g AACSBgAnalytic
KEY:g CreationgofgValue
2. Managersgaregresponsiblegforgdoinggthegbasicgworkgingthegcompany.
ANS:g F
Thegmanager’sgjobgisgnotgtogdogthegbasicgworkgingthegcompany,gbutgtoghelpgothersgdogtheirgwork.
PTS:g 1 DIF: Easy REF:g 7
TOP:g AACSBgReflectivegThinkinggKEY:g CreationgofgValue
3. Companiesgthatgplanghaveglargergprofitsgandgfasterggrowthgthangcompaniesgthatgdon’t.
ANS:g T PTS:g g 1 DIF: Easy REF:g g 9
TOP:g AACSBgReflectivegThinking KEY:g CreationgofgValue
4. Thegclassicalgfunctionsgofgmanagementgareg(1)gmakinggthingsghappen,g(2)gmeetinggt
hegcompetition,g(3)gorganizinggpeople,gprojects,gandgprocesses,gandg(4)gleading.
ANS:g F
Thegclassicalgfunctionsgofgmanagementgaregplanning,gorganizing,gleading,gandgcontrolling.
PTS:g 1 DIF: Moderate REF:g 8
TOP:g AACSBgReflectivegThinkinggKEY:g LeadershipgPrinciplesg|gHRMg|gStra
tegyg|gCreationgofgValue
5. AccordinggtogWhatgReallygWorks,gMeta-Analysis,gmeta-
analysisgisgagresearchgtoolgthatgcombinesgthegresultsgofgagnumbergofgresearchgstudies.
ANS:g T PTS:g g 1 DIF: Easy REF:g g 10-11
TOP:g AACSBgReflectivegThinking KEY:g CreationgofgValue
6. AccordinggtogthegWhatgReallygWorksgbox,gmeta-
analysisgisgusefulgforgmanagementgtheoristsgandgresearchers,gbutgitghasglittlegvaluegforgthegpracticinggm
anager.
ANS:g F
Meta-
analysisgisgalsogusefulgforgpracticinggmanagers,gbecausegitgshowsgwhatgworksgandgthegconditionsgunderg
whichgmanagementgtechniquesgmaygworkgbettergorgworsegingtheg“realgworld.”
,PTS:g 1 DIF: Moderate REF:g 10-11
TOP:g AACSBgReflectivegThinkinggKEY:g CreationgofgValue
7. Topgmanagersgaregresponsiblegforgcreatinggagcontextgforgchangegingthegorganization.
ANS:g T PTS:g g 1 DIF: Moderate REF:g g 13-14
TOP:g AACSBgReflectivegThinking KEY:g CreationgofgValue
8. Topgmanagersgaregthegmanagersgresponsiblegforgfacilitatinggteamgactivitiesgtowardggo
algaccomplishment.
ANS:g F
Topgmanagersgaregexecutivesgresponsiblegforgthegoverallgdirectiongofgthegorganization;gteamgleadersgaregtheg
managersgresponsiblegforgfacilitatinggteamgactivitiesgtowardggoalgaccomplishment.
PTS:g 1 DIF: Moderate REF:g 13-
14g(Exhibitg1.2)gTOP:g AACSBgReflectivegThinking
KEY:g GroupgDynamics
9. Asgtheghealth-
caregteamgleadergforgCommercegBank,gEmmettgConlongisgresponsiblegforgfacilitatingghisgteam’sgperform
ancegandgshouldgnotgbeginvolvedgwithganygemployeesgoutsidegofghisgteam.
ANS:g F
Teamgleadersgaregresponsiblegnotgonlygforgfacilitatinggteamgperformance,gbutgalsogforgactinggasgliaisonsg
betweengtheirgteamsgandgothergcompanygteams.
PTS:g 1 DIF: Moderate REF:g 16-17
TOP:g AACSBgAnalyticgKEY:g GroupgDynamicsg|gLeadershipgPrin
ciples
10. Typicalgtitlesgusedgforgtopgmanagersgareggeneralgmanager,gplantgmanager,gregionalgmanager,ga
ndgdivisionalgmanager.
ANS:g F
Thesegaregtypicalgtitlesgforgmiddlegmanagers,gnotgtopgmanagers.gSeegExhibitg1.2.
PTS:g 1 DIF: Moderate REF:g 13-
14g(Exhibitg1.2)g TOP:g AACSBgReflectivegThinking
KEY:g CreationgofgValueg|gHRM
11. First-
linegmanagersgaregresponsiblegforgsettinggobjectivesgconsistentgwithgorganizationalggoalsgandgplanningga
ndgimplementinggsubunitgstrategiesgforgachievinggthesegobjectives.
ANS:g F
Thisgisgthegresponsibilitygofgmiddlegmanagers.gSeegExhibitg1.2.
PTS:g 1 DIF: Moderate REF:g 15
TOP:g AACSBgReflectivegThinkinggKEY:g Strategy
12. Bandai,gthegthird-
largestgtoygmakergingthegworld,ghasgembarkedgongagseriesgofgacquisitionsgingangeffortgtogbecomegthegl
eadinggtoygmakergingthegworld.g Thegdecisiongtogadoptgthisggoalgwasgmostglikelygmadegbygitsgtopgma
,nagement.
, ANS:g T
SeegExhibitg1.2.
PTS:g g 1 DIF: Easy REF:g g 13-14g(Exhibitg1.2)
TOP:g AACSBgAnalytic KEY:g LeadershipgPrinciplesg|gStrategy
13. Middlegmanagersgaregtypicallygresponsiblegforgcoordinatinggandglinkingggroups,gdepartments,ga
ndgdivisionsgwithingagcompany.
ANS:g T
SeegExhibitg1.2.
PTS:g g 1 DIF: Difficult REF:g g 15g(Exhibitg1.2)
TOP:g AACSBgReflectivegThinking KEY:g Strategyg|gGroupgDynamics
14. First-linegmanagersgaregthegonlygmanagersgwhogdognotgsupervisegothergmanagers.
ANS:g T
SeegExhibitg1.2.
PTS:g g 1 DIF: Easy REF:g g 15-16g(Exhibitg1.2)
TOP:g AACSBgReflectivegThinking KEY:g HRM
15. Middlegmanagersgengagegingplansgandgactionsgthatgtypicallygproducegresultsgwithingtwogweeks.
ANS:g F
First-linegmanagersgengagegingsuchgplansgandgactions.gMiddlegmanagersgplang6gtog18gmonthsgout.
PTS:g 1 DIF: Moderate REF:g 15
TOP:g AACSBgReflectivegThinkinggKEY:g CreationgofgValueg|gOperationsgMa
nagement
16. ThegProcterg&gGamblegmanagergwhogoversawgthegmanufacturinggchangesgthatgweregneededg
togmakegsmaller,gmoregenvironmentallygsafegcartonsgofgTidegdetergentghadgtogbegstronggingbothghuma
ngandgtechnicalgskills.
ANS:g T PTS:g 1 DIF: Moderate
REF:g 23g(Exhibitg1.4)gTOP:g AACSBgAnalytic
KEY:g LeadershipgPrinciplesg|gHRM
17. ThegjobgofgteamgleadergwouldgNOTgbegconsideredgagmanagementgposition.
ANS:g F
Thegjobgofgteamgleadergisgindeedgonegofgthegfourgkindsgofgmanagementgjobs,gwhichgaregtopgmanagers,g
middlegmanagers,gfirst-linegmanagers,gandgteamgleaders.
PTS: 1 DIF: Easy REF:g g 16-17 TOP:g AACSBgReflectivegThinking
KEY: HRM
18. Teamgleadersgdirectgthegworkgofgindividualsgwithingthegteamgstructure.
ANS:g F
Insteadgofgdirectinggindividuals’gwork,gteamgleadersgfacilitategteamgactivitiesgtowardggoalgaccomplishment.
TRUE/FALSE
1. Whileggoodgmanagementgisgbasicgtogstartinggandggrowinggagbusiness,goncegsomegmeasureg
ofgsuccessghasgbeengachieved,ggoodgmanagementgbecomesglessgimportant.
ANS:g F
Goodgmanagementgisgbasicgtogstartinggagbusiness,ggrowinggagbusiness,gandgmaintaininggagbusinessgonce
gitghasgachievedgsomegmeasuregofgsuccess.
PTS:g g 1 DIF: Easy REF:g g 6 TOP:g AACSBgAnalytic
KEY:g CreationgofgValue
2. Managersgaregresponsiblegforgdoinggthegbasicgworkgingthegcompany.
ANS:g F
Thegmanager’sgjobgisgnotgtogdogthegbasicgworkgingthegcompany,gbutgtoghelpgothersgdogtheirgwork.
PTS:g 1 DIF: Easy REF:g 7
TOP:g AACSBgReflectivegThinkinggKEY:g CreationgofgValue
3. Companiesgthatgplanghaveglargergprofitsgandgfasterggrowthgthangcompaniesgthatgdon’t.
ANS:g T PTS:g g 1 DIF: Easy REF:g g 9
TOP:g AACSBgReflectivegThinking KEY:g CreationgofgValue
4. Thegclassicalgfunctionsgofgmanagementgareg(1)gmakinggthingsghappen,g(2)gmeetinggt
hegcompetition,g(3)gorganizinggpeople,gprojects,gandgprocesses,gandg(4)gleading.
ANS:g F
Thegclassicalgfunctionsgofgmanagementgaregplanning,gorganizing,gleading,gandgcontrolling.
PTS:g 1 DIF: Moderate REF:g 8
TOP:g AACSBgReflectivegThinkinggKEY:g LeadershipgPrinciplesg|gHRMg|gStra
tegyg|gCreationgofgValue
5. AccordinggtogWhatgReallygWorks,gMeta-Analysis,gmeta-
analysisgisgagresearchgtoolgthatgcombinesgthegresultsgofgagnumbergofgresearchgstudies.
ANS:g T PTS:g g 1 DIF: Easy REF:g g 10-11
TOP:g AACSBgReflectivegThinking KEY:g CreationgofgValue
6. AccordinggtogthegWhatgReallygWorksgbox,gmeta-
analysisgisgusefulgforgmanagementgtheoristsgandgresearchers,gbutgitghasglittlegvaluegforgthegpracticinggm
anager.
ANS:g F
Meta-
analysisgisgalsogusefulgforgpracticinggmanagers,gbecausegitgshowsgwhatgworksgandgthegconditionsgunderg
whichgmanagementgtechniquesgmaygworkgbettergorgworsegingtheg“realgworld.”
,PTS:g 1 DIF: Moderate REF:g 10-11
TOP:g AACSBgReflectivegThinkinggKEY:g CreationgofgValue
7. Topgmanagersgaregresponsiblegforgcreatinggagcontextgforgchangegingthegorganization.
ANS:g T PTS:g g 1 DIF: Moderate REF:g g 13-14
TOP:g AACSBgReflectivegThinking KEY:g CreationgofgValue
8. Topgmanagersgaregthegmanagersgresponsiblegforgfacilitatinggteamgactivitiesgtowardggo
algaccomplishment.
ANS:g F
Topgmanagersgaregexecutivesgresponsiblegforgthegoverallgdirectiongofgthegorganization;gteamgleadersgaregtheg
managersgresponsiblegforgfacilitatinggteamgactivitiesgtowardggoalgaccomplishment.
PTS:g 1 DIF: Moderate REF:g 13-
14g(Exhibitg1.2)gTOP:g AACSBgReflectivegThinking
KEY:g GroupgDynamics
9. Asgtheghealth-
caregteamgleadergforgCommercegBank,gEmmettgConlongisgresponsiblegforgfacilitatingghisgteam’sgperform
ancegandgshouldgnotgbeginvolvedgwithganygemployeesgoutsidegofghisgteam.
ANS:g F
Teamgleadersgaregresponsiblegnotgonlygforgfacilitatinggteamgperformance,gbutgalsogforgactinggasgliaisonsg
betweengtheirgteamsgandgothergcompanygteams.
PTS:g 1 DIF: Moderate REF:g 16-17
TOP:g AACSBgAnalyticgKEY:g GroupgDynamicsg|gLeadershipgPrin
ciples
10. Typicalgtitlesgusedgforgtopgmanagersgareggeneralgmanager,gplantgmanager,gregionalgmanager,ga
ndgdivisionalgmanager.
ANS:g F
Thesegaregtypicalgtitlesgforgmiddlegmanagers,gnotgtopgmanagers.gSeegExhibitg1.2.
PTS:g 1 DIF: Moderate REF:g 13-
14g(Exhibitg1.2)g TOP:g AACSBgReflectivegThinking
KEY:g CreationgofgValueg|gHRM
11. First-
linegmanagersgaregresponsiblegforgsettinggobjectivesgconsistentgwithgorganizationalggoalsgandgplanningga
ndgimplementinggsubunitgstrategiesgforgachievinggthesegobjectives.
ANS:g F
Thisgisgthegresponsibilitygofgmiddlegmanagers.gSeegExhibitg1.2.
PTS:g 1 DIF: Moderate REF:g 15
TOP:g AACSBgReflectivegThinkinggKEY:g Strategy
12. Bandai,gthegthird-
largestgtoygmakergingthegworld,ghasgembarkedgongagseriesgofgacquisitionsgingangeffortgtogbecomegthegl
eadinggtoygmakergingthegworld.g Thegdecisiongtogadoptgthisggoalgwasgmostglikelygmadegbygitsgtopgma
,nagement.
, ANS:g T
SeegExhibitg1.2.
PTS:g g 1 DIF: Easy REF:g g 13-14g(Exhibitg1.2)
TOP:g AACSBgAnalytic KEY:g LeadershipgPrinciplesg|gStrategy
13. Middlegmanagersgaregtypicallygresponsiblegforgcoordinatinggandglinkingggroups,gdepartments,ga
ndgdivisionsgwithingagcompany.
ANS:g T
SeegExhibitg1.2.
PTS:g g 1 DIF: Difficult REF:g g 15g(Exhibitg1.2)
TOP:g AACSBgReflectivegThinking KEY:g Strategyg|gGroupgDynamics
14. First-linegmanagersgaregthegonlygmanagersgwhogdognotgsupervisegothergmanagers.
ANS:g T
SeegExhibitg1.2.
PTS:g g 1 DIF: Easy REF:g g 15-16g(Exhibitg1.2)
TOP:g AACSBgReflectivegThinking KEY:g HRM
15. Middlegmanagersgengagegingplansgandgactionsgthatgtypicallygproducegresultsgwithingtwogweeks.
ANS:g F
First-linegmanagersgengagegingsuchgplansgandgactions.gMiddlegmanagersgplang6gtog18gmonthsgout.
PTS:g 1 DIF: Moderate REF:g 15
TOP:g AACSBgReflectivegThinkinggKEY:g CreationgofgValueg|gOperationsgMa
nagement
16. ThegProcterg&gGamblegmanagergwhogoversawgthegmanufacturinggchangesgthatgweregneededg
togmakegsmaller,gmoregenvironmentallygsafegcartonsgofgTidegdetergentghadgtogbegstronggingbothghuma
ngandgtechnicalgskills.
ANS:g T PTS:g 1 DIF: Moderate
REF:g 23g(Exhibitg1.4)gTOP:g AACSBgAnalytic
KEY:g LeadershipgPrinciplesg|gHRM
17. ThegjobgofgteamgleadergwouldgNOTgbegconsideredgagmanagementgposition.
ANS:g F
Thegjobgofgteamgleadergisgindeedgonegofgthegfourgkindsgofgmanagementgjobs,gwhichgaregtopgmanagers,g
middlegmanagers,gfirst-linegmanagers,gandgteamgleaders.
PTS: 1 DIF: Easy REF:g g 16-17 TOP:g AACSBgReflectivegThinking
KEY: HRM
18. Teamgleadersgdirectgthegworkgofgindividualsgwithingthegteamgstructure.
ANS:g F
Insteadgofgdirectinggindividuals’gwork,gteamgleadersgfacilitategteamgactivitiesgtowardggoalgaccomplishment.
